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A leadership model used within a major research university in the United States is described. The model integrates concepts about servant and adaptive leadership. Research universities are inherently flat organizations with key peer leadership roles invested in the faculty. The fact that such organizations are undergoing fundamental change (e.g., the expectation to generate increased economic impact from sponsored research) complicates those selected for senior leadership positions. Leaders must anticipate the need to change and do so proactively while serving those throughout the organization. Alignment of vision and strategy, culture and beliefs, processes, plans, people, and desired outcomes is a critical success factor. Senior leadership must consistently and effectively communicate the vision and strategy (i.e., why the organization does what it does) and inspire a sense of urgency to focus the organization on desired results. Specific leadership models and behaviours are examined that are useful in guiding such change. The paper discusses the use of this leadership model within one research university and then explores peer approaches for encouraging wide spread adoption and use of the model. In particular, the use of leadership stories – both positive and negative – is currently being explored as a means to support a community of practice.

TOWARDS A COMMUNITY OF PRACTICE OF A LEADERSHIP MODEL FOR THE RESEARCH UNIVERSITY