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WOMEN’ LEADERSHIP
IN
HIGHER EDUCATION
25/09/2015 1
Prof.Dr. Vesselin Blagoev
University of Management,
Varna
WOMEN’ LEADERSHIP
IN
HIGHER EDUCATION
Prof.Dr. Vesselin Blagoev
University of Management,
Varna
Main points
Leadership defined
Leadership vs Management
Main theories of leadership
The Big 5 factors (personal traits)
The Bulgarian perspective
Women as leaders in HE25/09/2015 3
LEADERSHIP
DEFINED
25/09/2015 4
25/09/2015 5
Leadership
The largest study of differences in
perceptions of positive and negative
leadership attributes has been executed by
Project GLOBE (House, Hanges, Mansour,
Dorfman, & Gupta, 2004).
GLOBE defined leadership as an "ability to
influence, motivate, and enable others
to contribute to success of their
organization" (Hanges, & Dickson, 2004, p. 127).
25/09/2015 6
Leadership
Leadership is the process of
influencing others to understand
and agree about what needs to
be done and how to do it, and the
process of facilitating individual
and collective efforts to
accomplish shared objectives
(Yukl, 2013, p.23)7
8
MANAGEMENT vs
LEADERSHIP
Mgmt vs Leadership
Academic controversies as to how exactly
leadership should be defined (Dorfman, Hanges,
& Brodbeck, 2004), or whether leadership can be
distinguished from management.
It is clear that both concepts refer to
relationships between supervisors and
subordinates, and that the quality of
these relationships is an essential
attribute of a successful organization. 9
Leadership vs Mgmt
The leadership style can affect
subordinates' job satisfaction (Kim,
2002; Kushell, & Newton, 1986; Morrison, Jones, &
Fuller, 1997; Pool, 1997; Wilkinson and Wagner, 1993;
Minkov & Blagoev, 2012) and some types of
leadership can result in discontent(De Cremer, 2003).
25/09/2015 10
Managers vs Leaders
Managers are people who do things right and leaders are people who do the right thing (Bennis, 1985).
The difference may be summarized as activities of vision and judgment —effectiveness —versus activities of mastering routines — efficiency.
11
Distinction
A Manager A Leader
Administers Innovates
Maintains Develops
Focuses on systems and
structure
Focuses on people and
emotions
Controls systems and people Inspires people
Accepts the way things are Challenges the way things are
Has a short-range view Has a long-range perspective
Manages tasks Leads people
12Bennis (1985)
13
THE LEADERS
Leaders – common areas
Bennis and Nanus (1985) research identified four commons in the Leaders:
Attention through vision - all had an agenda, an intense vision and commitment which drew others in. The leaders also gave much attention to other people.
Meaning through communication - all had an ability to communicate their vision and bring it to life for others, sometimes using drawings or models as well as metaphor and analogy.
Trust through positioning - through establishing the position with a set of actions to implement the vision, and staying the course, the leaders established trust.
The deployment of self through positive
self-regard all had a strong ability to present their vision and agenda in a way which is considered a strong evidence of the qualities of the leader and a motive to follow him/her. Related to emotional wisdom/stability/neuroticism. 14
Leadership Frameworks
15
TRAITSEmphasis on personal
characteristics
STYLES
Emphasis on behaviours of
leaders including their style
of leadership
CONTINGENCIES
Emphasis on the leader in
the context or situation in
which he or she leads
TRAITS: THE BIG FIVE FACTORS and their
constituent traits can be summarized as OCEAN:
OPENNESS TO EXPERIENCE (inventive/curious
vs. consistent/cautious). Appreciation for art,
emotion, adventure, unusual ideas, curiosity, and
variety of experience.
CONSCIENTIOUSNESS (efficient/organized vs.
easy-going/careless). A tendency to show self-
discipline, planned rather than spontaneous
behavior.
EXTRAVERSION (outgoing/energetic vs.
solitary/reserved). Energy, positive emotions, and
the tendency to seek stimulation in the company of
others. 16
AGREEABLENESS – (friendly/compassionate vs.
cold/unkind). A tendency to be compassionate and
cooperative rather than suspicious and antagonistic
towards others.
NEUROTICISM – (sensitive/nervous vs.
secure/confident). A tendency to experience
unpleasant emotions easily, such as anger, anxiety,
depression, or vulnerability.
McCrae, R.R. & John, O.P. (1992) An Introduction to the Five-
Factor Model and Its Applications, J Pers., Jun;60(2):175-215.17
TRAITS: THE BIG FIVE FACTORS and their
constituent traits can be summarized as OCEAN:
THE IDEAL LEADER
Bulgarian perspective
Minkov & Blagoev (2012):
A sample of 916 respondents, including: Managers ……………………………………………. 194
Employees without supervisory functions .. 235
Blue color workers ……………………………….. 407
Other (did not specify their functions)……. 80
Men 384 + Women 472 + Non disclosed 60
Employed in various sectors, such as manufacturing, tourism, finance, state administration, commerce, etc.
25/09/2015 18
THE BULGARIAN STUDY:
The Main 5 factors for IDEAL LEADER
Cooperation, cohesion and unity: ability to a create harmonious team
Knowledgeable
Clear communications
Creating order and planning for the future
Friendly vs Hostile
Virtuousness
Optimism25/09/2015 19
THE IDEAL LEADER
The next 6 factors
Improvement oriented
Result oriented
Perfectionist
Bureaucratic
Close control
Hierarchical
25/09/2015 20
Minkov & Blagoev (2012)Table 1. Factor loadings for 19 leadership items
factor 1 factor 2 factor 3 factor 4 factor 5
Cooperative .70 .17 -.13 .10 .15
Unites people .69 -.03 -.10 .26 .19
Well-informed .64 .26 -.10 -.10 .07
Explains clearly .64 .27 -.08 .21 .07
Creates cohesion .63 .08 -.25 .32 .15
Promotes teamwork .58 .18 -.06 .07 .14
Organized .14 .72 -.16 .09 .09
Creates order (item 2) .14 .69 -.07 .11 .13
Shows foresight (item 3) .13 .66 -.07 .08 .12
Capable planner (item 7) .30 .58 -.02 .11 .21
Irritable (item 31) -.10 -.04 .87 -.06 -.10
Vindictive (item 30) -.14 -.06 .80 -.21 -.06
Hostile (item 29) -.20 -.26 .69 -.14 -.13
Honest (item 26) .09 .11 -.06 .84 .13
Fair (item 27) .27 .15 -.23 .74 .08
Trustworthy (28) .19 .25 -.29 .50 .20
21
THE IDEAL LEADER
Main 5 factors
Resemblance to the Big 5, or 6 (+ honesty),
i.e. create harmonious relationships with team
members is indicative of agreeableness
(Fincham, & Rhodes, 1999), Orderliness is clearly a
facet of conscientiousness, whereas hostility
and irritability are prominent facets of
neuroticism. Optimism reflects extraversion
(Boland, & Cappeliez, 1997; Marshall, Wortman,
Kursulas, Hervig, & Vickers, 1992)25/09/2015 22
EMOTIONAL WISDOM: 5 skills
Positive self-regard is related to 'emotional
wisdom', and five key skills in emotional wisdom
are given as the abilities to:
Accept others as they are
Approach things in terms of only the present
Treat others, even familiar contacts, with
courteous attention
Trust others, even where the risk seems high
Do without constant approval and
recognition.
23
Failure as Learning experience
Bennis and Nanus (1985)
underline one key characteristic
of the leaders - their way of
responding to failure as a
learning experience.
24
25
CONTINGENCY
THEORIES OF
LEADERSHIP
Contingency theoriesof Leadership
Fiedler Contingency Model: Favorability of leadership situation
Hersey & Blanchard’s Situational Theory (Maturity of followers)
Vroom & Yetton: Leader-Participation (Quality and acceptance of leader’s decisions)
House and Dressler: Path-goal theory Leader-Member Exchange Theory
26
Leadership Contingency theories
LEADER-PARTICIPATION MODEL
Vroom & Yetton: 5 main management decision styles:
AUTOCRATIC A.1: Leader solves/makes decisions alone
A.2: Leader gets information from subordinates but makes the decisions alone
CONSULTATIVE C.1: problem is shared individually with relevant
subordinates. Then Leader makes the decision
C.2: problem is shared with subordinates as a group, then Leader makes the decision
GROUP – the problem is shared with sub as a group. The Leader acts as Chair, not as advocate. All make the decision
27
Six Leadership Styles
‘An array of clubs in a golf pro’s bag’ (Goleman, 2000)
28
Style In practice In a phrase Competencies
Coercive Demands
compliance
‘Do what I tell you’ Drive to achieve,
self control
Authoritative Mobilizes people ‘Come with me’ Self-confidence,
change catalyst
Affiliative Creates harmony ‘People come first’ Empathy,
communication
Democratic Forges
consensus
‘What do you think’ Collaboration,
teambuilding
Pacesetting Sets high
standards
‘Do as I do, now’ Initiative, drive to
achieve
Coaching Develop people ‘Try this’ Empathy, self-
awareness
Apply the best
leadership styles
Use different leadership styles, but make sure we apply that/those which match the cultural specifics.
I would speculate that Henri Fayol mgmt model matches better the Russian, Belarussian, Ukrainian, Armenian, Georgian, and Bulgarian cultures than HR theories, i.e. Elton Mayo
25/09/2015 29
30
Leaders’ styles
(Goleman, 2000)
‘An array of clubs
in a golf pro’s bag’
WOMENS’
LEADERSHIP IN
HIGHER
SEDUCATION
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WHY SOME FEMALE VEGANS
ARE SO UNFRIENDLY?
34
THERE IS ALWAYS A CHANCE FOR THE
MALE UNIVERSITY ADMINISTRATOR
LEADING THROUGH
BUILDING
RELATIONSHIPS
25/09/2015 35
Кошка, ласковая...
Managers with a strongly masculine orientation, for whom achievement is considerably more important than harmonious relationships, may be perceived as cold and insensitive and would run a serious risk of alienating their subordinates.
25/09/2015 36
Marilyn Monroe as Norma Baker
25/09/2015 37
On the other hand, employees for whom relationships are more important than goals can be perceived by strongly goal-oriented managers as lacking ambition and a real interest in the company's affairs despite their potential to deliver good results under appropriate management.
LEADING THROUGH
RELEVANT
COMMUNICATIONS
25/09/2015 38
25/09/2015 39
I sent a text to my man:
Darling, find the bag
with potatoes, peel
half of them, and put
them to boil, please!
And … this is the result.
Improve the
communications!
GOLDEN HINTS
Use standard sentences with a clear
beginning and end.
State the goal, if possible – in a numeric
format
State the control parameters and the due
date
While doing so…
…. …smile gently
25/09/2015 40
CHARISMATIC LEADERS
Charismatic leadership is most strongly endorsed in some Latin American countries and the United States, least strongly in France and in parts of the Middle East
25/09/2015 41
LEADING THROUGH
MOTIVATION
25/09/2015 42
25/09/2015 43
The best university management model
ROLES or
PERCEPTIONS
25/09/2015 45
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25/09/2015 47
FRENCH VIEW
ON DUTCH UNIVERSITY MANAGEMENT25/09/2015 48
We came to a consensus
how to manage
After the discussion how to manage the university…
but…I am the dean…
25/09/2015 49
Jack WELCH
Jack Welch, former chief executive of General
Electric, and Akio Morita, the late founder and
president of Sony. Welch was proud of a human
resource management system that required the
heads of the company's different businesses to
rank all their managers each year and lay off the
lowest 10 percent, regardless of the business's
performance in absolute figures (Welch & Byrne, 2001,
quoted in Fortune, Sept. 17, 2001). Although this
approach may seem too tough even in the United
States, it worked.25/09/2015 50
Akio MORITA
Once Akio Morita complained to some American
colleagues about an exasperating employee and
admitted he did not know what to do with him. The
Americans looked at him as if he was "slow-witted"
and advised him to fire the useless person. "I was
stunned by the idea", Morita wrote, "I had never
fired anybody and even in this case it had never
crossed my mind. But to solve the problem by firing
a man was the American system" (Morita, Reingold, &
Shimomura, 1986, quoted in Hampden-Turner & Trompenaars,
1996, p. 175). 25/09/2015 51
What to do if the colleague
sits on the eggs?
25/09/2015 52
25/09/2015 53
LADY-LEADER
AT THE
UNIVERSITY
25/09/2015 54
THE IDEAL LEADER
Main 5 factors
Cooperation, cohesion and unity: ability to a create harmonious team
Knowledgeable
Clear communications
Creating order and planning for the future
Friendly vs Hostile
Virtuousness
Optimism25/09/2015 55
virtuousnessvirtuousness
56
10x
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Global: Practical Applications and Recommendations for HR and OD Professionals in the
Global Workplace, ed. by Lundby, K.(2010), Jossey-Bass, p.22-40.
Blagoev, V. (2014). The New Marketing, Zangador Publishing, Varna
De Mooij, M. (2010). Global Marketing and Advertising, Understanding Cultural
Paradoxes, Sage, p.102.
Hofstede, G., Hofstede, G.J. & Minkov, M. (2010). Cultures and Organizations: Software
of the Mind, (3rd ed), McGraw-Hill
Inglehart, R. & Welzel, Ch. (2010). "Changing Mass Priorities: The Link Between
Modernization and Democracy." Perspectives on Politics, June 2010 (vol 8, No. 2), page
554.
Minkov, M. (2007). What Makes us Different and Similar, Klasika Stil.
Minkov, M., Blagoev, V. & Hofstede, G.(2013). The Boundaries of Culture: Do Questions
about Societal Norms Reveal Cultural Differences?, Journal of Cross-Cultural Psychology
(2013) 44, p.1100
57
List of sources
Minkov, M., Blagoev, V. & Bond, M. (2015). Improving research in the emerging field
of cross-cultural sociogenetics: The case of serotinin, Journal of Cross-Cultural
Psychology, 46(3), 336-354.
Nooh, M., Shukor, S., Aziz, R., Khairi, K. & Abdullah, M. (2014). Relationship
between Religiosity andControversial Products and Offensive Nature of Advertising
Appeals, Journal of Marketing Management, June 2014, Vol. 2, No. 2, pp. 113-128.
Sood, J. & Nasu, Y. (1995). Religiosity and nationality: an exploratory study of their
effect on consumer behavior in Japan and the United States, Journal of Business
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58
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