Leadership Development

Campus Address
121-50 USB
Mailing Address

121 University Services Building., Suite. 50
Iowa City, IA 52242
United States

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It is our vision that the University of Iowa will have leaders at all levels who develop themselves and others to achieve peak performance. Our mission is to move individuals to the next level of professional leadership and to improve the effectiveness of leadership teams.

Leadership development is needed more than ever as a critical tool for an organization seeking to grow and adapt in today’s rapidly shifting environment. Our services engage individual faculty and staff and teams, enhancing leadership skill and ability. 

    Development Plan


    Partnership Programs

    Workshops and Conferences

    Contact us for more information.

    Courses by Renowned Experts

    University of Iowa faculty, staff and students have access to LinkedIn Learning, an online training library, that provides access to a variety of online courses. Browse the topics under Leadership and Management for leadership development courses.

    Services for Faculty/Staff Leaders

    Leadership Development, outside of programs, is provided via partnership with your local HR. Refer to the Organizational Development Consultation website for more information, or contact us for opportunities and insight before you invest in executive coaching or team retreats.


    We’ve won national awards (2017, 2018 and 2019) in Customized Leadership & Organizational Development Programming at the LEAD Awards sponsored by

    Outcomes of Leadership Development

    We encourages participants to measure results of leadership actions as a result of participating in our programs.

    Participants working with Organizational Effectiveness (OE) coaches report:

    • 100% strongly agreed that their coach effectively encouraged a climate of trust and openness.
    • 92% strongly agreed that participation increased their productivity with greater than 85% reporting contributions to greater effectiveness in their departments.

    It was refreshing to talk about workplace issues with my [advisor/coach]. She knew enough about my situation to provide useful feedback, but was far enough away from the . . . details that she could offer an unbiased perspective on the problems I was facing.

    I spend more time listening to the people that work for me—I can tell they appreciate it.

    I am more open to staff. I am delegating more day-to-day duties and am considering how to do more.

    I am becoming more mindful of my behavior and how others react.