Lisa G. Blazer, PhD
University of Texas San Antonio
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Changes
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Financial pressures
Growth in technology
Changing faculty roles
Public scrutiny
Changing demographics of employees and students
Competing values across campus
Rapid change
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New goals and fluctuating needs and purpose
◦ Increased emphasis on service and meeting needs
of students
◦ Developing the whole student
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Counseling
Technology
Health
Entertainment
Career Development
Accountability – 4 year graduation rates
impacting federal and/or state funding levels
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Holistic Development of the student
1st Year Experience
Service learning
Multiculturalism and diversity
Students needs are changing
Student Affairs staff diversity
Access and Opportunity
Retention and Graduation
Learning outcomes in and out of the classroom
Partnerships with Academic Affairs
Find Revenue Sources – fees for buildings, campus
rec, health services, athletics
Assessment, assessment, assessment
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“The first and most important choice a leader
makes is the choice to serve, without which
one’s capacity to lead is severely limited.”
◦ Robert K. Greenleaf, 1977
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It’s not about power, it’s about authority
Leadership is about contributing to hearts,
minds, and spirits
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Taught music theory
Taught how to play an instrument
Takes skill to get a variety of different people,
playing different instruments to play in
harmony
That’s the job of a leader – working towards a
common goal – influencing people to work in
harmony
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Seven Pillars of Servant Leadership (Sipes, &
Frick, 2009)
◦ Person of Character
◦ Puts People First
◦ Skilled Communicator
◦ Compassionate Collaborator
◦ Foresight
◦ Systems Thinker
◦ Leads with Moral Authority
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Makes insightful, ethical and principle-centered
decisions, Maintains integrity, Demonstrates
humility, Serves a higher purpose
Leading in Higher Education – you are serving
students first so humility is key to being an
effective leader in higher education, we are
called to what we do in higher education
Leading Financial Decisions – integrity and ethical
practices should be at the core of every decision
you make because you are a steward of resources
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Helps others meet their highest priority and
development needs, Displays a servant’s heart,
Mentor minded, Shows care & concern
Leading in Higher Education – Build relationships
first, people need to see that you care so they
will trust you across the whole campus
Leading Financial Decisions – You have to take
care of the people who work for you and with
you. Regulations, rules and priorities will shift so
training and development are key to successfully
managing large sums of money and large
numbers of students
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Listens earnestly and speaks effectively,
Demonstrates empathy, Invites feedback,
Communicates persuasively
Leading in Higher Education – Listening to the
needs of those around you and to administrators
will serve you well in higher education, don’t be
afraid to hear critique, take it, learn from it and
move forward, don’t be afraid to give critique
when needed
Leading Financial Decisions – While we operate
with regulations in most financial decisions, we
need to listen to those around us and then
communicate what needs to happen based on
feedback and concerns expressed
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Strengthens relationships, Supports diversity,
Creates a sense of belonging, Expresses
appreciation, Builds teams, Negotiates conflict
Leading in Higher Education – diversity of
thought is there, you have to embrace it or you
won’t survive as a leader in higher education,
conflict is inevitable – it’s how you respond that
is important
Leading Financial Decisions – Financial decisions
are not made in a vacuum, there’s too much at
stake, listen to those around you and don’t be
afraid to work through conflict, especially if you
are the one responsible for money to students
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Imagines possibilities, anticipates the future,
proceeds with clarity of purpose, Visionary,
Displays creativity, Exercises sound judgment
Leading in Higher Education – We are moving a
the speed of light so you have to think ahead and
be creative with the resources you have, making
solid decisions about your operations or the
impact it will have on the university’s future is
necessary
Leading Financial Decisions – there’s much at
stake for students and the university, so you
need to know what’s coming around the bend
and think about new ways of projecting revenue
and expenditures
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Thinks and acts strategically, Leads change
effectively, Balances the whole with the sum of its
parts, Comfortable with complexity,
Demonstrates adaptability, Considers the Greater
good
Leading in Higher Education – change is
inevitable so learn how to lead it. Higher
education is complex and it’s important to not
operate in your own silo
Leading Financial Decisions – funding sources
will change through enrollment, institutional or
state funding cuts, it’s a balancing act
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Worthy of respect, Inspires trust and confidence,
Establishes quality standards for performance, Accepts
and delegates responsibility, Shares power and control,
Creates a culture of accountability
Leading in Higher Education – if you build relationships
and make quality decisions, you will gain respect and trust
from those around you. Assess what you are doing and
base your decisions on data you collect, it’s not about you
so don’t try to control everything, staff need to be
knowledgeable so train them and then set specific
expectations
Leading Financial Decisions – tax payers are the recipients
so there has to be accountability for spending, that
includes dollars given to students, salaries paid to staff for
the work they do and any other expense associated with
serving students
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Leadership involves influencing people to
contribute their hearts, minds, spirits,
creativity and excellence and give their all
“Leadership…is a serious meddling in the
lives of others.” Max Dupree
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Greenleaf, R. (1977, 2002, 2007). Servant
leadership: a journey into the nature of
legitimate power and greatness. New
York/Mahwah, NJ: Paulist Press
Sipes, J. & Grick, D. (2009). Seven pillars of
servant leadership: practicing the wisdom of
leading by serving. New York/Mahwah, NJ:
Paulist Press
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Clifton, D. & Nelson, P. Soar with your strengths.
(1992). New York: Dell Publishing
Keeling, P., Wall, A., Underhile, R, Dungy, G.
(2008) Assessment Reconsidered: Institutional
effectiveness for student success. NASPAStudent Affairs Administrators in Higher
Education and Keeling & Associates, LLC
McClellan, G. & Stringer, J. (2009) The handbook
of student affairs administration. San Francisco:
John Wiley & Sons, Inc.
NASFAA Authors (2012). You’re the Director: A
guide to leadership in student financial aid.
Washington, DC: NASFAA