USD Magazine, Winter 1995

natural complement to the leadership minor, Hutchinson mar– vels at how the classes in leadership have changed his life and helped him become a better leader. "Every time I walk out of class I have information that I can apply in the organizations I'm working with," Hutchison says. "Whether it's working with a committee, delegating responsi– bilities or just keeping communication between people open, we talk i lass about how to apply leadership theories and then go

St U<._iy P.trt 11<.'r.~ (cont.)

those changes was a management problem. but the other two followed what I would call the 'Rost model.'" The model to which Freiberg ascribes Rost's name takes previous studies of leadership to a new level. incorporating concepts such as self– directed teams of workers. the idea that leadership can pass from one person to another almost on a daily basis. and that leadership is increas– ingly a process of' relationships and collaboration. "Joe Rost has done some incredible things for the notion of leadership," Freiberg says. "He's taught that by focusing on leadership. we can take organiza– tions. businesses and educational institutions to new heights." The Freibergs are putting their leadership experience to work doing just that. The couple formed the San Diego Consulting Group to help organizations study where they are performing effectively and. more important. where they aren't. "We work with organizations on manage– ment development and training. but we realize that sending people back with new ideas doesn't help if the organization remains the same," Freiberg says. ''We also look at the system as a whole. find what it is that inhibits people from leading. and correct those problems." The Freibergs' company is a testi– mony to two people who are strenu– ously applying what they learned about leadership. Jackie Freiberg summarizes their experience in words that would make Joseph Rost proud: "Leadership isn't about indi– viduals," she says. "but people who work collectively."

ts at e ery level of the leadership program use the now dge they gain from the program every day. The program by its very nature requires that the ideas explored in the class– room are put to use in the world outside. "The program offers new ways to solve problems," says Tim Yonder, who graduated from the doctoral program in 1992 and works at San Diego Gas & Electric. "I can now offer a differ– ent view than, for example, the economists who work for the company." Rigney agrees, noting that, "There's a growing need for the type of education that recognizes the human element in organi– zations. We need to figure out how our society will continue to produce and maintain our standard of living, and the human element of organizations is a big part of that." Both Rigney and Yonder, who teaches at Mira Costa Community College, praise the teaching process. "The profes– sor works as part of the team, giving students the opportunity to express their own theories and opinions," Yonder says. Perhaps the most important concept students in the leader– ship studies program learn is that followers or collaborators are an essential part of the leadership dynamic. "In the next centu– ry, leadership will be defined through relationships of leaders and collaborators intending changes that reflect their mutual purposes," says Rost. "One person will not be able to effect change alone. Instead, there will be a number of people involved in any significant change process." Interestingly, Rost's ideas about the evolution of leadership are reflected in the development of USD's leadership program - starting with one man, but ending with many leaders.

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