Leadership Development Institute

Leadership Development Institute

Eligibility: New to Mid-Level Management Employees

Summary: The LDI is an exceptional professional development opportunity for aspirational, high achieving Rowan University employees who are seeking to enhance their leadership skill set, as well as collaborate and network with other similar minded individuals.  This transformational  program includes pre-reading assignments, a series of training classes facilitated by subject matter experts, pre and post assessments, and project work.  The program’s focus is to position future University leaders for success and  become an extraordinary career advancement and succession planning tool for Rowan University. 

Nomination Process: A member of the Management Team nominates an employee in their department or division to be in the program by completing the nomination form and submitting it to HR; a committee will select 12 to 15 of the nominees to be in the program

Time Frame: The due date for nominations is November 22, 2019.  The program will begin in January, 2020 and run through September, 2020.

Pre-Assessment: The manager will complete a Leadership Competencies Pre-assessment for their direct report prior to the completion of the LDI.  Additionally, those enrolled in the program will complete the Self Pre-Assessment.



Course Preparation

  • Pre-reading will be assigned prior to the training sessions to be completed and discussed at the beginning of the following class (built into the training programs – the readings will be related to the next scheduled respective training topic)


  • Leading with Emotional Intelligence – Director of Training & Development, Jeremy Trowsdale
  • How to Redesign Your Operation to Accelerate University Business – Part I – Senior Vice President and Chief Information Officer, Mira Lalovic-Hand
  • Elements Necessary for Success, A Business Case Study: The RISN Center – Senior Director of Administration & Operations, Louis Evangelista
  • Essential Qualities of Leadership – Part I (Principles of Leadership, Delegation, Coaching, Handling Difficult Conversations, Delivering and Receiving Feedback, and On the Job Training Techniques) – Associate Professor, Educational Services and Leadership, James Coaxum
  • Essential Qualities of Leadership – Part II (Culture of Respect, Motivation, Recognition, Engagement, Accountability, and Setting Performance Expectations) – Director of Organizational Effectiveness, Pension & Benefits, Andrew Faupel
  • How to Redesign Your Operation to Accelerate University Business – Part II – Senior Vice President and Chief Information Officer, Mira Lalovic-Hand
  • Conflict Resolution Strategies –  Rick Jonsen, Lecturer, College of Business
  • Multi-Generational Diversity in the Workforce – Associate Vice President, Human Resources, Yvette Henry
  • The Role of Strategic Planning in Change Management – Chief Human Resources Officer/Vice President, Theresa Drye

Project Work

  • Enrollees will design, plan, and complete a project for their department/division that has been approved for this program by their manager and HR.  The project should either be focused on saving money for their department/Rowan (Budget-oriented), improving student or patient experience, streamlining a process through change (Operational Efficiency; Ex. An organized tracking model for delegation tracking or Creating a Procedure Manual), or building employee engagement (Ex. A recognition program within their own department)
  • Facilitate a presentation on the project summary/plan
  • Project Consultation Meeting – April 29th
  • Project Presentations – August 5th and 13th




The Manager of the LDI graduate will complete the same assessment for the leadership competencies for their direct report about three months after the completion of the LDI.   Additionally, the LDI graduates will complete this Post-Assessment for themselves.  This will enable HR to obtain data metrics for leadership skill improvement as a direct result of the program. 

This data will also be utilized to pinpoint the areas where there was minimal improvement after the program to assess what should be changed with the program curriculum


  • Career Advancement Preparation
  • Professional Development – the skills learned in the program will help participants to grow professionally and be a stronger leader for the University
  • Collaboration/Network Growth – the graduate will learn more about other areas of the University due to the cross-section of the employees in the program; will build a network of peers to collaborate with for future initiatives
  • The University is recognizing and acknowledging strong talent