The magazine for alumni and friends of the UB School of Management
Issue link: http://ubschoolofmanagement.uberflip.com/i/109681
���Shared leadership in teams can lead to positive outcomes such as greater collaboration, higher trust and more effective teamwork.��� Paul Tesluk Donald S. Carmichael Professor of Organizational Behavior A Bright Future for Leadership Studies at UB As researchers in the School of Management continue to study, analyze and publish significant research on the evolving nature of leadership, their findings help support the important leadership development programs at the school, such as the Executive MBA program and the recently launched LeaderCORE certification program for full-time MBA students (see sidebars). Arjang Assad, dean of the School of Management, has identified leadership as one of three key initiatives (along with entrepreneurship and health care management) for the school as the university moves forward under the auspices of the NYSUNY 2020 funding plan. ���The landmark agreement between New York State and SUNY known as NYSUNY 2020 has led to a period of sustained and intensified thinking about the future of UB,��� Assad says. ���This opportunity for significant growth and ascent has occupied much of our time and energy.��� Plans are moving forward to position the UB School of Management as a major player in the fields of leadership research and education. The foundation is set, and our faculty is ready to take up the charge. x Enhancing Leadership Skills of Professionals The School of Management���s Executive MBA (EMBA) is designed to transform executives from high-potential managers into dynamic leaders. Learning how to lead is especially important in today���s unpredictable business environment, according to Courtney Walsh, assistant dean for executive education. ���How do you prepare leaders to be successful in a disruptive business model?��� she asks. ���Our program helps them understand the big picture, become visionary and, most important, be agile in a constantly shifting world.��� At the heart of the EMBA program is a focus on emotional intelligence, which includes self-awareness, self-management, social awareness and relationship management. ���We conduct a variety of assessments with each person in the EMBA program during the first semester,��� Walsh says. ���From there, we work together to create individualized learning plans that focus on the one skill that each participant feels, if added to their skill set, would help that person go to the next level professionally.��� This type of leadership development���training future leaders to recognize their own feelings, motivate others and manage their emotions in the workplace���is vitally important because of the ���VUCA��� (volatile, uncertain, complex, ambiguous) nature of the business world. VUCA is a term first coined by the military that has worked its way into leadership development due to the rapid change, much of it technological, in the workplace. ���Lifelong learning is no longer a choice,��� Walsh says. ���It is essential for survival.��� Spring 2013 Buffalo Business 13