Cultivating Leaders from Within: Transforming Workers into Leaders

Cultivating Leaders from Within: Transforming Workers into Leaders

Carlise Womack Wynne (University of North Georgia, USA)
DOI: 10.4018/978-1-4666-8632-8.ch091


This chapter examines the practice of internal recruitment and internal advancement of administrative personnel within higher education. The purpose of this chapter is to determine the perceived success of one campus's approach to internal promotion from the view of the promoted. Additionally, the chapter discusses the rationales for promotees' views in relation to current literature and provides a contextual analysis of best practices related to internal promotion within higher education forums. The data analysis indicates that even within a single campus, practices vary widely, with little consistency or predictability. There is a correlation between the perceptions of job efficacy to support and access to mentoring from higher-level administration.
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A guiding premise behind the creation and utilization of advancement pools lies in the fact that most organizations have complex management structures (Twombly, 1990). Staff members who demonstrate excellent potential for leadership are sometimes looked over in favor of an outsider with more experience. These up-and-comers within the organization, if given appropriate training and opportunity, could easily become managers of specific areas, transforming them into loyal leaders who experience high levels of job satisfaction. Advancement pools are also generally accessible to the entire body of the organization that allows staffers who are “late bloomers” to experience the same potential for advancement that new hires enjoy. This also provides a perfect resource from which the administration can draw members for assignments to special task forces or perhaps delegate increased levels of administrative responsibility as discussed in van Ameijde’s (2009) discourse on distributed perspectives. In this situation, the leadership team will understand individual contributions to the organization, while providing a clear picture of an individual’s ability to balance his or her own desires for advancement with the needs of the organization (USA Today, 2001).

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