Orientation Leaders and Staff Diversity

2017 ◽  
pp. 172-178
Author(s):  
Emily Price ◽  
Stacy A. Jacob
Keyword(s):  
Orientation Leaders

The Impact of Arts-Based Leadership Development on Leader Mind-Set

2015 ◽  
Vol 17 (3) ◽  
pp. 391-407 ◽  
Author(s):  
Thomas N. Garavan ◽  
Ann McGarry ◽  
Sandra Watson ◽  
Norma D’Annunzio-Green ◽  
Fergal O’ Brien
Keyword(s):  
Emotional Intelligence ◽  
Leadership Development ◽  
Music Drama ◽  
Leader Identity ◽  
Feedback Orientation ◽  
Quasi Experimental ◽  
Orientation Leaders ◽  
Mind Set ◽  
Development Literature ◽  
The Impact

The Problem Arts-based leadership interventions have gained a foothold in the leadership development literature; however, few studies have investigated their effectiveness. These interventions include music, drama, art, and performance and are utilized to develop dimensions of leader mind-set. The Solution In this study, an arts-based intervention (leadership drawing exercise) is evaluated. Utilizing a quasi-experimental, pre-test, post-test design, we evaluate the impact of an arts-based intervention on four dimensions of leader mind-set: emotional intelligence, leader identity, openness to experience, and feedback orientation. Leaders in the arts-based intervention showed significantly greater improvement in emotional intelligence, leader identity, and feedback orientation. The Stakeholders This article informs leadership development researchers, those making decisions about investment in leadership development and those who deliver leadership development. The article will be of interest to organizations that have to justify investment in leadership development.

scholarly journals Longitudinal Comparison of Orientation Leader Learning Outcomes

2019 ◽  
Vol 26 (2) ◽  
Author(s):  
Lisa Gruszka ◽  
Evan Witt ◽  
Erin Tower
Keyword(s):  
Student Development ◽  
Vital Role ◽  
Learning And Development ◽  
University Campuses ◽  
College And University ◽  
Student Leader ◽  
New Students ◽  
Orientation Leaders ◽  
Longitudinal Comparison ◽  
Development Outcomes

Orientation leaders (OLs) play a vital role on college and university campuses. They are primarily responsible for transitioning new students into institutions, yet little is known about the learning and development outcomes of the experience. This study compares longitudinal data from 10 years of orientation leader cohorts measuring their pre-, mid-, and post-learning across a set of seven institutionally endorsed student development outcomes (SDOs). Findings indicate growth across all of the seven SDOs within each year but not from year to year. It makes a case that the orientation leader experience has a significant impact on student leader development.

scholarly journals Adapting and Implementing Appreciative Advising Framework to Train Orientation Leaders

2019 ◽  
Vol 19 (1) ◽  
Author(s):  
Amanda E. Propst Cuevas ◽  
Claire Robinson ◽  
Amanda Clark ◽  
Bryant L. Hutson ◽  
Jennifer L. Bloom
Keyword(s):  
Practical Application ◽  
Skill Sets ◽  
Appreciative Advising ◽  
Effective Training ◽  
New Students ◽  
Orientation Leaders ◽  
Leader Training ◽  
Orientation Training ◽  
Incoming Students ◽  
Relational Skill

Expanding upon the work of Hendley (2010) who introduced the concept of adapting the six phase Appreciative Advising framework (Bloom, Hutson, & He, 2008) to orientation leader training, this article demonstrates how to construct and implement an effective training program for orientation leaders. It provides practical application of each phase of Appreciative Advising for bother orientation training facilitators and orientation leaders. In doing so, this article demonstrates how the six phases of Appreciative Advising offer a framework that incorporates and emphasizes the development of the informational, conceptual, and relational skill sets desired from orientation leaders. This development begins during training and transcends to leaders' interaction with incoming students. Appreciative approach to training has the power to positively impact the orientation leaders as well as the new students.

scholarly journals Gateways to Campus Culture

2019 ◽  
Vol 19 (2) ◽  
Author(s):  
Ryan D. Theroux
Keyword(s):  
Campus Culture ◽  
Cultural Artifacts ◽  
Focus Group Interviews ◽  
Student Orientation ◽  
New Student Orientation ◽  
New Students ◽  
Orientation Leaders ◽  
Group Interviews ◽  
New Student

New student orientation is one of the places where the meanings of institutional cultural artifacts such as campus traditions, rituals, language, architecture, and other aspects of an institution's history are communicated. After visiting three public universities, the author discovered that while orientation directors were generally aware of the significance of cultural artifacts at their institutions, it was ultimately the student orientation leaders who passed on the meanings of these artifacts on to other students (both new students and new student orientation leaders). As part of a qualitative case study utilizing focus group interviews, the orientation leaders identified formal and informal ways in which they communicate the meanings of cultural artifacts to new students.

scholarly journals Retention Principles For New Student Orientation Programs

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Barbara A. Mann
Keyword(s):  
Orientation Programs ◽  
Retention Strategies ◽  
Student Orientation ◽  
Student Responsibility ◽  
Staff Members ◽  
New Student Orientation ◽  
Strong Program ◽  
Faculty And Staff ◽  
Orientation Leaders ◽  
New Student

New student orientation programs are effective retention strategies. It is important, however, that directors remember the basic tenets to ensure that success. This article reviews the need for a balanced program and suggests ways to develop student responsibility, to make the program attractive to students, to utilize faculty and staff members effectively, and to select and train student orientation leaders well. Observations on how to best utilize campus constituencies to provide a strong program for freshman, transfers, and for parents will be highlighted.

scholarly journals Leadership coaching experiences of clients with Alexithymia

2012 ◽  
Vol 38 (2) ◽  
Author(s):  
Frans Cilliers
Keyword(s):  
Qualitative Research ◽  
Emotional Reactivity ◽  
Leadership Coaching ◽  
Coaching Model ◽  
Qualitative Research Design ◽  
Managerial Implications ◽  
Field Notes ◽  
Orientation Leaders ◽  
Value Add ◽  
The Relationship

Orientation: Leaders who find it difficult to connect emotionally with colleagues are often seen as incompetent, the idea that they may suffer from alexithymia – an inability to feel – is not taken into account. This coaching model seemed to be not successful in changing this behaviour pattern.Research purpose: The purpose of the research was to describe the coaching experiences of leaders with symptoms of alexithymia and to formulate hypotheses around their leadership experiences.Motivation for the study: Effective leadership is strongly associated with emotional connections with colleagues. Leaders suffering from alexithymia, struggle with making these connections. It was thought that coaching might help them bridge the gap towards building effective relationships.Research design, approach and method: A qualitative research design using case studies was used. Three participants underwent 10 months of systems psychodynamic leadership coaching, including role analysis. Researcher’s field notes and participant essays were discourse analysed. The researcher’s unconscious experiences were included in the interpretations.Main findings: Five themes manifested themselves namely, leaders’ difficult experiences with coaching, the dynamics underlying their normative, experiential and phenomenal roles and the coach’s unconscious experiences affecting the relationship. The research hypothesis referred to the differences between the role parts and the resulting anxiety.Practical/managerial implications: This coaching model did not provide sufficient opportunities for the participating leaders with regard to emotional reactivity and regulation. Contribution/value-add: The research created awareness of how alexithymia amongst leaders manifests in organisations. Unfortunately the coaching was unsuccessful in addressing the emotional task. Other ways need to be explored.

scholarly journals Becoming an Orientation Leader

2019 ◽  
Vol 20 (2) ◽  
Author(s):  
Jennifer Hodges ◽  
Christopher Tankersley
Keyword(s):  
Orientation Programs ◽  
Structured Interviews ◽  
Orientation Leaders ◽  
The Impact ◽  
Self Authorship ◽  
And Training

Orientation Leaders (OLs) are a part of most orientation programs. Because research has focused predominantly on staff selection and training, little is known about the impact that becoming an OL has on the OLs themselves. Using self-authorship as a framework, this study explored how various aspects of becoming an OL served as catalysts for self-authorship development. OLs participated in semi-structured interviews. Five characteristics of the OL experience emerged as catalysts for self-authorship development.

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