Winter 2021 Adjunct Faculty LDSH 230-01
Winter 2021 Adjunct Faculty LDSH 230-01
Location: Moraga, CA
Open Date: Nov 5, 2020
Deadline: Dec 3, 2020 at 11:59 PM Eastern Time
Description: Per course adjunct for the Master of Arts in Leadership program's course, LDSH 230-01.
Founded in 1863, Saint Mary's is a residential campus nestled 20 miles east of San Francisco in the picturesque Moraga Valley. Based in the Catholic, Lasallian and Liberal Arts traditions, Saint Mary's currently enrolls more than 4,000 students from diverse backgrounds in undergraduate and graduate programs. The De La Salle Christian Brothers, the largest teaching order of the Roman Catholic Church, guide the spiritual and academic character of the College.
As a comprehensive and independent institution, Saint Mary's offers undergraduate and graduate programs integrating liberal and professional education. Saint Mary's reputation for excellence, innovation, and responsiveness in education stems from its vibrant heritage as a Catholic, Lasallian and Liberal Arts institution. An outstanding, committed faculty and staff that value shared inquiry, integrative learning, and student interaction bring these traditions to life in the 21st century. The College is committed to the educational benefits of diversity.
LDSH 230-01 - Leadership, Systems and Interdependence
In person: January 9 & 10, 2021; 9 am to 5 pm (currently remote synchronous)
Online: January 11 to February 26, 2021 (asynchronous)
In person: February 27, 2021 9 am to 3 pm (currently remote synchronous)
1 unit - this course will be co-taught
As an integrative course near the end of the MA in Leadership program, Leadership, Systems and Interdependence draws upon elements from many of the courses that precede it, including: Leadership and Systems Change, Building Cross-Cultural Capacity, Sustainable Organizational Change, The Art and Science of Coaching and Team Coaching and Group Facilitation.
As Hall (2006) explained, fluency with systems requires “a peculiar blend of imagination, sensitivity, and competence that gives rise to the capacity to see all parts of a system as they are related to the whole…. System skills require the integration of all the other skills” (p. 110). As the penultimate course in the program, systems will be explored as interconnected fractals, ranging from the individual, to teams and organizations, and to communities, cultures and society. Looking across those fractals, complexity, emergence, points of inflection, and self-organizing aspects will be applied. Analysis of leadership practices that enable and limit systems is conceived as ends of a spectrum, rather than as positives and negatives, all of which can be useful in the appropriate contexts. The intention is to create wise systems and structures that liberate flow within and among each fractal. To aim for a default of liberating practices, a practice that integrates personal practices, facilitation, coaching and collaboration, and adds an emphasis on relational leadership, groups, teams and networks as “agents” of systems change, provides a pathway to create conditions for leadership to emerge and flourish throughout the system.
The Leadership and Systems Change course emphasizes leadership and how it informs systems change; this course integrates and informs how systems change work informs personal and collective leadership practice. Topics include Systemic Action Research, Social Innovation, Collective Impact, Social Movements for transforming organizations and society at the edge of their readiness. Learners continue working on their Leadership Development Plans, with emphasis on their design for systems leadership practice, and ongoing learning and development (more Action Research). In this course we emphasize cases of social justice movements, social innovation and ways to create transformative change in any and all institutions.
Course Learning Outcomes:
Identify the key ingredients of systemic change and how leadership interfaces at each level;
Describe the interdependent relationship the individual, small group, and organization/community and how this relationship contributes to systemic change efforts;
Recognize the role of the “self as system” and how self shapes and is shaped by larger systems (e.g., the organization in which learners work).
Articulate distinctions and links between leadership, facilitation and systems change.
Design systems that promote an inclusive organization which attends to systemic marginality
Describe the interdependent relationships among individuals, small groups, and organizations/communities and how this interdependence influences systemic change efforts;
Identify various approaches - methods, processes, and skills - to effective facilitation in whole person and small group learning.
Experience teaching online/hybrid courses
Experience working with learning communities
Understanding of leadership coaching theory, teaching and practice
Applied knowledge of organization and large systems change
Experience with deep equity, inclusion and belonging work
Practical experience fostering transformation in individuals, teams, organizations and society
To apply, visit https://apply.interfolio.com/80756