Excellence in Leadership
Policy no. I-5
Effective date: 01/01/2008
Scope: all supervisors
The university expects all employees in a supervisory capacity to exemplify appreciative leadership in their associations with students, faculty, and staff. Further, the university expects all supervisors to be mutually supportive and to integrate their areas of responsibility, policies and procedures with others throughout the university community. Key elements of university leadership are communications, teamwork, role modeling and accomplishments. Leadership responsibilities include
- Communicating focus, goals, and services that will achieve the university's mission
- Interacting with other members of the university community in a highly creditable manner
- Providing timely and constructive feedback on performance
- Communicating appreciation for acceptable performance
- Committing to addressing performance that fails to serve the success of the individual, team or university.
- Recommending changes to policy through consultation with appropriate university personnel
- Regularly attending leadership development programs and on-campus supervisory briefings and training programs relating to employment issues
- Holding regularly scheduled (e.g. monthly) meetings with their staff to disseminate information
- Promoting university-wide cooperation among employees
- Mentoring newer members to the university community
- Respecting and cooperating with policies of closely related entities that work with Case
- Understanding, sponsoring, and implementing the evolving changes necessary to continued success in teaching, research, and scholarship
- Supporting and implementing, in a proactive and constructive manner, all university policies
- Seeking professional development in both technical and managerial skills
- Focusing on academic, research, and business issues rather than on personal interests
- Learning and practicing appreciative leadership as a management development process.
- Recognizing effort as well as results
- Overcoming barriers by challenging oneself and others with new ideas
- Assessing results critically and periodically
- Linking goals and objectives of each individual to overall goals and objectives.
Supervisors who fail to successfully meet the standards of this policy or to follow or implement Case policies appropriately may be subject to Positive Corrective Action (III-3).
Policy Administration: Vice President for Human Resources, Supervisory Personnel, and Employee Relations
References: Positive Corrective Action (III-3)