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  • This is a difficult question to answer due to the many and varied definitions and understandings of both leadership and management.
  • Ability to influence constituents Have common goalsWillingness to work to achieve goalsEmotional involvement - (Zaleznik)Goal establishment and achievementRelationshipsChange and Movement - transformational (Fayol, Kotter)Motivate people to “buy into” and work together in the “process”
  • Create an example page for management

Ldrs app presentation Ldrs app presentation Presentation Transcript

  • 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 a transformative process
    Leadership can be about the personality of the leader
    Leadership can be about the things a leader does
    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
    Management
    Leadership
    Motivate to achievement
    Offer rewards for success
    Influence followers
    Influence followers
    Focus on Goals
    Focus on Goals
  • The Manager/Leader Continuum
    Offer rewards for success
    Influence followers
    Motivate to achievement
    Management
    Leadership
    Focus on Goals
  • 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 engaged
    Decisions
    Goals
    Vote
    Relationship with constituents
    Motivation
    Acknowledge constituent strengths and weaknesses - proper placement
    Concerned with effectiveness
  • Higher Education
  • Understanding the Culture of Higher Education
    Robles (1998)
    1. Collegial
    2. Managerial
    3. Developmental
    4. Negotiating
  • 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” Word
    LEADERSHIP 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…”
    (Why do I feel like I’ve heard this all before??)
  • Leadership AND Management in Higher Education
    Cullen, Joyce, Hassall, Broadbent (2003)
    Financial Perspective
    2. Customer Perspective
    3. Business Perspective
    4. Innovation & Learning Perspective
  • 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 Model
    Merit appointments
    Remuneration
    Transformational Model
    Managers lead by example
    Managers give support and feedback
    Managers 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 Orientation
    External Orientation