In the realities of higher ed, accountability isn’t punishment—it’s clarity, trust, and integrity in action. This course helps supervisors to model personal accountability, communicate expectations that stick, and create psychologically safe teams where people will be able to notice, own, and fix issues quickly. It also covers generational differences in accountability.
Supervisors play a key role in helping their teams to live out the institution’s values through action. This course explores how to clarify expectations, align goals with purpose, and provide meaningful support through coaching, feedback, and performance management. Participants will leave with strategies to strengthen accountability, foster growth, and sustain motivation in challenging times.
This course helps higher ed supervisors to strengthen their leadership by practicing mindful self-care and boundary setting. Through guided reflection, participants will uncover what gets in their way, build supportive networks, and learn to lead with balance and intention. The course connects personal well-being to professional effectiveness—highlighting why self-care is essential to leading others well.
Before you can effectively lead others, you must first understand yourself. In this course, you’ll explore your personal leadership philosophy and how it connects to your supervisory approach, using Academic Impressions’ leadership framework as a guide. You’ll leave with a clear sense of your guiding principles and how to translate them into action with your team.
As a Department Chair, you play a pivotal role in shaping a culture of growth, accountability, and trust within your units—but delivering meaningful feedback can be challenging, especially when navigating complex peer relationships and institutional expectations. This course equips you with practical strategies to give and receive feedback confidently and effectively, moving beyond traditional annual evaluations to create ongoing, development-focused conversations. You’ll learn how to approach feedback with clarity, empathy, and professionalism, ensuring that it strengthens relationships rather than creating tension. You’ll leave with actionable techniques for providing constructive, timely feedback in one-on-one discussions, written evaluations, or informal exchanges—and for responding to feedback with humility and insight. By grounding these skills in the realities of higher education leadership, you’ll be ready to create a culture where learning, growth, and teamwork thrive—even amidst institutional pressures.
This exam is meant to accompany a Customer Service certification workshop. Once you have completed the workshop, please take the exam to earn your digital badge and certification. You need an 80% or 16 questions correct to earn your certification, and you are welcome to take the exam as many times as you need to pass.
Higher education needs leaders who are versatile and self-aware. The Five Paths to Leadership® Self-Assessment provides a way for leaders to dive deep into their leadership strengths and areas for improvement, understand their teams’ needs and motivations, and communicate more effectively across the board. This self-paced course is designed to provide just-in-time support and practical tools to help you apply the Five Paths to different aspects of your leadership. We’ll cover topics ranging from leading yourself, to leading others and your team, to leading systems. Whether you’re focused on improving your own leadership in an individual or one-on-one setting or leading a large team or division, this course will help you lead more effectively and confidently in specific situations.
Many mid-career faculty recognize the value of having a career plan but often struggle to make one—or to follow through. Without an intentional plan, faculty may find themselves expending energy on activities that don’t advance their careers, feeling stalled after tenure, or even questioning their career path. This course is designed to guide participants through reflection, visioning, and actionable planning to take control of their professional trajectory. By the end, participants will have crafted a vision statement, drafted a 5-year plan, identified short- and long-term goals, and assessed their strengths and growth areas. They will also leave with a clear roadmap and accountability strategies to keep them on track.
Chairs Leadership Program – 2025-26’ September 19, 2025 | The Five Paths to Leadership® As a department chair, you play a pivotal role in advancing your department’s goals in partnership with your faculty, staff, and academic leadership. To lead effectively in this role, you need a clear understanding of yourself and how you show up as a leader. In this session, you’ll use the Academic Impressions Five Paths to Leadership℠ Self-Assessment to explore your leadership strengths and gaps. You’ll gain insight into how your natural leadership style surfaces in both everyday and high-stress situations, and learn strategies for adapting your approach to meet the needs of different individuals and contexts. By increasing your self-awareness and leadership agility, you’ll be better equipped to foster engagement, build alignment, and lead your department with confidence. October 17, 2025 | Embrace Your Leadership: The Balancing Acts of Academic Leadership Leadership requires the constant evaluation of a series of trade-offs. For instance, you may ask yourself questions like, “Do I lead as a faculty member or as a department head?” “Do I focus on the immediate or the long-term?” “Am I a colleague or a supervisor?” This session introduces the “balancing act” or “seesaw” as […]
