Document Type
Poster Session
Department
Leadership and Organizational Studies
Faculty Mentor
Dr. Elizabeth Goryunova
Keywords
presidential assistants, presidents, chancellors, followership, servant leaders, higher education institutions
Abstract
The term courageous followership was introduced over fifteen years ago by author Ira Chaleff in his book The Courageous Follower: Standing up to and for our leaders (2009). While the concept of courageous followership is relatively new in leadership theory models, the idea has shifted from the all-powerful leader and submissive follower model to a more dynamic model that supports and balances leadership today (Chaleff, 2009). Whether an institution has a more hierarchical or a shared leadership model, some power exists in the leaders and some in the followers (Chaleff, 2009). To this end, a professional relationship between an assistant and leader exists in every work environment throughout the globe. Recently, a unique and positive change has been happening in the higher education environment between presidential assistants (PAs) and the leaders that they serve. In this quantitative study, the researcher examined the professional relationship between PAs and their presidents or chancellors. The results from an anonymous Google survey demonstrated how these professional relationships promote change and growth at higher education institutions. The data also revealed that when PAs are allowed to exhibit courageous followership qualities, it results in even more empowerment for the leaders they serve. This empowerment comes through accepting responsibility for both the PA’s roles and their leader’s roles regarding power and how to use it and being wary of it. In addition, a PA values their leaders and their contributions to their respective higher education institutions (Chaleff, 2009). The outcome is a positive shift in the environment of their respective higher education institutions. This new environment promotes creative learning and work that is more inclusive, productive, supportive, and yields a more resilient institution.
Included in
Courageous Followership and Leadership in Higher Education: The Professional Relationship Between Presidential Assistants and Their Leaders
The term courageous followership was introduced over fifteen years ago by author Ira Chaleff in his book The Courageous Follower: Standing up to and for our leaders (2009). While the concept of courageous followership is relatively new in leadership theory models, the idea has shifted from the all-powerful leader and submissive follower model to a more dynamic model that supports and balances leadership today (Chaleff, 2009). Whether an institution has a more hierarchical or a shared leadership model, some power exists in the leaders and some in the followers (Chaleff, 2009). To this end, a professional relationship between an assistant and leader exists in every work environment throughout the globe. Recently, a unique and positive change has been happening in the higher education environment between presidential assistants (PAs) and the leaders that they serve. In this quantitative study, the researcher examined the professional relationship between PAs and their presidents or chancellors. The results from an anonymous Google survey demonstrated how these professional relationships promote change and growth at higher education institutions. The data also revealed that when PAs are allowed to exhibit courageous followership qualities, it results in even more empowerment for the leaders they serve. This empowerment comes through accepting responsibility for both the PA’s roles and their leader’s roles regarding power and how to use it and being wary of it. In addition, a PA values their leaders and their contributions to their respective higher education institutions (Chaleff, 2009). The outcome is a positive shift in the environment of their respective higher education institutions. This new environment promotes creative learning and work that is more inclusive, productive, supportive, and yields a more resilient institution.
