The submission deadline HAS BEEN EXTENDED to Sunday, January 14, 2018 at 6:00pm EST.
As you read below, the first section identifies AACSB's planned recognition process for this year's 2018 selected Innovations. The second section provides detailed information on each of the three leadership categories avaliable for submission. When you are ready to proceed forward, feel free to also review the submission process/guidelines, or begin your submission now.
- A selection of innovations will be publicly announced the week of April 16, 2018, through a collaborative communications and social media campaign. Spotlighted innovations will also be featured in the 2018 edition of the Innovations That Inspire website, and will be highlighted onsite at AACSB's International Conference and Annual Meeting (ICAM) in Honolulu, Hawaii, USA, April 22-24, 2018.
- An institution can only be recognized for one innovation at ICAM 2018.
- Notifications for the innovations that will be spotlighted at ICAM will occur the week of February 19, 2018. Institutions will be notified whether or not an innovation was selected. Accordingly, the individual who is designated within the Innovations portal as the primary point of contact will be notified directly via email.
- Please note, all submissions will be included in AACSB’s complete collection of Innovations That Inspire within DataDirect Quick Reports, allowing for viewing, searching, and benchmarking across all submitted innovations, including from previous years.
All submitted innovations have the potential to be featured in later AACSB communication and social media channels, reports, and/or conferences.
Category 1: Strengthening the Understanding of Effective Leadership and Leadership Development:
AACSB calls for innovations in the ways that business schools are partnering with business or industry clusters to generate credible information and insights on effective leadership practices, leadership development priorities, and the effectiveness of different leadership approaches. Some examples might include, but are not limited to:
- Corporate partnerships that analyze career progression and/or leadership development.
- Partnerships which identify or evaluate alternative metrics of leader success.
- Partnerships with other disciplines and/or industry clusters that explore the impacts of new, disruptive technologies on needed leadership skills.
- Working with employers to yield data on the effectiveness of graduates’ leadership development experiences once in the workforce.
- Partnerships with business to help inform a better understanding of leadership, grounded in data/evidence across a wide range of applications.
- Working with business to inform leadership principles that align with the human, ethical dimension of business.
Category 2: Enhancing Approaches to Leadership Education and Development:
AACSB calls for innovations in business schools’ approaches to leadership development through degree and non-degree educational offerings, as well as within corporate training or learning departments. This may include partnerships with business and community groups, as well as with other disciplines. Some examples might include, but are not limited to:
- Use of virtual or augmented reality technologies.
- Incorporation of liberal arts and/or other disciplinary approaches to leadership development.
- Cross-disciplinary collaborations that offer leadership development to students pursuing non-business education.
- Integrated approaches to leadership development that span the educational experience.
- Scalable but highly personalized and/or adaptive leadership development methods.
- The collaborative development of leadership programs offered within the business structure, such as corporate universities, human resource professional development programs, or training academies.
- Access to training and mentorship opportunities throughout the evolution of individuals' careers.
Category 3: Cultivating the Business School Leadership Pipeline:
AACSB calls for innovations in the ways business schools are developing their own leadership pipelines and preparing individuals in positions of leadership to implement change, lead people, think strategically, etc. How are business schools supporting the development of essential skills for impactful leadership within the academic enterprise, and for a diverse set of leadership candidates? Some examples might include, but are not limited to:
- Leadership training/development programs for faculty, staff, or administrators.
- Mentorship programs aimed at developing future business school leaders.
- Initiatives to recognize and help encourage strong leadership within initiatives, projects, strategy implementation, etc. among faculty and staff.
- Use of alternative metrics of leadership potential and/or success.
- Practices or protocols to ensure elimination of unconscious or inherent bias in recruitment and promotion.
- Use of externships and/or immersion experiences to broaden leadership experience.