Principled Academic Leadership Program

September 3, 2025 • 12–2 p.m. 

Learn about the unique structure of the academic environment, the role of leadership within such an environment, and introduce the concept of boundaries (between being friends and being friendly; between roles of colleague and chair, etc.). We present the Decision-Making Framework (DMF) as a tool for systematically evaluating a situation and possible outcomes. Craft an initial definition of leadership and consider why they accepted (or are considering) leadership positions.

October 1, 2025 • 12–2 p.m. 

Learn the Critical Friends Tool and practice it using a case study, applying the DMF to structure discussions. Discuss the Academic Unit Diagnostic Tool (AUDiT) and lay the groundwork for managing emotions and developing personal scripts through the “Testing Yourself” exercise that presents commonly occurring challenges to authority in academic environments.

October 29, 2025 • 12–2 p.m. 

Revisit the foundational skill of knowing yourself as an individual and as a leader and relate it to academic unit vibrancy. Learn indicators and warning signs for unit health with a focus on the unit mission. Practice creating an elevator pitch for your units, with a particular focus on what makes your department distinct from similar units at other institutions.

November 19, 2025 • 12–2 p.m. 

Consider difficult conversations, listening as a foundational skill, and personal scripts. Learn to use the concept of aligning as a way to conduct problem-solving conversations using the And Stance developed by the Harvard Project on Negotiation. Practice these skills in a series of interactive exercises and discussions.

December 10, 2025 • 12–2 p.m. 

President Emeritus Robert Easter shares his thoughts on leadership in the academic environment, gleaned across his long career in all levels of university leadership: department head, dean, provost, chancellor, and president. Consider paradigm shifts occurring in your field and strategic considerations driven by internal and external factors.

January 28, 2026 • 12–2 p.m.

Negotiation is about influence, persuasion, and dealing with conflict. Through interactive exercises and case studies, tie fundamental leadership concepts to negotiation skills and recognize and build skills for negotiations in your daily life.

February 18, 2026 • 12–2 p.m.

Consider best practices for giving and receiving feedback reviews, different kinds of feedback, and the concept of the growth versus fixed mindset. Practice crafting personal scripts for negative feedback through a case study. Using examples of scripts, start to develop your own for a range of scenarios.

March 11, 2026 • 12–2 p.m.

Revisit a video scenario from the beginning of the program and examine it with the tools practiced throughout the year. Learn about the different types of bullies, how those bullies twist the environment around them in their favor, and how to prevent them from dominating a unit. After the session, watch an alternate version of the video scenario, where the beleaguered department head employs skills practiced throughout the course in order to effectively manage the interaction.

April 1, 2026 • 12–2 p.m.

Reflect on the impact of leadership in academia and managing change to foster trust through transparent processes. We open a conversation about leadership and fostering trust to align with upper leadership through establishing relationships and shared goals. Discuss different ideas of what it means to be diverse, equitable, and inclusive and how to ensure that a group is working from a shared understanding.

April 29, 2026 • 12–2 p.m.

Work in small groups to present your approaches to a capstone case study to the entire cohort. Using skills built throughout the entire program, discuss the proposed solutions and refine strategies for addressing complex problems in the future. The program closes with key takeaways being shared by each cohort member.