Purpose of this discussion
To discuss some leadership and management issues…
…as preparation for the University Managers’ Programme.
University Managers’ Programme
Mixed groups of academic, administrative and research managers
Looking at current management issues
Such as… Managing People; Leading Your
Team; Planning and Monitoring; Risk Analysis; The Difficult Conversation; etc.
Leadership & Management
Can be unhelpful to agonise over the differences
Leadership high-level Management more day-to-day Both are needed They interact Today mainly about leadership… …to inform later discussions of
management.
Leadership?
Huge literature NB toxic leadership! Key issues from action learning sets
for manager in UK HE are… Providing strategic direction Motivating people.
Whether you like it or not…
…you will have a strategy ~ but it needs to be the one you want
…you will influence the motivation of those around you ~ but it needs to be the influence you want.
Values
Strategy is about what you do… …and what you don’t do How do you decide? Partly driven by institutional values But it must be something that
matches your personal values… …or it’s not personally or
professionally sustainable.
Values 2
When push comes to shove it’s values that help you decide
So what are your fundamental values?
And to what extent do these match those of your institution?
What vision arises from these values? If you want to know what your
institution really values, look at who they promote.
Levels
It’s easy to get lost in the detail Keep moving up a level from time to
time to check that you are still being strategic.
Developing and sharing a vision Managing the interfaces Motivating people Understanding the environment Controlling resources Developing strategies to deliver
the vision VIPERS.
Leadership
Creating time for leadership
These activities all take time Essential to carve out time for the
strategic alongside everything else Administration is getting the
paperwork done Management is getting the job
done Leadership is VIPERS.
A – M – L
Admin-istration
Manage-ment
Leader-ship
All of these are needed
Pressures
Urgent Important but not urgent
Delegation Comments
Delegation is not a dirty word Most people want you to delegate more Delegation can develop people… … coaching may be required Delegation is often inadequately done Handle different people differently Delegation gets easier with practice Don’t forget upwards or self delegation.
Delegation Tips
1. Explain what, why, when, how and who
2. Don’t assume that they know the background or have all the skills
3. Alert them to possible pitfalls4. Discuss resources, authority and
support5. Discuss reporting mechanisms6. Don’t rush it7. Allow time and space for questions.
Risk
Risk influences people’s behaviour Do you want people to show
initiative? Initiative carries the risk of failure How is failure treated? The risk of punishment can inhibit
initiative What is your approach to risk?
Risk analysis 2
What’s the probability of something going wrong?
What’s the consequence if something does go wrong?
You can only answer these questions if you understand your environment and your stakeholders.
Risk analysis 3
You manage them differently What can you do to reduce the
probability? What can you do to reduce the
consequence?
Leadership concepts
Four key concepts here for me1. 360 degree leadership2. Complementary teams3. Task plus…?4. Leadership and institutional
values.
Leadership directions
It’s not just downwards 180 degrees You will want to influence your
leaders You will want your followers to
influence you You will want to influence your
peers.
Belbin Team Roles
Action-oriented roles
Shaper Implementer Completer
FinisherPeople-oriented
roles Co-ordinator Team Worker Resource
Investigator
Cerebral roles Plant Monitor
Evaluator Specialist
Task plus…?
Models of leadership recognise the need to get the job done
Often called the task They also recognise – in a range of
forms – important non-task dimensions
The key one is…
social.
Leadership styles 2
The relationship is both cause and effect
If a member of the team is incompetent and uncommitted the leader may need to provide high direction and high support
If the leader continues to behave in the same way, so will the team member
Don’t encourage dependency And it’s the same in teaching.
Key Functions Task Team
Indivi- dual
Define Objectives
Plan and Decide
Organise
Control & Support
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Review
Leadership and institutional values
The way leaders behave will be the clearest signal that most people will get of what the institution values…
…whether these values are explicit or not
If leaders behave courteously… If leaders behave strategically… Etc.
How do you want to behave?
Please produce a few adverbs to describe how BUE’s leaders and managers should behave.
Your actions
Adverbs are one thing… …actions are something else What actions can you take to put
your adverbs into effect? EG… Adverb ~ courteously Action ~ say “thank you” at the end
of a meeting.
Contact information
Dr Andy Wilson Director of Professional Development Loughborough University Leicestershire LE11 3TU UK
Phone: +44 (0) 1509 222380 Fax:+44 (0) 1509 223992 Email: [email protected] Web: www.lboro.ac.uk/service/pd