My experience as a chairperson shaped my academic leadership style🎓. In April 2014, I accepted an assignment to serve as the Iraqi department chairperson at the Defense Language Institute💼.
At the time, the Iraqi department was in turmoil; the success rate was low, teachers complained about one another or against the management. The department needed a leader, not a manager. I started by applying the open-door policy. When teachers did not come, 👨🏫I went to them👩🏫. Slowly but surely, they opened up to me, sharing their concerns about daily classroom issues.
Through effective listening👂, I built a connection, and through diligence, I established trust. So teachers began consulting me to find solutions. I provided them with options rather than rules. I empowered them to choose, and I was there to help should anything arise. In a way, I was a coach who saw potential and nurtured it.
Then, teachers began to encourage students to seek my help👩🎓. When students shared their take on the program, they allowed me the opportunity to help them by bridging the ever-present communication gap between teacher and students👨🎓. And so, the team began to collaborate to achieve the same goal: “to complete this course successfully.” The department flourished academically and professionally. For this effort, I was awarded the Coin of Excellence for “reviving the Iraqi department.”