professor smiling and gesturing in front of a white board in a classroom

WLI

Program Overview

WLI focuses on training and network building to establish a culture of support for leadership. Founded in 2015, the initiative uses a cohort model to build the capacity of employees for leadership, while also working to remove barriers and challenges that hold them back in leadership. 

Purpose

  • Establish a culture of support for employees' advancement, retention, and recruitment.
  • Enhance the capacity of faculty, administrators, and staff to develop skills and knowledge for positions of leadership.
  • Foster a network to champion the importance of leadership.
  • Create awareness about historical, cultural, and societal norms that impact employees' advancement.
  • Build bridges for leaders across organizations.

WLI Cohorts

WLI cohort members are selected for one academic year. Members participate in regular gatherings and leadership trainings; gain access to campus, community, and state leaders; and lead community events to build awareness about issues that impact leadership and advancement. Once selected, cohort members collaborate to identify the best meeting times and preferred activities for the academic year. 

New cohorts of mid-career employees at UM are selected in alternating academic years. Those eligible to participate are:

  • Mid-career faculty, administrators, and staff at the University of Montana. All genders are welcome to apply.
  • Employees who have worked at UM for at least three years.
  • Able to prioritize scheduled WLI events within existing work obligations. Cohort meetings, trainings, and activities will be scheduled to accommodate the needs of cohort members. Once events are scheduled, cohort members are expected to prioritize attendance at WLI events. Special opportunities occasionally arise with little notice, but these events are not mandatory.
  • Able to attend bi-weekly meetings, five half-day sessions, two campus/community events, and two overnight sessions. WLI will provide all out-of-town lodging and meals. While overnight sessions are anticipated to support cohort cohesion, being unavailable does not automatically preclude participation.
  • Committed both to developing one’s professional self and to dedicating time to improve conditions for employees in leadership at the University of Montana and/or within the Missoula community.

WLI is committed to being accessible to all employees at the University of Montana campus. Accommodations will be made for cohort members with disabilities or who are nursing. 

Cohort Members Reflect on Their WLI Experiences

Value

This was one of the most profound experiences in my professional career thus far and I'm committed to be worth the investment! I find it really moving to have our institutions investing so much energy and time in us. This is really one of the greatest honors of my time at UM to get to be a part of this group. That alone is making me feel better equipped to take on more responsibilities and lead thoughtfully and effectively. The power of the cohort to support and advocate for each other should not be understated, too. I think it is really awesome!

Leadership Training and Coaching

I have a better grasp on my unique skills and attributes that make me an asset to a team and a good leader.

Professional Connections

The WLI exposed us to leaders from all walks of life and all types of organizations. It was so valuable to have cohort members from two organizations, giving us deeper insight into successes and challenges in different sectors.

Dedication to UM

WLI left me more invested in UM and improving it for the future.

WLI empowered and inspired me to step into my role as a leader and contribute to my institution through engaged, thoughtful, and collaborative leadership.

2025-2026 Update

We know many people are eager to apply for the next Women’s Leadership Initiative cohort, and we want to share an update. We’ve decided to pause the program in 2025-2026 as we evaluate its future direction and identify strategies for long-term sustainability.

While we pause this year to plan and consider, we remain committed to honoring what the WLI means to our university community and finding ways to retain its most impactful elements. We also will be exploring ways to open participation in leadership development opportunities to a broader audience. Finally, we will spend this time developing a sustainable funding model to support the program in its new form.