Ldrs app presentation


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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 goals
    Willingness to work to achieve goals
    Emotional involvement - (Zaleznik)
    Goal establishment and achievement
    Change 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

    1. 1. Does a dichotomy exist?
    2. 2. Agenda  Define Leadership  Define Management  Explore the dichotomy  Provide examples of effective and ineffective leadership/management behaviors  Create the continuum  Concluding remarks
    3. 3. 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
    4. 4. 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)
    5. 5. Can Organizations Function Solely Under One or the Other Dichotomy?
    6. 6. The Manager/Leader Dyad Focus on Goals Offer rewards for success Motivate to achievement Influence followers Management Leadership Influence followers Focus on Goals
    7. 7. The Manager/Leader Continuum Focus on Goals Offer rewards for success Motivate to achievement Influence followers Management Leadership
    8. 8. Theoretical Argument Supporting 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?
    9. 9. 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
    10. 10. Higher Education
    11. 11. Understanding the Culture of Higher Education 1. Collegial 2. Managerial 3. Developmental 4. Negotiating Robles (1998)
    12. 12. 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…
    13. 13. The “L” Word LEADERSHIP IN HIGHER EDUCATION Wisniewski (2007) Development Values Partnerships Change Reflection Involvement Transformation Collaboration Assimilation Potential Perseverance Interaction Trust Empathy Listening
    14. 14. 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??)
    15. 15. 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)
    16. 16. The Public Sector
    17. 17. Public Sector Dichotomy  Leadership and Management Continuum  Stereotypical Images of Government Workers  Video Illustration
    18. 18. Efforts at Reform:  Govt’t Performance and Results Act of 1993  Program Assessment Rating Tool (PART) of 2002
    19. 19. 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
    20. 20. 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
    21. 21. Bertucci (2006)  Transactional Model  Merit appointments  Remuneration  Transformational Model  Managers lead by example  Managers give support and feedback  Managers develop professionalism in staff
    22. 22. 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