The Department Chair最新文献_第6页

Larson v. Idaho State University 拉森诉爱达荷州立大学

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30613

引用次数: 0

Being an Advocate, Not an Adversary, as a Department Chair: Modeling Teamwork, Minimizing Toxicity 作为系主任，要做倡导者，而不是反对者：树立团队合作典范，将毒性降至最低

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30602

Kate Brody Nooner

引用次数: 0

The Chair's Role in Creating Departmental Policy and Procedures, Part 2: Creating and Revising Policy 系主任在制定系部政策和程序中的作用，第 2 部分：制定和修订政策

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30605

Jeffrey Ward

引用次数: 0

Porter v. Board of Trustees of North Carolina State University et al. 波特诉北卡罗来纳州立大学董事会等人案

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30614

引用次数: 0

“No Man Is an Island” … Except for Department Chairs "没有人是一座孤岛"......系主任除外

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30609

Leda Stawnychko, Tracy Wang

{"title":"“No Man Is an Island” … Except for Department Chairs","authors":"Leda Stawnychko, Tracy Wang","doi":"10.1002/dch.30609","DOIUrl":"https://doi.org/10.1002/dch.30609","url":null,"abstract":"In his 1624 poem “No Man Is an Island,” John Donne pontificates on the interconnectedness of humankind, calling for empathy and humanity: “No man is an island / entire of itself; every man is a piece of the continent, / a part of the main.” The communities we build as postsecondary educators are powerful: We create support networks, inspire new ideas, and uncover synergies to achieve more than what we could as individuals. However, department chairs seem to be an exception. The nature of the role can create many forms of isolation, ultimately harming their health and wellness.Views from seventeen department chairs were collected as part of a research study in 2019 to learn about their leadership development experiences when first entering their roles. Although many spoke highly and positively of their journeys, the significant personal and professional costs of the position were resounding. In general, these academic leaders mentioned facing heavy workloads, high levels of responsibility, and demanding schedules, especially since most had multiple additional roles as practicing clinicians, researchers, and teachers. They noted working long hours and not having enough time for self-care. For many, resting on evenings and weekends was a luxury they could not often afford. As a result, these leaders reported feelings of isolation arising from their professional identity, their relationships, and themselves.The role of department chair was seen as a temporary step away from one's core professional identity as a clinician, researcher, and/or teacher rather than as a permanent step toward academic administration. The added workload of the chair role took time and capacity away from their other commitments, resulting in lower research productivity or compromising their professional practice. The trade-off was often made unwillingly. Many chairs described taking the chair role as “sacrificing” their true academic passion.The chairs who shared their experiences as part of the study believed their peers viewed them as outside influences, no longer part of the team. This newly felt isolation contributed to a perceived loss of humanity, making them seem more like a cog in the system than a person, colleague, and friend. They described the role as a lightning rod for addressing complaints, noting that they were rarely approached with positive feedback, which further strained relationships. For example, in cases where the best course of action for a department conflicted with a faculty member's self-interests, the resulting disappointment was projected directly to the chair, who acted as a mediator and absorber of negative feelings. Alternatively, faculty members expected chairs to problem-solve for them when, in reality, they often had no authority or control over the matter. These situations resulted in feelings of helplessness, both to address the issue and to manage unfair expectations.All department chairs noted sacrificing ","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"22-23"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/dch.30609","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316765","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Mentoring New Chairs to Navigate the Political Climate of Higher Education 指导新教席驾驭高等教育政治气候

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30612

Melissa A. Odegard, Shannon M. Clapsaddle

引用次数: 0

Diversifying Academic Leadership through Impactful Mentorship 通过有影响力的导师制实现学术领导力多样化

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30606

Christie Chung, Kim M. Davis, Roberto Sánchez, Frederick L. Ware

{"title":"Diversifying Academic Leadership through Impactful Mentorship","authors":"Christie Chung, Kim M. Davis, Roberto Sánchez, Frederick L. Ware","doi":"10.1002/dch.30606","DOIUrl":"https://doi.org/10.1002/dch.30606","url":null,"abstract":"Mentorship is an essential component in strategy to diversifying academic leadership. At the 80th Annual Meeting of the American Conference of Academic Deans, the 2022–2023 ACAD Fellows gathered for a session to discuss their career journeys and the roles that others can play in cultivating a diverse leadership in higher education. This article shares brief renderings of their personal stories and the main themes explored during that session.As higher education leaders, we are faced with an insurmountable amount of work, issues, and challenges every day. It is essential for us all to take a step back and reflect on our purpose and on what drives us to achieve success. Thus, I start this article with my why.My personal motto of “service above self” is the foundation of every decision I make in life. I view every role I have assumed in my career as an opportunity to serve and to make an impact in others' lives. As I continue my journey as a higher education leader, I found another purpose in my work—representation and advocacy. There is a shocking underrepresentation of Asian women in higher education leadership roles (< 0.6 percent in executive positions). Harmful gender and racial stereotypes often lead to an underrepresentation of Asian women in leadership positions and represent what scholars have termed the double-paned glass ceiling. By now, I am used to being the only Asian woman in most leadership meetings and boardrooms. However, I know I am in the right place because my perspective is unique and needed—teams that are made up of diverse thoughts, people, and ideologies always achieve more success. Therefore, I have always been intentional about uplifting the next generation of leaders of color.I believe that leadership success usually does not happen without a few significant people supporting us along the way. I am forever grateful to my mentors, who have given me advice during the most difficult junctures and saw potential in me even when I did not. My sponsors, who have allowed me to successfully apply for and receive awards, fellowships, recognitions, and promotions. My advocates, who speak highly of me, even when I'm not in the room. And my connectors, who have opened doors to networks to which I don't always have an “in” because of my identity and other barriers. I give back to the leadership circle by assuming these four roles for aspiring leaders around me. As leaders, we have the privilege to influence, the opportunity to innovate, and the space to make meaningful contributions to update societal structures that underlie our practices and worldview. Thus, I encourage everyone to assume the roles of mentor, sponsor, advocate, and connector whenever possible because you are changing the world one step at a time with these simple actions.When I reflect on my current role in higher education, I am grateful for the motivators and mentors who helped me envision and become an academic leader. As a","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"13-15"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/dch.30606","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

A Dean's Handbook for Philanthropy 院长慈善手册

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30616

Del Doughty

引用次数: 0

Clearing the Path from Hiring to the Classroom: A Chair's Guide to Onboarding Contingent Faculty 清除从招聘到课堂的障碍：临时聘用教员入职指南

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30611

Dorothy F. Marsil, Corinne L. McNamara, Lauren A. Taglialatela, Jennifer Willard

引用次数: 0

Supporting Student Success and Department Reach through Social Media and Branding Strategy 通过社交媒体和品牌战略支持学生成功和部门影响力

The Department Chair Pub Date : 2024-09-25 DOI: 10.1002/dch.30604

Erin Kathleen Bahl, Jenny Rissen, John C. Havard

{"title":"Supporting Student Success and Department Reach through Social Media and Branding Strategy","authors":"Erin Kathleen Bahl, Jenny Rissen, John C. Havard","doi":"10.1002/dch.30604","DOIUrl":"https://doi.org/10.1002/dch.30604","url":null,"abstract":"In the past year, the Kennesaw State University (KSU) English department undertook an ambitious project to enhance our media reach while providing high-impact learning experiences to students. Key features of the project included successfully proposing a faculty administrative role to coordinate this work that is supported with reassigned time and a stipend; hiring student assistants to create content for department outlets; and periodically assessing the effort through media analytics and narrative evaluation of student experiences. The project successfully resulted in enhanced community engagement as well as sustainable internal student employment and internships that enable qualified students to develop career-oriented skill sets and portfolio exhibits. In an era of heightened pressure to increase enrollments and provide students with strong professional outcomes, we believe other departments can benefit from considering how our experience might apply to their needs.Given the pressures of the upcoming enrollment cliff, it has become increasingly common for departments to think carefully about their marketing strategies, especially in fields with declining enrollments. Moreover, with increased student, parent, and social expectations for a return on investment, many faculty have developed a broader interest in supporting the career readiness of their students. Indeed, for disciplines whose career outcomes may be unclear to students, these goals are interrelated: Those disciplines bear a greater burden of articulating their value to students. One way to address this challenge is through media storytelling that focuses on student experiences that lead to positive outcomes (Muir and Oliver 2021). A recent report from our disciplinary society, the American Departments of English, insisted that “when we place students, their concerns, and their authentic ambitions at the center of our focus, we find that career preparation is not optional or additional to what we do in English departments, it is imperative” (American Departments of English Ad Hoc Committee on English Majors' Career Preparation and Outcomes 2024, 3). With this goal of supporting student success in mind, the KSU English social media team regularly highlighted student achievements externally on the department channels as well as emphasized professional development internally in training and mentoring student team members.Universities turning to media to engage potential students is not new (Ranta 1994), and media strategy should not be the only component of a department's effort to engage its audiences, as physical events such as meetings continue to have their place (Assimkopoulos et al. 2017). However, media highlighting department-level (as opposed to university-level) content has several benefits. It provides department audiences with more personalized engagement with the faculty and students whose work is at the epicenter of ","PeriodicalId":101228,"journal":{"name":"The Department Chair","volume":"35 2","pages":"9-11"},"PeriodicalIF":0.0,"publicationDate":"2024-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/dch.30604","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142316916","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0