this is the first rough draft version.

1. Does a dichotomy exist?

3. Agenda
 Define Leadership
 Define Management
 Explore the dichotomy
 Provide examples of effective and
ineffective leadership/management
behaviors
 Create the continuum
 Concluding remarks

4. 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

5. 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)

6. Can Organizations Function
Solely Under One or the
Other Dichotomy?

7. The Manager/Leader Dyad
Focus
on Goals
Offer rewards for
success
Motivate to
achievement
Influence
followers
Management Leadership
Influence
followers
Focus
on Goals

8. The Manager/Leader
Continuum
Focus
on Goals
Offer
rewards for
success
Motivate to
achievement
Influence
followers
Management Leadership

9. 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?

10. 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

11. Higher Education

12. Understanding the Culture of
Higher Education
1. Collegial
2. Managerial
3. Developmental
4. Negotiating
Robles (1998)

13. 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…

15. The “L” Word
LEADERSHIP IN HIGHER EDUCATION
Wisniewski (2007)
Development Values Partnerships
Change Reflection Involvement
Transformation Collaboration Assimilation
Potential Perseverance Interaction
Trust Empathy Listening

16. 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??)

17. 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)

18. The Public Sector

19. Public Sector Dichotomy
 Leadership and Management Continuum
 Stereotypical Images of Government Workers
 Video Illustration

22. Efforts at Reform:
 Govt’t Performance
and Results Act of
1993
 Program
Assessment Rating
Tool (PART) of 2002

23. 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

24. 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

25. Bertucci (2006)
 Transactional Model
 Merit appointments
 Remuneration
 Transformational
Model
 Managers lead by
example
 Managers give
support and feedback
 Managers develop
professionalism in staff

26. 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