OSU Leadership Center

College of Food, Agricultural, and Environmental Sciences
Leadership Topics
Our interactive workshops provide solutions to real-time issues. Check out our Signature Workshops.
O-H-I-O
“Oh! Come let’s sing Ohio’s praise, and songs to Alma Mater raise… How firm thy friendship O-hi-O. From the buckeye trees on campus, to the school's fight songs, there are many traditions and history about the University.
The Ohio State University
As part of the College of Food Agricultural and Environmental Science, we are proud to be a part of the University's Land-Grant Mission.
Our Team
Our skilled professionals have expertise in a variety of leadership topics. Contact us for help in building your leadership capacities.
OSU Leadership Center
Our mission is to provide “research-based resources and high quality practical programs to build and strengthen leadership capacities that make a positive difference in the lives of Ohio’s citizens.”
         

OSU Leadership Center

Welcome to the OSU Leadership Center Website

The OSU Leadership Center is lead by a group of professionals dedicated to providing leadership-centered education and research to individuals, organizations and communities.  We provide high-quality, practical programs to build and strengthen leadership capacities, and we offer an in-depth collection of leadership-related resources for loan. 

Created in 1990, the center is located on the Columbus campus of The Ohio State University and is a part of the Departments of Agricultural Communication, Education, and Leadership and OSU Extension.  Our mission is to provide research-based resources and high quality practical programs to build and strengthen leadership capacities that make a positive difference in the lives of Ohio's citizens.

Quotes of the Day

The best vision is insight.

- Malcolm S. Forbes -

The price of greatness is responsibility.

- Winston Churchill -

Consistency is the last refuge of the unimaginative.

- Oscar Wilde -

A prime function of leadership is to keep hope alive.

- John W. Gardner -

Most people spend more time and energy going around problems than trying to solve them.

- Henry Ford -

         

Pages

Testimonials

Dr. King did a good job of explaining the material in a way that made it easy to relate to and use in our own situation.

Workshop Participant

You are truly inspirational in your approach, and I credit you with helping me create and grow my new business.  Any time you need a reference, let me know; you've got it!

Workshop Participant

A good friend introduced me to Leadership Moments years ago as a young professional. Through my bouncing around and eventually climbing the corporate ladder of success, Leadership Moments provided insights and...

Robert E. Jones

Beth did a great job with facilitating and presenting, the audience was very engaged. 

Workshop Particiapnt

Beth Flynn came out to the Newark campus to do a Civility workshop. It was very helpful and because of that I learned about Leadership Moments and signed up for them. I usually find something useful in each segment....

Terri Jackson, OSU Chemistry Lab Supervisor

         

Our Blog

By: Beth Flynn, Wednesday, August 31st, 2016

"Leaders of organizations must be willing to create team-friendly environments for teams to function effectively.  This means that they must do the following:

By: Beth Flynn, Monday, August 22nd, 2016

"Being persistent means that when things get in the way, as they will, you will find a way of overcoming them.  If people knock you down, as they will, you are able to pick yourself up, dust yourself off and return to your path.  It also means that when doubts creep into your mind, as they will, you are able to listen to their message without being distracted from your purpose.

By: Beth Flynn, Monday, August 22nd, 2016
  • "Avoid sweeping statements.  Words such as 'always' and 'never' only make people angry, and defensive.
  • Focus on major responsibilities and performance standards.
  • Ask recipients to identify causes of performance problems.
  • Provide feedback frequently.
  • Discuss behaviors or results, not the person.
  • Specify what needs to be done.
  • Use both positive and negative feedback.
  • Coach rather than judge.
  • Fit feedback to the individual (p. 126)."