Cathy Nielson, MPH, OTR/L, FAOTA  

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Leadership Philosophy  

 

Leadership Positions - Volunteer and Employed

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

 

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