The presentation was from the Business as Mutual conference held at Anglia Ruskin University on 12th September 2012. To find out more visit www.businessasmutual.co.uk

1. Third Sector
Leadership and
Management
Seminar 3.2:
Leadership
Certificate in Higher Education
Charity & Social Enterprise
Management

2. The leadership effect
* When we examined strengths and weaknesses,
one potential category was the leadership of the
organisation.
* This session and the accompanying worksheet
introduce some current thinking about leadership
in the third sector, and encourage you to reflect on
the way you lead.

3. Defining leadership (1)
“Management is essentially about
resources, leadership is essentially about
people.” Quote and table both from Allcock Tyler (2006:21)
Managers Leaders
Set objectives Create vision
Human resources People
Motivate Inspire
Plan Dream
Analyse Imagine
Control Release

4. Defining leadership (2)
“Management is concerned with the efficient
administration of the organisation…effective chief
executives have to rise beyond management and provide
leadership.” Quote and table both from Hudson (2009:332)
Management involves… Leaders…
Establishing processes Clarify mission
Creating structures Motivate people
Developing plans Find new opportunities
Controlling budgets Give sense of purpose
Costing services Focus people on the task

5. Defining leadership (3)
“Tomorrow’s leaders will need to have a different
focus than before. They will need to be globally
aware strategic opportunists; capable of
managing highly decentralised organisations;
interpersonally competent, especially sensitive to
issues of diversity; and community builders. Above
all they will need to be flexible enough to meet
ever-changing situations, as yet unpredicted.”
ACEVO (2003:10)

6. Approaches to defining leadership
Position-based people become leaders due
to a formal position in a structure
Person-based leadership is due to some
innate personality traits or characteristics
Results-based leaders are judged by, and
credited with, their firm’s performance
Process-based where it is your method and
approach that is the crucial differential
Grint (2010)

7. For example

8. A little light reading
Please read chapter 14 (and perhaps 15 if it
applies to you) of Managing Without Profit
and make a note of three interesting
sections which either confirm, or seriously
challenge, your experience to date.

9. If you’re having trouble… Contact Details
Andy Brady
0845 196 6888
07906 617004
andrew.brady@anglia.ac.uk