In My Life: An Observation In My Life: An Observation on Leadership Styleson Leadership Styles
Norma Brenner HollandNorma Brenner HollandAssociate Vice President, Associate Vice President,
University Information SystemsUniversity Information SystemsIndiana UniversityIndiana University
Leadership:Leadership:
Action and AdvocacyAction and Advocacy
Reflection on Leaders and Reflection on Leaders and Leadership StylesLeadership Styles
I have known throughout my careerI have known throughout my career
World-known leadersWorld-known leaders
Tomorrow’s leadersTomorrow’s leaders
Leadership Takes Various Leadership Takes Various FormsForms
Authoritarian –Task-Oriented
De
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-R
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ip-O
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High
High
Low
behaviors
Leadership Styles
There are Places I There are Places I Remember…Remember…
School Years MentorsSchool Years Mentors
One conversation can be meaningfulOne conversation can be meaningful
Dedicated professors Dedicated professors
Not a traditional career path Not a traditional career path
DeterminationDetermination
Marie Curie 1867 - 1934
Early CareerEarly Career
US Navy US Navy
Research ChemistsResearch Chemists
ProfessorsProfessors
Campus administratorsCampus administrators
Different Leadership StylesDifferent Leadership Styles
in well known leadersin well known leaders
Aggressive, Intimidating Aggressive, Intimidating StyleStyle
General George S. Patton, Jr. 3rd Army General George S. Patton, Jr. 3rd Army speech speech
England, 31 May 1944 England, 31 May 1944
6th Armored Division6th Armored Division
The business of war The business of war
Did this style get results?Did this style get results?
Yes, in the context and time of warYes, in the context and time of war
The men roared approval and cheered The men roared approval and cheered delightedly.delightedly.
They understood that deep sincerity They understood that deep sincerity and seriousness lay behind the and seriousness lay behind the General's colorful words. General's colorful words.
Traditional StyleTraditional Style
Data processing environment Data processing environment
Things moved very slowly Things moved very slowly
Focused on the customer needs first, Focused on the customer needs first, then on the technologythen on the technology
Directive StyleDirective Style
Controlling / Dictatorial Controlling / Dictatorial
Focused on detailsFocused on details
Single minded in his visionSingle minded in his vision
Order out of chaosOrder out of chaos
Standards - methodologyStandards - methodology
Very socialVery social
Computer Czar – glass house of the 80’sComputer Czar – glass house of the 80’s
Corporate StyleCorporate Style
Risk takerRisk taker
Change agentChange agent
Professional DevelopmentProfessional Development
Customer Oriented StyleCustomer Oriented Style
Activity Based CostingActivity Based Costing
Balanced ScorecardBalanced Scorecard
Organized responses to user surveysOrganized responses to user surveys
Service orientedService oriented
http://www.indiana.edu/~uits/business/report_on_cost_and_quality_of_services.htmlhttp://www.indiana.edu/~uits/business/report_on_cost_and_quality_of_services.html
Annual Cost Annual Cost Measurement Measurement Activity Activity Unit Cost Unit Cost User SatisfactionUser Satisfaction
Account AdministrationAccount Administration $ 247,053 $ 247,053 85,750 85,750 Actions Actions $ 2.88 $ 2.88 96.7%96.7%
$ 247,053 $ 247,053 494,045 494,045 Accounts Accounts $ 0.50 $ 0.50
Authentication ServicesAuthentication Services $ 186,082 $ 186,082 438,289 438,289 Kerberos PrinciplesKerberos Principles $ 0.42 $ 0.42 84.2%84.2%
$ 186,082 $ 186,082 376,452,592 376,452,592 Kerberos TransactionsKerberos Transactions $ 0.000 $ 0.000
$ 186,082 $ 186,082 12,300 12,300 Safeword CardsSafeword Cards $ 15.13 $ 15.13
$ 186,082 $ 186,082 914,956 914,956 Safeword Card TransactionsSafeword Card Transactions $ 0.20 $ 0.20
Classroom Technology (Fixed) Classroom Technology (Fixed) $ 1,007,931 $ 1,007,931 3,141 3,141 Class SectionsClass Sections $ 320.89 $ 320.89 93.0%93.0%
$ 1,007,931 $ 1,007,931 180,754 180,754 Students EnrolledStudents Enrolled $ 5.58 $ 5.58
Classroom Technology (Mobile Classroom Technology (Mobile))
$ 83,640 $ 83,640 486 486 Class SectionsClass Sections $ 172.10 $ 172.10 93.0%93.0%
Classroom Technology (Mobile)Classroom Technology (Mobile) $ 83,640 $ 83,640 6,235 6,235 Equipment RequestsEquipment Requests $ 13.41 $ 13.41
$ 83,640 $ 83,640 12,031 12,031 Students EnrolledStudents Enrolled $ 6.95 $ 6.95
E-Business E-Business $ 251,032 $ 251,032 3,603 3,603 Development HoursDevelopment Hours $ 69.67 $ 69.67 89.1%89.1%
Financial & Procurement Financial & Procurement Systems-Systems- $ 543,773 $ 543,773 3,602 3,602 Development HoursDevelopment Hours $ 150.96 $ 150.96 50.7%50.7%
You Don’t Need to be the Boss You Don’t Need to be the Boss to be a Leaderto be a Leader
A vision from a staff memberA vision from a staff memberNo direct reports ; no authorityNo direct reports ; no authority
Collaborated with other decision makersCollaborated with other decision makers
Communicated and sold his ideasCommunicated and sold his ideas
Now used as a standard technology that has Now used as a standard technology that has resulted in cost savings and better serviceresulted in cost savings and better service
Embraced as one of the most significant Embraced as one of the most significant achievements in this areaachievements in this area
Collaborative StyleCollaborative StyleGreat role modelGreat role model
Trust and RelationshipTrust and Relationship
Caring and sensitive, but assertive and Caring and sensitive, but assertive and strongstrong
Strategic ThinkerStrategic Thinker
Pioneer in ubiquitous networking on campusPioneer in ubiquitous networking on campus
E-learning advocateE-learning advocate
Among the very bestAmong the very best
“…“…human leadership is as much about human leadership is as much about relationshipsrelationships
as it is about ideas. Of course you have to as it is about ideas. Of course you have to havehave
good ideas and understand the world you’re good ideas and understand the world you’re workingworking
with, but in the end, the investments you with, but in the end, the investments you make inmake in
establishing trust and commitment to establishing trust and commitment to common goalscommon goals
with other people are what enables you to with other people are what enables you to effectivelyeffectively
negotiate the choppy waters together.”negotiate the choppy waters together.”
Strategic VisionaryStrategic VisionaryInstitutional perspectiveInstitutional perspective
Productive – major accomplishments in all IT areasProductive – major accomplishments in all IT areas
Strategic thinker and planner – recognizes opportunitiesStrategic thinker and planner – recognizes opportunities
Fund raiserFund raiser
Solid IT GovernanceSolid IT Governance
Establishes relationships, partnershipsEstablishes relationships, partnershipsIncluding national and international alliancesIncluding national and international alliances
Reports to the president as VP for IT and CIO as well as VP for Reports to the president as VP for IT and CIO as well as VP for ResearchResearch
Churchill as a role modelChurchill as a role model
Among the very bestAmong the very best
IU ITSP - Teaching and LearningIU ITSP - Teaching and Learning
Robust Classroom TechnologyRobust Classroom Technology
>130 Student Technology Centers >130 Student Technology Centers
SAKAI SAKAI Open source software for higher educationOpen source software for higher educationCollaboration among IU, the University of Michigan, Collaboration among IU, the University of Michigan, MIT, and Stanford for CMS, ePortfolio, uPortalMIT, and Stanford for CMS, ePortfolio, uPortalLaunched with $2.4M Andrew W. Mellon Launched with $2.4M Andrew W. Mellon Foundation grantFoundation grantWill replace Oncourse, IU’s homegrown course Will replace Oncourse, IU’s homegrown course management system supporting 82,000 users management system supporting 82,000 users across IU's eight campuses. across IU's eight campuses. Integrated digital library resourcesIntegrated digital library resources
• Information CommonsInformation Commons
Information Commons (IC)Information Commons (IC)
Opened September 2003Opened September 2003
Joint effort between the Libraries and Joint effort between the Libraries and UITSUITS
Provides valuable space for Provides valuable space for collaborative learningcollaborative learning
Centrally located place for Centrally located place for faculty/student interaction, faculty/student interaction, technology training classes, and technology training classes, and access to full-service technology and access to full-service technology and expert help/adaptive technologyexpert help/adaptive technology
IU ITSP - NetworkingIU ITSP - Networking
Campus NetworkCampus NetworkMost-wired status for IUMost-wired status for IUWireless – Most ‘un’wired status for IUWireless – Most ‘un’wired status for IUMeeting internet bandwidth demand for campus and residence hallsMeeting internet bandwidth demand for campus and residence hallsLife-cycle replacement of all campus network componentsLife-cycle replacement of all campus network components
Regional Optical Networking and Network Infrastructure BuildingRegional Optical Networking and Network Infrastructure BuildingI-Light – linking IUB, IUPUI, and PurdueI-Light – linking IUB, IUPUI, and PurdueI-Light2 – expanding I-Light more broadly within IndianaI-Light2 – expanding I-Light more broadly within IndianaIndiana GigaPoP – national cyber infrastructureIndiana GigaPoP – national cyber infrastructureTeraGrid – building infrastructure for researchTeraGrid – building infrastructure for research
Establishing IU as a Leader in Advanced NetworkingEstablishing IU as a Leader in Advanced NetworkingInternet2’s Abilene NetworkInternet2’s Abilene NetworkTransPAC – US and Asia-Pacific community high performance TransPAC – US and Asia-Pacific community high performance networknetworkFounded Global Research Network Operations CenterFounded Global Research Network Operations CenterNOC services for Abilene, National LambdaRail, TransPAC, AMPATH, NOC services for Abilene, National LambdaRail, TransPAC, AMPATH, EuroLink, MIRnet, StarTAP/StarLIGHTEuroLink, MIRnet, StarTAP/StarLIGHTi-GOC - International Grid Operations Center i-GOC - International Grid Operations Center
IU ITSP - University Information IU ITSP - University Information SystemsSystems
Reengineering all enterprise-wide information systemsReengineering all enterprise-wide information systems
Consolidated development resourcesConsolidated development resources
Consolidated development/operation of traditional Consolidated development/operation of traditional administrative and academic information systemsadministrative and academic information systems
Enabled new business processes and org structuresEnabled new business processes and org structuresPeopleSoft HRMS and StudentPeopleSoft HRMS and StudentIn house Financial Information SystemIn house Financial Information SystemIn house Course Management System transitioning to open In house Course Management System transitioning to open source SAKAI systemsource SAKAI systemSirsi Library Information SystemSirsi Library Information SystemIn house data warehouseIn house data warehouseIn house portal transitioning to uPortalIn house portal transitioning to uPortalIn house electronic research administrationIn house electronic research administration
ITSP -ITSP - Research ComputingResearch Computing
Pervasive Technology LaboratoriesPervasive Technology LaboratoriesInvestigates aspects of IT driving 21st-century economyInvestigates aspects of IT driving 21st-century economyFosters growth of IT in Indiana Fosters growth of IT in Indiana
Indiana Genomics Initiative Indiana Genomics Initiative Life sciences initiativeLife sciences initiativeIU School of Medicine, chemistry, biology, life sciencesIU School of Medicine, chemistry, biology, life sciences
Massive data storageMassive data storage
IBM RS/6000 SP supercomputerIBM RS/6000 SP supercomputer
Centralized Life Sciences Data (CLSD) system Centralized Life Sciences Data (CLSD) system Research - genes and proteins related to disease Research - genes and proteins related to disease
Advanced Visualization LabAdvanced Visualization Lab
Research Commons in PlanningResearch Commons in Planning
Research Commons (RC):Research Commons (RC):A Work in ProgressA Work in Progress
The Research Commons will become a one-stop The Research Commons will become a one-stop destination for research support—encompassing destination for research support—encompassing services from the Libraries, Office of the Vice services from the Libraries, Office of the Vice President for Information Technology, Advanced President for Information Technology, Advanced Research and Technology Institute, Office of the Research and Technology Institute, Office of the Vice President for Research, statistical consulting, Vice President for Research, statistical consulting, and research services offered by other interested and research services offered by other interested unitsunits
IU ITSP -IU ITSP - Digital Library Digital Library ProgramProgram
IU Libraries, OVPIT, School of Library and Information IU Libraries, OVPIT, School of Library and Information Science Science
Libraries of text, images, sound; in literature, the artsLibraries of text, images, sound; in literature, the arts
A digital music library containing music in a variety of A digital music library containing music in a variety of formats formats
Tool for learning, research, and instruction Tool for learning, research, and instruction
research in instruction, usability, human-computer interaction, research in instruction, usability, human-computer interaction, and intellectual property rights and intellectual property rights
research & development in system architecture, metadata research & development in system architecture, metadata standards, component-based application architecture, and standards, component-based application architecture, and network servicesnetwork services
IU ITSP - SecurityIU ITSP - Security
University-wide IT Policy and Security University-wide IT Policy and Security offices currently 20 staffoffices currently 20 staff
Established Research and Established Research and Educational Networking Information Educational Networking Information Sharing and Analysis Center (REN-Sharing and Analysis Center (REN-ISAC):ISAC):
Established Center for Applied Established Center for Applied Security Research (CACR): Security Research (CACR):
IU ITSP –EnterpriseIU ITSP –Enterprise
Life cycle replacement for all workstations Life cycle replacement for all workstations and serversand servers
Major software vendor agreements - Major software vendor agreements - pioneered Microsoft agreementpioneered Microsoft agreement
School of InformaticsSchool of Informatics
Online Support environment – award Online Support environment – award winning Knowledgebasewinning Knowledgebase
What I Learned What I Learned from These Leadersfrom These Leaders
Trust and relationships are keyTrust and relationships are key
Focus on the strategicFocus on the strategic
Become known as a change agentBecome known as a change agent
Maintain an institutional viewMaintain an institutional view
Communicate your successesCommunicate your successes
Dedicate think timeDedicate think time
Be brave, take risks, get things doneBe brave, take risks, get things done
Think about tomorrow’s leadersThink about tomorrow’s leaders
Different Leadership StylesDifferent Leadership Styles
in well known leadersin well known leaders
Mohandas GandhiMohandas Gandhi1869 - 18481869 - 1848
"Nonviolence is the greatest force at the "Nonviolence is the greatest force at the disposal of mankind. It is mightier than the disposal of mankind. It is mightier than the mightiest weapon of destruction devised mightiest weapon of destruction devised by the ingenuity of man." by the ingenuity of man."
Trust begets trustTrust begets trustSelf-respect and libertySelf-respect and libertyLive simplyLive simplyPassive resistance against injusticePassive resistance against injusticeCivil disobedienceCivil disobedience
Did this style get results?Did this style get results?
Yes, in the context and time of British Yes, in the context and time of British rulerule
The men whole heartedly agreed to The men whole heartedly agreed to Gandhi's strategy.Gandhi's strategy.
The Best of the Leaders The Best of the Leaders I have KnownI have Known
Thought about tomorrow’s leadersThought about tomorrow’s leaders
Looked for opportunities to make a Looked for opportunities to make a positive impact on their careers positive impact on their careers
Had a succession plan Had a succession plan
Internal Locus of ControlInternal Locus of Control
This is a unique ability—present in the This is a unique ability—present in the successful from all walks of life—to successful from all walks of life—to manage one’s career entirely by drive manage one’s career entirely by drive and ambition, rather than surrender to and ambition, rather than surrender to the winds of fate. the winds of fate.
Our future leaders can acquire this ability Our future leaders can acquire this ability and establish definitive career goals.and establish definitive career goals.
……Develop Tomorrow’s Develop Tomorrow’s LeadersLeaders
Identify the stars Identify the stars
Encourage and promote their successEncourage and promote their success
Create opportunities to learn new skills/gain new Create opportunities to learn new skills/gain new experiencesexperiences
Cross-functional projectsCross-functional projectsDifferent areas of ITDifferent areas of ITCommittees and task forcesCommittees and task forces
Give them constructive criticismGive them constructive criticism
Help build their resumesHelp build their resumes
Instill self confidenceInstill self confidence
……Promote Attendance at…Promote Attendance at…
Conferences and SeminarsConferences and SeminarsEDUCAUSEEDUCAUSEECARECARSACSACCUMRECCUMRECHEUGHEUG…………....
Frye InstituteFrye InstituteEDUCAUSE Leadership InstituteEDUCAUSE Leadership InstituteEDUCAUSE Management InstituteEDUCAUSE Management Institute
……are Mentorsare Mentors
They seek out and mentor future leaders They seek out and mentor future leaders
The recent ECAR Research Study on IT The recent ECAR Research Study on IT Leadership in Higher Education Leadership in Higher Education
mentoring does indeed make a differencementoring does indeed make a difference47% of the survey respondents in senior 47% of the survey respondents in senior Leadership roles responded that they had a Leadership roles responded that they had a mentormentora mentors presence may help younger IT a mentors presence may help younger IT professionals remain in higher educationprofessionals remain in higher educationmentoring could have a high payoff for mentoring could have a high payoff for developing future generations of leaders. developing future generations of leaders.
Leadership is ChallengingLeadership is Challenging
Had the courage to do the right thingsHad the courage to do the right things
Made a difference – added value to the Made a difference – added value to the institutioninstitution
Thought about how they want to be Thought about how they want to be rememberedremembered
In conclusion –In conclusion –
Whatever our leadership style, we canWhatever our leadership style, we can
continually enhance our leadership skills andcontinually enhance our leadership skills and
reach out to the next generation of leadersreach out to the next generation of leaders
Speaker, oh speaker. Speaker, oh speaker. You labor under a delusion. You labor under a delusion.
The words the audience longs to hear areThe words the audience longs to hear are““in conclusion.”in conclusion.”
-Ogden Nash-Ogden Nash
In My Life: An Observation on In My Life: An Observation on Leadership StylesLeadership Styles
Norma Brenner HollandNorma Brenner HollandAssociate Vice President, Associate Vice President,
University Information SystemsUniversity Information SystemsIndiana UniversityIndiana University
[email protected]@Indiana.Edu