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A Faculty Development Program For Change And Growth, Daniel W. Wheeler
A Faculty Development Program For Change And Growth, Daniel W. Wheeler
Daniel W. Wheeler
"NUPROF has broken barriers to imagining and thinking about job changes, large or small, and about ways of accomplishing goals. It has sanctioned opening the doors of opportunity for change." This quote from a mid-career professor captures the essence of a program that encourages reflection, continuing growth, and possible redirection at a time many faculty are searching for ways to make changes. As you read about the design and development of a program called Nebraska University Program for Renewal of Faculty (NUPROF), recognize that this process can apply to other adult educators who confront continuing development and potential stagnation issues.
Becoming A Professional Engineering Educator: A New Role For A New Era, L. Dee Fink, Susan Ambrose, Daniel W. Wheeler
Becoming A Professional Engineering Educator: A New Role For A New Era, L. Dee Fink, Susan Ambrose, Daniel W. Wheeler
Daniel W. Wheeler
Engineering education faces significant challenges as it seeks to meet the demands on the engineering profession in the twenty-first century. Engineering faculty will need to continue to learn new approaches to teaching and learning, which in turn will require effective professional development for both new and experienced instructors alike. This article explores approaches to effective professional development and provides a conceptual framework for responding to the challenge of becoming a professional engineering educator. The "cycle of professional practice" is introduced as a prelude for identifying what individual professors and their institutions can do to generate more powerful forms of engineering …
Scale Development And Construct Clarification Of Servant Leadership, John E. Barbuto, Daniel W. Wheeler
Scale Development And Construct Clarification Of Servant Leadership, John E. Barbuto, Daniel W. Wheeler
Daniel W. Wheeler
This article presents an integrated construct of servant leadership derived from a review of the literature. Subscale items were developed to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. Results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship— with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. Strong factor structures and good performance …