In his address, “The Imperfect Pursuit of High Ideals,” Ryan urged the University and the wider community to address gaps between its highest aspirations and its reality.
A special committee charged with seeking and recommending a candidate to the University of Virginia Board of Visitors to be the ninth president of the University has been established as required by the board’s manual, Rector William H. Goodwin Jr. announced.
As a new year approaches, take a look back at the 16 ways the University made an impact around the globe in 2016. Wahoos from across disciplines paved the way to a better world with advances in medicine and technology, pioneering social and economic innovations, ...
The Center for Leadership Excellence (CLE) is proud to announce that Provost Tom Katsouleas has agreed to serve as the CLE’s third executive sponsor, along with Executive Vice President and Chief Operating Officer Pat Hogan, and Executive Vice President for Health Affairs Dr. Rick Shannon. We recently asked the Provost for thoughts on leadership, especially as they pertain to UVA’s approach to shared leadership:
By Bastian Bergmann. Recruiting in today’s ultra-competitive job market is tough and success can often hinge on the team that you already have in place.
Leaders are expected to inspire others. But how does one induce something as intangible as inspiration? The answer: by performing a specific set of behaviors. Leaders need to actually care about their causes, make their messages personally relevant to their followers and support others by making sure the right people are in the right roles.
...UVA’s plan to hire faculty in strategic, collaborative areas of research and scholarship involves nine schools whose deans submitted proposals for interdisciplinary faculty positions that build on academic strengths and focus on increasingly important social and scientific issues. The program is part of an aggressive five-year campaign the Board of Visitors approved last fall.
Seeking and giving advice are central to effective leadership and decision making. Yet managers seldom view them as practical skills they can learn and improve. Receiving guidance is often seen as the passive consumption of wisdom. And advising is typically treated as a matter of “good judgment”—you either have it or you don’t—rather than a competency to be mastered. Read full article here.