March 2010 ■ Journal of Dental Education 331 Association Report Leadership Development in Dental Education: Report on the ADEA Leadership Institute, 2000–08 N. Karl Haden, Ph.D.; Richard R. Ranney, D.D.S., M.S.; George Weinstein, M.B.A.; Larry C. Breeding, D.M.D., M.S.; Jack E. Bresch, M.A.L.S.; Richard W. Valachovic, D.M.D., M.P.H. Abstract: This report describes participants’ assessment of their experiences in the American Dental Education Association (ADEA) Leadership Institute program. The ADEA Leadership Institute is designed for mid-career faculty members who desire to attain administrative roles within their own or other institutions or enhance their effectiveness in these roles. This year-long program, conducted in four phases, is ADEA’s fagship career enhancement program and provides dental educators with perspec- tives about oral health policy and legislation, organization and fnancing of higher education, the dental school’s role within the parent institution, fnancial management, legal issues, recruiting faculty, and opportunities to acquire and practice skills associ- ated with effective leadership. ADEA Leadership Institute Fellows also explore team-building, personality preferences, leader- ship styles, emotional intelligence, stress management, work-life balance, strategies for leading change, and giving and receiving feedback, as well as engaging in self- and peer assessment throughout the year. Each year up to twenty-one fellows are selected to participate in the institute in a competitive application process. In 2009, 149 fellows who participated in the institute from 2000 to 2008 were invited to take part in a survey to establish their profles and academic leadership roles, determine their percep- tions of the benefts from the institute curriculum, and elicit their suggestions for improvement. The survey response rate was 73 percent (n=109). Ninety-nine percent of respondents gave an overall positive assessment of their experiences. The most benefcial experiences, according to respondents, included networking with the program participants, advisors, and instructors (78 percent); self-discovery through self-assessments and evaluations (44 percent); and a 360˚ feedback process to provide additional refec- tion about areas for improvement (17 percent). Least benefcial experiences identifed by survey respondents included sessions devoted to oral health legislation (33 percent), group projects (28 percent), and mentorship received during the institute year (12 percent). In the fnal part of the survey, participants provided suggestions for improvements and new areas for program planners to consider. Additions to the current curriculum (30 percent)—such as how to recruit and retain faculty—and advanced leader- ship training (15 percent)—including behavioral change theory—topped the improvement list. The results of this study indicate that the ADEA Leadership Institute is fulflling its mission. Fellows are advancing in their careers and assuming administrative leadership roles within their home institutions while making scholarly contributions to the literature and undertaking leadership positions in ADEA. Dr. Haden is President, Academy for Academic Leadership; Dr. Ranney is Senior Consultant, Academy for Academic Leadership and Dean Emeritus, University of Maryland Baltimore College of Dental Surgery; Mr. Weinstein is Managing Director, Academy for Academic Leadership; Dr. Breeding is Chair, Care Planning and Restorative Sciences, University of Mississippi School of Dentistry; Mr. Bresch is Associate Executive Director for Public Policy and Advocacy, American Dental Education Associa- tion; and Dr. Valachovic is Executive Director, American Dental Education Association. Direct correspondence and requests for reprints to Dr. N. Karl Haden, Academy for Academic Leadership, 1870 The Exchange, Suite 100, Atlanta, GA 30339; 404-350-2098; khaden@academicleaders.org. F or over a decade, the American Dental Educa- tion Association (ADEA) has addressed lead- ership development through formal education- al programming. In 1994, the association, at the time named the American Association of Dental Schools (AADS), initiated the AADS Summer Program for its members. The fve-day program continued to develop leaders in dental education through 1999, ceasing when grant support from its major source of funding expired. Approximately 120 dental and allied dental faculty members participated in the AADS Summer Program. In 2003, ADEA launched the ADEA Allied Dental Faculty Leadership Program. Just over 100 allied dental faculty members have participated in this fve-day leadership development experience. The association began the ADEA Leadership Institute in