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.
- Practical Applications of Supervisory Skills (PASS) – Engaging Yourself
- Advanced Management Series
- UI LEAD Cohorts
- Executive Leadership Academy-Higher Ed
- HR Career Development Program - contact Nikole Mac for more information.
- Supervising Today's Students
- ELEVATE (Women's Leadership Development)
- DEO Leadership Development Program
- Building University of Iowa Leadership for Diversity (BUILD)
Conferences and More
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 including:
- Leadership: Practical Skills, Chris Croft
- Leading without Formal Authority, Lisa McLeod and Elizabeth Lotardo
- Emerging Leadership, Dan Schawbel
- Transitioning from Manager to Leader, Sara Canaday
- Developing Executive Presence, John Ullmen
Services for Faculty/Staff Leaders
Leadership Development 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 HR.com.
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.