Introduction to the UI Leadership Competency Framework

Overview

The UI Leadership Framework is a competency model which represents the knowledge, skills, and values that contribute to highly effective faculty and staff leaders at the University of Iowa.

Purpose

The intended purpose of this model is to provide a comprehensive method for aligning future leadership development programming and resources.

Background

The framework was created through a series of steps, including but not limited to:

  • Campus Conversations on Leadership Development (November 2006-December 2007)
    A series of meetings that Organizational Effectiveness, University Human Resources, conducted with over 150 campus leaders including Vice Presidents, Deans, Directors, Senior HR representatives, and other academic and administrative leaders in over 20 colleges, divisions, and departments focusing on future leadership development needs at the University of Iowa.
  • The Leadership Competencies Dialogue (May 2008)
    A structured event hosted by The Office of the Provost and University Human Resources sought additional input from campus leaders. Vice Presidents, Deans, and DEOs were asked to send two delegates from their areas. Using a research-based model, participants prioritized competencies that embody UI Core Values and represent skills needed of future UI leaders.
  • Data Collection and Verification (June 2008-February 2009)
    The Office of the Provost and Organizational Effectiveness (OE), University Human Resources, have continued to combine early data into a streamlined framework and conduct additional benchmarking on leadership competency usage among Big 10 Universities. Additional feedback was sought from the Vice Presidents’ Group, the Senior HR Leadership Council and the newly-formed Faculty Development Advisory Council.

Potential Uses for the UI Leadership Competency Framework

At the Central Level

The UI Leadership Competency Framework will provide a structure upon which to assess current and plan for future centrally-provided programming. Organizational Effectiveness (OE)/University Human Resources and the Office of the Provost will continue to inform campus of developmental opportunities that are available to current and emerging UI leaders. Currently available resources include:

At the College/Division Level

  • This framework may contribute to strategic planning efforts by providing a model of UI-specific competencies upon which to focus overall unit and/or individual leadership development. Divisions and colleges are urged to involve their Senior HR Leader in the planning process; further support and consultation on succession planning and leadership development is available through University Human Resources.
  • This general leadership framework may be augmented with unit/discipline-specific information (e.g. technical competencies required in the context of healthcare, finance, the arts). Position-specific competencies and work requirements provide an additional layer of knowledge, skills, or values needed for a particular role.
  • Collegiate and division HR leaders may find value in exploring ways that the competencies may inform selection processes for future leaders. The May 2005 Harvard Management Update article, “Finding the Fit Between Person and Position” discusses methods for using both leadership and position competencies to inform selection of future leaders.

In a Supervisory or Mentoring Context

  • The UI Leadership Competency Framework can be used to assist a faculty or staff member in assessing her/his goals and strengths and to co-create a plan for professional development. Mentors and/or supervisors can assist the faculty or staff member in clarifying goals and providing information about available resources which can assist in their further career development.
  • A mentor and/or supervisor can also play a key role in the individual in staying focused on and accountable in achieving her/his goals. Continual conversation about goals can support growth and sustain progress.