Please find this post at: https://clairekampdush.com/2014/09/29/guest-post-gavazzi-1/
I was recently having coffee with my friend and colleague Dean and Professor Steve Gavazzi to discuss the National Council on Family Relation‘s Future of Family Science task force [more on that in a future post] and I mentioned my series of blog posts on self-regulated learning and graduate education. Steve asked me – did you mention leadership training? I had to admit I hadn’t. I invited to Steve to do a blog post on leadership to round out my graduate education series. Steve did so in the context of the conversations happening about the future of family science at the national level. Enjoy!!
Leadership Matters, So what’s the Matter with our Leadership Today?
Growing attention is being given to the present and future state of Family Science. Witness for instance NCFR Executive Director Diane Cushman’s most recent article in the NCFR Report Magazine. Here and elsewhere, thought is being given to the need to better understand where our academic field is, and where it is going. In her thought piece, Cushman mentioned two articles that appeared in the most recent (July 2014) issue of Family Relations. One article by Hamon and Smith dealt directly with the strengths and limitations of the discipline of family science, while a second article by Hans focused attention on some of the field’s identity issues, including what it calls itself (family science, family studies, family relations, etc.). Along with several NCFR colleagues, I was invited by Family Relations editor Ron Sabatelli to respond to these two articles. My commentary, which appeared in the same issue of the journal as the Hamon and Smith and Hans articles, invited readers to focus their concentration on a number of issues related to leadership, as I believe that there is no bigger challenge to the family science field that has to be recognized and confronted today.
Here is a portion of what I stated in my commentary:
“Leaders will either insert themselves into the process of determining our destiny as a field, or else that future will be determined for us, and invariably by people who likely do not have the same appreciation for our field’s importance. To make this happen, we must become much more intentional about the way in which we develop and support the next generation of department chairs, deans, provosts, university presidents, and heads of professional organizations who quite literally will either make or break us as a discipline.”