LEADER OR MANAGER
Does a dichotomy exist?
Agenda Define Leadership Define Management Explore the dichotomy Provide examples of effective and
ineffective leadership/management behaviors
Create the continuum Concluding remarks
How do we define a leader?
Leadership can be about the leaders role in the group process
Leadership can be about the personality of the leader
Leadership can be about the things a leader does
Leadership can be a transformative
process
Leadership can be about skills that the leader
possesses
Leadership can be about who has the power
What is unique about management? Influence constituents Use of transactional methods (Rost)
Rewards Penalties
Focus of goals is on bottom line React to solve problems
Maintain order and equilibrium (Fayol)
Oversight of activities and routines (Kotter)
Can Organizations Function Solely Under One or the Other Dichotomy?
The Manager/Leader Dyad
Focus on Goals
Offer rewards for success
Motivate to achievement
Influence followers
Management Leadership
Influence followers
Focus on Goals
The Manager/Leader Continuum
Focus on Goals
Offer rewards for success
Motivate to achievement
Influence followers
Management Leadership
Theoretical ArgumentSupporting False Dichotomy Situational Leadership
Leader’s ability to change to meet needs○ Reactive behavior in management
Needs are directive (task) and supportive (relationship)
Leader determines action based on constituents needs
Assumptions?
Team Leadership Participative Management Theories Group construct - both need each other
Members of the team are engagedDecisionsGoalsVote
Relationship with constituents Motivation Acknowledge constituent strengths and
weaknesses - proper placement Concerned with effectiveness
Higher Education
Understanding the Culture of Higher Education
1. Collegial
2. Managerial
3. Developmental
4. Negotiating
Robles (1998)
Social, political, and economic forces impact Higher Education.
Therefore, Higher Education must determine how to change and meet
the demands and needs of a changing society…
The “L” WordLEADERSHIP IN HIGHER EDUCATION
Wisniewski (2007)
Development Values Partnerships
Change Reflection Involvement
Transformation Collaboration Assimilation
Potential Perseverance Interaction
Trust Empathy Listening
Management in Higher Education
Birnbaum (2007)
Mission statements Physical Assets
Employees Management Systems
Fads: “…universally applicable quick-fix solutions…”
Creation
Narrative evolution
Time lag
Narrative devolution
Dissonance resolution
(Why do I feel like I’ve heard
this all before??)
Leadership AND Management in Higher Education
Cullen, Joyce, Hassall, Broadbent (2003)
1. Financial Perspective
2. Customer Perspective
3. Business Perspective
4. Innovation & Learning Perspective
Creating “A Balanced Scorecard” – Kaplan & Norton
(1992)
The Public Sector
Public Sector Dichotomy Leadership and Management Continuum Stereotypical Images of Government Workers Video Illustration
Efforts at Reform:
Govt’t Performance and Results Act of 1993
Program Assessment Rating Tool (PART) of 2002
Ofc. Of Personnel Mgt. Stats Increase in federal employees making
$100,000/year+ Average pay is $71,206 Transportation Dept. has 1,690 people
making more than $170,000/year
Wright & Pandey (2009)
Expected to find Transformational Leadership to be less effective in the Public Sector
Results indicated that Transformational Leadership is effective in Public Administration
Successful public administrators recognize need for continuum
Bertucci (2006)
Transactional ModelMerit appointmentsRemuneration
Transformational ModelManagers lead by
exampleManagers give
support and feedbackManagers develop
professionalism in staff
Preston (2008)
Found that managerial styles varied according to the field of practice
Used Child Welfare, Senior Services, and Employment Services
Compared three functional domains:Task Orientation Employee
OrientationExternal Orientation