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Voices of Leadership…
On Leading Forward
In this issue of Leadership we examine some of the elements involved in moving our institutions into the future; keeping
them competitive, engaging, and relevant - in essence, “Leading Forward”. We reached out to some Academy leaders
at the helm of their institutions and asked them to consider the quote below and respond to questions about building
and sustaining leadership, skill sets necessary to move forward, and impending challenges leaders face as they strive to
lead their institutions forward. Their responses refect the current landscape of higher education and highlight the ways
institutions can harness their best resources, their people, to overcome obstacles and embrace the direction, alignment,
and commitment necessary to lead their institutions forward.
“Leaders include anyone in organizations actively involved in the process of
producing direction, alignment, and commitment.” ~McCauley & Van Velsor
Joseph M. Daisy, Ed.D. President and Chief Executive Offcer, College of Micronesia-FSM
Given the quote above, how do you build and sustain a culture of leadership in your organization?
At our institution, regional accreditation has been a major component of building a culture of continuous quality
improvement. Accreditation standards and policies have been an efective vehicle for engaging all campus constituencies in
purposeful dialogue around issues such as assessment, planning, and capacity building.
An example of the capacity building necessary to accomplish meaningful campus-wide dialogue is the development and
implementation of communication protocols to provide “rules of engagement” as to how we interact with one another.
Trough our dialogue, each of us - regardless of our position - has come to a common understanding of the deep and
abiding obligation we share to shape the college’s future.
In looking forward, what represents the greatest opportunity you believe leaders should be pursuing in moving skill sets forward?
Create authentic opportunities for participatory governance process, challenging though that may be. Use the strategic
plan to “stay in tune” with the college’s shared goals and measure progress toward them. A strategic plan grounded in
broad-based participation will ofer abundant opportunities for leadership development and experience.
What stands out as the greatest challenge as your leaders move forward?
Here in the western Pacifc Region, dispersed campuses across wide expanses of ocean and the fnancial sustainability in this era of the “new
normal” (increased costs and limited/declining resources) serve as challenges to efective leadership.
Another signifcant challenge is balancing the need to provide access to underserved (and underprepared) students with the imperative for student
success in this new era of federally mandated accountability.
Such issues will require reengineering of institutional processes and functions to ensure long-term sustainability.
Dr. Larry Rosia, President and CEO of Saskatchewan Institute of Applied Science and Technology, Saskatoon, Saskatchewan, Canada
Given the quote above, how do you build and sustain a culture of leadership in your organization?
All leaders have a responsibility to develop the next generation of leaders, but it is the president who must create an
environment in which people will strive to become good leaders and help others become good leaders. It begins with
the president defning, modelling, practicing, coaching, mentoring, and rewarding good leadership.
In looking forward, what represents the greatest opportunity you believe leaders should be pursuing in moving skill sets forward?
Te biggest leadership wins come from maximizing the power of the talent within the organization. Leaders do that by
being open to diferent ideas and styles, and by actively attracting, developing, engaging, motivating, and promoting
outstanding talent.
What stands out as the greatest challenge as your leaders move forward?
Today’s complex and dynamic environment is challenging the traditional vision, mission, and values of the academy.
As leaders, we must motivate change and mobilize talent, questioning entrenched behaviors and traditional notions.
4 LEADERSHIP Vol. 20.2 Fall 2014
Client: The Chair Academy Job: CHAIRAcademy_Journal_20.2 fall 2014
Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • goldfshcreates@q.com
On Leading Forward
In this issue of Leadership we examine some of the elements involved in moving our institutions into the future; keeping
them competitive, engaging, and relevant - in essence, “Leading Forward”. We reached out to some Academy leaders
at the helm of their institutions and asked them to consider the quote below and respond to questions about building
and sustaining leadership, skill sets necessary to move forward, and impending challenges leaders face as they strive to
lead their institutions forward. Their responses refect the current landscape of higher education and highlight the ways
institutions can harness their best resources, their people, to overcome obstacles and embrace the direction, alignment,
and commitment necessary to lead their institutions forward.
“Leaders include anyone in organizations actively involved in the process of
producing direction, alignment, and commitment.” ~McCauley & Van Velsor
Joseph M. Daisy, Ed.D. President and Chief Executive Offcer, College of Micronesia-FSM
Given the quote above, how do you build and sustain a culture of leadership in your organization?
At our institution, regional accreditation has been a major component of building a culture of continuous quality
improvement. Accreditation standards and policies have been an efective vehicle for engaging all campus constituencies in
purposeful dialogue around issues such as assessment, planning, and capacity building.
An example of the capacity building necessary to accomplish meaningful campus-wide dialogue is the development and
implementation of communication protocols to provide “rules of engagement” as to how we interact with one another.
Trough our dialogue, each of us - regardless of our position - has come to a common understanding of the deep and
abiding obligation we share to shape the college’s future.
In looking forward, what represents the greatest opportunity you believe leaders should be pursuing in moving skill sets forward?
Create authentic opportunities for participatory governance process, challenging though that may be. Use the strategic
plan to “stay in tune” with the college’s shared goals and measure progress toward them. A strategic plan grounded in
broad-based participation will ofer abundant opportunities for leadership development and experience.
What stands out as the greatest challenge as your leaders move forward?
Here in the western Pacifc Region, dispersed campuses across wide expanses of ocean and the fnancial sustainability in this era of the “new
normal” (increased costs and limited/declining resources) serve as challenges to efective leadership.
Another signifcant challenge is balancing the need to provide access to underserved (and underprepared) students with the imperative for student
success in this new era of federally mandated accountability.
Such issues will require reengineering of institutional processes and functions to ensure long-term sustainability.
Dr. Larry Rosia, President and CEO of Saskatchewan Institute of Applied Science and Technology, Saskatoon, Saskatchewan, Canada
Given the quote above, how do you build and sustain a culture of leadership in your organization?
All leaders have a responsibility to develop the next generation of leaders, but it is the president who must create an
environment in which people will strive to become good leaders and help others become good leaders. It begins with
the president defning, modelling, practicing, coaching, mentoring, and rewarding good leadership.
In looking forward, what represents the greatest opportunity you believe leaders should be pursuing in moving skill sets forward?
Te biggest leadership wins come from maximizing the power of the talent within the organization. Leaders do that by
being open to diferent ideas and styles, and by actively attracting, developing, engaging, motivating, and promoting
outstanding talent.
What stands out as the greatest challenge as your leaders move forward?
Today’s complex and dynamic environment is challenging the traditional vision, mission, and values of the academy.
As leaders, we must motivate change and mobilize talent, questioning entrenched behaviors and traditional notions.
4 LEADERSHIP Vol. 20.2 Fall 2014
Client: The Chair Academy Job: CHAIRAcademy_Journal_20.2 fall 2014
Final size: 8.5” x 11” Colors: CMYK Bleeds: Yes
Created by: Goldfsh Creative - Laura Dvir • 602.349.2220 • goldfshcreates@q.com
