My
roles as leader and administrator are guided by my philosophy of leadership
and followership. My values and beliefs as a leader have developed over a
long period of time as I assumed both formal and voluntary leadership roles
early in my career. As a result of taking on those early leadership
positions from a somewhat uninformed and unprepared state, I learned to
engage in a continuous process of self reflection and growth. That process
has led me to honor my instincts and learn from experience but to also back
those instincts with formal study and formal evaluation. At this point
in my life and career I find that the introspection and study have coalesced
into a working philosophy and view of myself as a leader that is not
attributable to any single influence. I also find that with more than 25
years in leadership, it is who I am, not a separate role I assume.
I have identified two
sets of skills that exist in a dynamic relationship and flow and contribute
equally to the actualization of leadership. These skill sets are
administrative and political. These skills exist in a reciprocal
relationship with my values and beliefs of
leadership and shape my identity, behavior and actions as a leader.
Finally, I believe that
this complex relationship of skills, beliefs, and actions must be based in
core personal values of honesty and humility. Similar to my views about
teaching, I see leadership as a powerful and influential role that must be
treated and enacted with respect, care and objectivity.
Philosophy is only
relevant when it actually serves as a guide for daily action. Ongoing
focused self analysis of my day to day actions guides me so that I represent
my philosophy in all of my interactions, relationships and decisions.
Ultimately I think that action is the proof of leadership. My values and
beliefs on leadership are constant but will refine in enactment as my skills
in both the administrative and political realms continue to evolve. I
understand leadership as a core part of my identity rather than related to a
position or title. Thus, I expect my development to be life-long and my
enactment of leadership to be diverse in impact and setting.
|
-
UNC Chapel Hill Department
of Allied Health Sciences, Strategic Planning Process Core team, January
2008
-
UNC
Chapel Hill Department of Allied Health Sciences
Division of Occupational Science Acting Director, July 1, 1986 -
July 31, 1987; Director, August 1, 1987 - June 30, 1994; Director –
June 1, 2000 – May 31, 2007
-
UNC Chapel Hill Department of Allied Health
Sciences Division of Rehabilitation Psychology & Counseling, Interim
Director, May 1997- January 1999;
September 2002-July 1, 2006
-
UNC Chapel Hill
Department of Allied Health Sciences Special Projects Assistant to
Chair- July 1994 – May 1997
-
UNC Chapel Hill Department of Allied Health
Sciences Chair's Advisory Committee 1986-1994; 1997- 1999; 2000-2007
-
UNC Chapel Hill Academy of Distinguished
Teaching Scholars, Chair Committee on Educational Initiatives
-
UNC-Chapel Hill University Teaching Awards
Committee, 2002-2003, Chair
-
NCOTA Vice-President,
1981-1983
-
NCOTA Executive Board
Member, 1981-1983, 1985-1991, 1993-1996
-
AOTA Executive Board,
1991-1994
-
AOTA Vice-Speaker,
AOTA Representative Assembly, 1991-1994
-
AOTA Chair,
Inter-Commission Council, 1991-1994
-
AOTA Liaison
to AOTF Research Advisory Council, 1991-1994
-
AOTA
Representative from North Carolina to the Representative Assembly,
1988-1991
-
AOTA Alternate
Representative from NC to the Representative Assembly, 1985-88
-
North Carolina
Memorial Hospital (UNC Hospitals) Chapel Hill, North Carolina: Assistant
Director, Occupational Therapy Department: 1980-1984; Supervisor,
Psychiatric Occupational Therapy: 1978-80
|