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