Kaitlin Mulderig—Director of Development
The Bentley School—Oakland, California
United States
Browse by Professional Interest
Leadership

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New Leadership: Meet CASE’s 9th President
CURRENTS Article Sue Cunningham will take the helm at CASE on March 9, 2015.

Odds and Ends: Investigating Inventiveness
CURRENTS Article Walter Isaacson on technology—and why smartphones won’t make us zombies

Big Marketers on Campus
CURRENTS Article A growing cadre of high-level marketing professionals is moving from the private sector to higher education. Many of these recent arrivals are assuming new cabinet-level positions, reflecting not only the growing acceptance of marketing in higher education but a rising emphasis on sophisticated market research as institutions strive to differentiate themselves in a tough environment—and at a time when the cost and the value of a college degree face unprecedented scrutiny.

Odds and Ends: Leading Lady
CURRENTS Article In this interview, Dawn Dekle, president of the American University of Iraq, Sulaimani, discusses the challenges of being the first woman to lead an Iraqi university.

Odds and Ends: At the Head of the Table
CURRENTS Article In this Q-and-A with Patty Stonesifer, the new CEO of Martha's Table in Washington, D.C., talks about how volunteerism was part of her upbringing and how she's bringing the business practices she honed at Microsoft and the Gates Foundation to fight poverty and hunger in the nation's capital.

Office Space: Steering a Multigenerational Team to Success
CURRENTS Article Leadership experts say today's workforce is more generationally diverse than ever before. Managers must balance changing workplace expectations with employees shaped by very different experiences and perspectives. This article discusses strategies for managing a multigenerational office.

Office Space: Stepping into a Leadership Role
CURRENTS Article Laurie Houck is new to her job as a vice president for development and alumni relations and reflects on what is most important in the first 100 days of a new job.

Communication Runs Through It
CURRENTS Article In this article, Tom S. Landrum, the senior vice president for external affairs at The University of Georgia, traces his career path in advancement from his first job in public relations more than 35 years ago to his appointment to the top advancement job in 2008 and discusses how his background in communications has affected his views on how development, alumni relations, and communications work together.

Managing Up
CURRENTS Article When institutional leaders lay out unrealistic fundraising expectations, it helps to educate them about the unique fundraising needs and approaches of your institution.

Odds and Ends: Breaking Through
CURRENTS Article In this interview with Vernice "FlyGirl" Armour, a veteran of the U.S. Marine Corps and the U.S. military's first black female combat pilot, she discusses her experience with creating a culture of teamwork and mutual respect, the challenges of keeping people who work for large organizations engaged, and how higher education can help veterans as well as be helped by their experience.

Tied but Not Bound
CURRENTS Article Alumni leaders who have worked for their alma mater and another institution (or two) offer insight on both experiences.

The Leadership Ladder
CURRENTS Article How will you acquire the skills necessary to be a leader in our profession or a leader on your current team? An alumni relations leader reflects on the experiences that prepared her for leadership.

Outlook: New Directions
CURRENTS Article As education and advancement leaders are exhorted to be more open, they fret about letting go of control. What leaders need to accept to succeed in today's social media landscape is that they are no longer in control (and probably never really were to the degree they thought).

Odds and Ends: Father Time
CURRENTS Article The author of The 7 Habits of Highly Effective People discusses time management, leadership, and leaving a legacy.

Office Space: A-Maze-ing Grace
CURRENTS Article Although team-building activities might not be for everyone, they can cement relationships across advancement in new ways.

Career Path: The Perfect Fit
CURRENTS Article Sometimes a person outside of the field can make the best leader. That's what happened when a marketing professional became the head of the foundation of a large community college system.

Manager's Portfolio: Making a Management Transition
CURRENTS Article Even when you have management experience, you face new staff, a new campus culture, and new challenges when you move to a different institution. This article by an advancement professional in that situation shares his plan and offers some practical tips.

Career Path: Follow and Leader
CURRENTS Article The author took a sabbatical to raise money for a project close to her heart and learned some important lessons about how to be a good manager.

Manager's Portfolio: Leading by Questioning and Listening
CURRENTS Article Strategic questions can uncover need-to-know information for team motivation and performance

Managers Portfolio: I'm All Ears
CURRENTS Article Listening leadership means to guide yourself and others to positive results by enhanced sensing, interpreting, evaluating, storing, and responding to messages. Unfortunately, great listening is a rare management skill. To build a solid foundation for listening success, advancement managers should understand that listening is a primary communication activity; it’s an innate, learned, and improvable behavior; and that responsible and active listeners are productive listeners. Further, listening leaders constantly strive to improve their skills.

Manager's Portfolio: Hat Tricks
CURRENTS Article Successful chief advancement officers must play numerous campus roles--everything from motivator and manager to pace-setter and major gifts officer. The article identifies the seven characteristics these top professionals need to manage institution CEOs, board members, staff members across campus, and the internal advancement team.

Overarching Concerns
CURRENTS Article Just as the nature of higher education is changing, so too is the campus presidency. As advancement officers increasingly work closely with campus CEOs, they should be well informed about the demands and new challenges they face.

Manager's Portfolio: Up Where We Belong
CURRENTS Article Leadership with personality, panache, and--most important--confidence sets the tone for the campus workplace. Determine your management style with a revealing look at the characteristics of insecure bosses and top-flight professionals.

Closing Remarks: Lead Story
CURRENTS Article Campus leaders are the chief storytellers of their institutions. Telling stories—communicating core messages—helps them build trust, maintain integrity, model productive behavior, and set a tone for their campuses. To do so, they must ensure they’re heard amid the din of other communications, practice self-disclosure so others will be open with them, and maintain balance in their roles so their stories and messages convey a broad range of perspectives.

Closing Remarks: Looking for Leaders
CURRENTS Article Even though responsibility for creating an ethical advancement program starts at the top, too many senior leaders are silent about the importance of doing the right thing. This Closing Remarks column spells out basic principles to raise standards and create ethical organizations. The article is of interest to chief advancement officers as well as managers of alumni relations, development, marketing and communications, and advancement services.

AdvanceWork: Leadership Lessons
CURRENTS Article More guiding principles for advancement officers

AdvanceWork: Leadership Lessons
CURRENTS Article What are the secrets of your success as an advancement leader?

AdvanceWork: Essential Elements of Leadership
CURRENTS Article Sage advice for chief advancement officers

Closing Remarks: Leading the Way
CURRENTS Article The Internet is rapidly becoming a dominant medium, and -- as with past revolutions in mass communication -- leaders must develop a corresponding new set of social and organizational skills. These include: 1) an intuitive understanding of the new economy; 2) an ability to manage team processes rather than implement hierarchies; 3) skill in managing relationships; 4) a passion for their product or service; 5) marketing expertise; 6) comfort with technology; 7) a respect for failure.

AdvanceWork: Lead the Follower
CURRENTS Article One mark of a great leader is a willingness to help his or her staffers become exceptional followers, says consultant Robert A. Sevier of Stamats Communications.

Manager's Portfolio: Creating a Leader Culture
CURRENTS Article Beck describes a nonprofit management model suited to volunteer-powered groups such as alumni associations and foundation boards. She explains how organizations can create a collaborative culture based on four factors: participation, communication, direction, and recognition. Organizations can use the model in exercises to analyze the role of leadership and examine institutional culture.

Manager's Portfolio: The Leadership Paradox
CURRENTS Article Institutions want great leaders, but for leaders to be successful, their staff members must be good followers. Sevier lists four key responsibilities of exceptional followers: 1) Speak up when you feel the leader is making a mistake, but do so privately and professionally. 2) Support the leader's final decision. 3) Encourage the leader. 4) Defend the leader, and avoid engaging in public criticism.

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