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

Few men have virtue to withstand the highest bidder.

- George Washington -

Two roads diverged in a wood, and I took the one less traveled by, and that has made all the difference

- Robert Frost -

A leader is a dealer in hope.

- Napolean Bonaparte -

A good head and a good heart are always a formidable combination.

- Nelson Mandela -

A ship in harbor is safe, but that is not what ships are built for.

- William Shedd -

         

Pages

Testimonials

I am a graduate of two leadership programs, and I helped to co-found one and improve another. The information that I have been getting from the OSU Leadership Moments has proved invaluable. There are some leaders...

Paul Bernheimer, Leadership Cincinnati

We found the Spectrum Temperament Development program to be essential to building a strong team.  Beth Flynn did a wonderful job facilitating the program.  She is excellent at defining, in a non-threatening...

Robyn M. Tate, Human Resources

I have been through similar sessions...and Jeff (Dr. King) was head and shoulders above any instructor I have had in the past.  Kudos!

Workshop Participant

Beth Flynn cares deeply about your leadership skills. There is no better guide for your learning journey.

Jim Canterucci, ELCircle

I was a bit apprehensive at first as I was afraid the strength finders would point out my weaknesses.  But in fact the training helps me understand my natural inclination of how I interact with others because of my...

Vicki Schwartz

         

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)."