in the Jesuit Tradition - Rockhurst University

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Photo courtesyof James Biever.representing the group, renewing and — even attimes — managing. Management and leadershipshould not be confused with each other. Theyare different activities, but they overlap attimes. Management generally is defined as theplanning, organizing, staffing, directing andcontrolling of an organization or activity.When Gardner includes management as atask of leadership, he focuses on those aspects ofleadership that describe higher-level managingwith which leaders sometimes need to be involved.They include planning and priority setting, keepingthe system functioning, organization and institutionbuilding, agenda setting and decision making,and exercising politicaljudgment. Leadership isconcerned with visionand motivation, whilemanagement is concernedwith organizing andimplementing. Bothactivities are important,and successful leaders attract good managersand implementers through development of ashared vision.In the Helzberg School of Management, wedefer argument about the “right” definition anduse the following as a general guide to ouractions: Leadership is the ability of an individualor team to knowledgeably envision an appropriategoal and influence others to achieve it in aresponsible manner. We also use processes andactivities that aid in development of leadershipcapacity in our students. A few of the most notedare action learning, mentoring and coaching,feedback and self-awareness, and exposure tosenior leaders and strategic discussion.The Helzberg School of Management isproud to be part of Rockhurst University andthe Jesuit leadership heritage and culture. TheJesuit leadership-development process has adistinguished history of developing leaders ofcompetence and conscience. Peter Drucker, anoted author on leadership and management,listed the foundingof the Jesuit orderas one of thetop 100 eventsshaping modernorganizations andsociety. Druckersays the Jesuitphilosophy ofaction andreflection and theresulting focus onperformance andresults that thisproduced explainswhy the Jesuitorder dominatedEurope within 30 years of itsfounding.(Clockwise, from top left) Legendary Green Bay Packers coach VinceLombardi, a 1937 graduate of Fordham University, said leaders are made,not born. Jesuit leaders at Rockhurst have included past presidents theRev. Maurice Van Ackeren, S.J., and the Rev. Thomas Savage, S.J.The tradition continues with President the Rev. Edward Kinerk, S.J., shownwith Nigel Encalada, ’01.Set in StoneThe importance of the RockhurstUniversity motto is underlined by itsinscription on the new campus belltower, erected in 2000. The mottoreads: Learning, Leadership andService in the Jesuit Tradition.Rockhurst University Presidentthe Rev. Edward Kinerk, S.J.,employs the four steps of Ignatius’Spiritual Exercises to explain whydeveloping “leaders for others”is a hallmark of Jesuit education.ROCKHURST 14
BECOMING A LEADERIf you’re interested in honing your leadership skills, Rockhurst has a number of resourcesto get you started. Here are a few:• Center for Leadership. Established last year as part of the School of Management,the center offers as its core program a seminar titled “Leadership Values and Creating aPositive Culture.” Call (816) 501-3546, or visit www.rockhurst.edu and click intoCenters/Special Programs.• National Seminars Group. This wholly owned subsidiary of Rockhurst providesa variety of seminars throughout the country on leadership-related topics. In addition, theRockhurst Leadership Forum section of the NSG Web site posts helpful articles for managers.Visit www.nsg.com.• Information Technology Leadership Program. This not-for-credit program seeksto improve managerial leadership of technology. Executives and managers learn how toleverage technology for growth. Call (816) 501-3546 or visit www.rockhurst.edu and clickinto Centers/Special Programs.• Information Systems and Knowledge Management. This new academic programis offered as a track within the MBA program, or a concentration within the undergraduatebusiness administration program. It seeks to prepare leaders for the complexities of applyinginformation systems and knowledge management to more fundamental managerial strategies.For more information, call (816) 501-4084.To paraphrase the four steps:1) We all have gifts and talents. We firstcome to recognize that we have them and thatthey are gifts. We did not earn them.2) We must take responsibility for our giftsand talents. We must recognize, too, that wehave a responsibility to develop them.3) We must recognize that these talents andgifts are not just for us. We have an obligationto share our gifts and talents, as in service toothers.4) The sharing of our talents is itself a gift.Using our gifts and talents for others becomesnot only an act of generosity but a furtherbenefit to ourselves.Making a LeaderVince Lombardi, noted Green Bay Packerscoach, said that leaders are not born, theyare made. And they are made through hardwork. In this regard, Fr. Kinerk points to hisexperience as provincial for the Jesuit order inSt. Louis. As provincial, he had the responsibilityof helping each priest, on a one-to-one basis,develop his full potential. This one-on-onementoring is a hallmark of Jesuit education,and is practiced at Rockhurst University. Facultyand staff are expected to address each student asa unique individual with special gifts, to helpeach student develop his or her full potential,and to recognize the responsibility to be aleader for others.There are many other important aspectsto developing leaders. When the Center forLeadership in the School of Management wasformally introduced Sept. 29, 2000, theprogram included a presentation from Col.Scott Snook of West Point. Snook talked aboutthe leadership-development process at hisinstitution, where it is separated into three parts:knowledge (know), skill development (do) andleadership development (be). Snook said WestPoint believes it does a very good job withknowledge and skill, but the real challenge is thetransformation to leadership (be). For this, theycreate many experiences, including feedbackand one-on-one mentoring, and they includereflective time for the students.Rockhurst recognizes that knowledge isimportant, but so is reflective action. We engageour students in activities throughout their timewith us, and we ask them to reflect on theseactions. Service projects, sports, art, theater,team-based learning, honors society activities,case studies, visits to the community, feedback andassessment are just a small part of the reflectiveaction learning in which we engage our students.Contrary to Vince Lombardi’s philosophy,not even hard work will make everyone a leader.But situations, values and atmospheres createan environment where individuals have theopportunity to reach their fullleadership potential. Creationof this environment is a hallmarkof Jesuit education. Weencourage our students tobecome leaders — not only toenrich their own lives, but alsoto inspire others. Thomas Lyon, Ph.D.15 FALL 2001
Page 1 and 2: in the Jesuit Tradition
Page 3 and 4: Contents…ROCKHURSTT HE M AGAZINE
Page 5: School of Management Renamed in Hon
Page 8 and 9: RockhurstreportRecovery Is Campuswi
Page 10 and 11: RockhurstreportFaculty, Staff Witne
Page 12 and 13: HawktalkFreshmen Add Depth to Hawks
Page 14 and 15: LEADERSHIPINTHEIgnatius of Loyola,
Page 18 and 19: By Peter Bicak, Ph.D.Assistant Prof
Page 20 and 21: Photo courtesy of Harry S. Truman L
Page 22 and 23: Photo courtesy of Smith-Lamar & Ass
Page 24 and 25: same way over the millennia, they w
Page 26 and 27: ForalumniYear as Volunteer Brings M
Page 28 and 29: Advancementdigest$50 Million Campai
Page 30 and 31: AdvancementdigestEndowed Chair Prom
Page 32 and 33: ClassnotesAlumni Notes’58Frank Ja
Page 34 and 35: ClassnotesBirths’92’93’94’9
Page 36: December115Ceremony ofLessons & Car

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