Relationship with the University
Just as the cabinet’s work depends on supportive relationships among it members, the role of the cabinet in providing leadership to the university also depends on similar relationships.
A major strength of the leadership style of the University of Idaho is the functional absence of a strongly hierarchical organization, and the presence of one that values inclusion while also being nimble, responsive and entrepreneurial.
There is sufficient structure for recognizing individual and organizational responsibility, authority and accountability. In addition, and not in opposition, there are multiple pathways of communication. These networks of communication are important because they invite and empower ideas and contributions from throughout the university. These networks also foster responsiveness by eliminating unnecessary barriers to information flow.
In this relatively nonhierarchical organization, the cabinet as a whole, and we as individual members of it, seeks to encourage and maintain many relationships. Some of these relationships are systematic, such as the scheduled joint meetings with other established groups and councils, while others are more opportunistic and topic-specific. The expectations for the high quality of these relationships of the cabinet within the university are the same as those for the cabinet itself.
A major strength of the leadership style of the University of Idaho is the functional absence of a strongly hierarchical organization, and the presence of one that values inclusion while also being nimble, responsive and entrepreneurial.
There is sufficient structure for recognizing individual and organizational responsibility, authority and accountability. In addition, and not in opposition, there are multiple pathways of communication. These networks of communication are important because they invite and empower ideas and contributions from throughout the university. These networks also foster responsiveness by eliminating unnecessary barriers to information flow.
In this relatively nonhierarchical organization, the cabinet as a whole, and we as individual members of it, seeks to encourage and maintain many relationships. Some of these relationships are systematic, such as the scheduled joint meetings with other established groups and councils, while others are more opportunistic and topic-specific. The expectations for the high quality of these relationships of the cabinet within the university are the same as those for the cabinet itself.