Friday, April 27, 2007

Kellogg Foundation Leadership for Institutional Change Initiative

Here is another leadership resource you should know about.

What is LINC?

A national leadership development dialogue established by the W.K. Kellogg Foundation among twelve state and land-grant university consortiums throughout the United States. Each of these twelve consortiums are also involved in the W.K. Kellogg Food Systems Professions Education (FSPE) Initiative.

The FSPE initiative seeks to catalyze change in state and land-grant universities throughout the United States. In order for that change to be successful, new models for leadership within land-grant universities are required. This Leadership for Institutional Change (LINC) Initiative seeks to provide guidance and support for new leadership models in higher education.

What are the goals and outcomes of LINC?

W.K. Kellogg officials when announcing this leadership initiative said they had 3 main goals to support community-connected higher education. They are:

- To enhance the capacity of the W.K. Kellogg Foundation to support systemic change

- To support the development of values-based, enabling leadership that is both a cause and a result of transformational change

- To facilitate change in higher education that better connects colleges and universities to the needs of learners and communities.

The W.K. Kellogg Foundation had four original outcomes for this Initiative, they are:

- Collective leadership models that focus on faculty and their external partners working in collaboration for the good of the institution and stakeholder groups.

- Development of a critical mass of faculty and partners with shared leadership skills built on shared visions and values.

- Catalyzing successful long-term sustainable models that are responsive to those institutional changes advocated by the resident FSPE project.

Sustainable models of leadership development that allow universities to continue to build a supply of sophisticated, well-trained leaders for the future.

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