L03 Management and Leadership 1. Learning Objectives. Leadership Practices. Traditional functions of management

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1 A Little on the difference between Leadership and Management Learning Objectives Differentiate between leadership and management Put leadership and management back together Read more 2 Traditional functions of management Planning Organizing Staffing Directing Controlling Leadership Practices Hallinger & Heck, 2002 Conger & Kannugo, 1998 Leithwood et al, 2006 Purposes People Visionary Strategies Setting Direction Efficacy Building Strategies Redesigning the Organization Structures & Social Systems Context Changing Strategies Developing People Mintzberg, L03 Management and Leadership 1

2 Functions of Management and Leadership Management Leadership Management Produces Order and Consistency Planning and Budgeting Establish agendas Set timetables Allocate resources Organizing and Staffing Provide structure Make job placements Establish rules and procedures Controlling and Solving Develop incentives Generate creative solutions Take corrective action Leadership Produces Change and Movement Establishing Direction Create a vision Clarify big pictures Set strategies Aligning People Communicate goals Seek commitment Build teams and coalitions Motivating and Inspiring Inspire and energize Empower subordinates Satisfy unmet needs (Kotter, J. P., 1990) Direction Alignment Relations Personal Qualities Planning & Budgeting Eye on the bottom line Organizing & Staffing Directing & Controlling Creating boundaries Focus on objects Based on position power Emotional Distance Expert Mind Talking Conformity Insight into organization Creating vision & strategy Eye on the horizon Creating shared value Helping other grow Reducing boundaries Focus on people inspire, motivate Based on personal power Acting as coach, facilitator, servant Emotional connections Open mind Listening Non-conformity Insight into self (integrity) Outcomes Maintains stability Creates change, often radical (Kotter, J. P., 1990) Kotter - In his own words Leadership and Management Compared (Starratt, 1993) Listen to Kotter on the difference between Leadership & management. Can you differentiate the two in your context? Can you see both in your own thought and actions? If I came to your school and asked your teachers to describe what you do, would they describe a leader or a manager? Is a director Writes a script Leadership Based on moral authority Challenges people Has vision Exercises power of shared purpose Defines reality and possibility Motivates Inspires Illuminates Management Is a stage manager Follows a script Loyalty & bureaucratic authority Keeps people happy Has lists, schedules, budgets Exercises power of sanction/rewards Defines what is real as what is Controls Fixes Co-ordinates L03 Management and Leadership 2

3 Strong Leadership and Weak Management (Kotter, 1993) Strong long-term vision without short-term planning and budgeting An almost cult-like culture without specialisation, structures and rules Inspired people who tend not to use control systems and problem solving discipline Strong Management and Weak Leadership (Kotter, 1993) Strong emphasis on short time frames, details, eliminating risks & scrupulous rationality Little focus on long term, big picture strategies that take calculated risks, and people values Strong force for specialization, fitting people into jobs and compliance with rules Little focus on integration, alignment or commitment Strong focus on containment and control A situation which eventually gets out of control - critical deadlines, budgets and promises are not met - threatening the very existence of the organisation. 9 School is rigid, not innovative, and thus incapable of dealing with changes in its environment Performance deteriorates slowly if the school is strong and respected, quickly if it is not 10 The Relationship between Complexity/Change and Leadership/ Management The Seven Seismic Shifts Amount of change needed in the operation (growth, instability, demands) High Low Considerable leadership but not much management needed (start up school) Little management or leadership needed (most schools 30 or so years ago) The complexity of the operation (size, technology, location etc.) Considerable leadership & management required (most schools today) Considerable management but little leadership needed (many successful schools in 1960s & 1970s) High 12 L03 Management and Leadership 3

4 SPECIALIST to GENERALIST Understand the mental models, tools, and terms used in key functions and develop templates for evaluating the leaders of those functions. ANALYST to INTEGRATOR Integrate the collective knowledge of crossfunctional teams and make appropriate trade-offs to solve complex organizational problems TACTICIAN to STRATEGIST Shift fluidly between the details and the larger picture, perceive important patterns in complex environments, and anticipate and influence the reactions of key external players. BRICKLAYER to ARCHITECT Understand how to analyse and design organizational systems so that strategy, structure, operating models, and skill bases fit together effectively and efficiently, and harness this understanding to make needed organizational changes L03 Management and Leadership 4

5 PROBLEM SOLVER to AGENDA SETTER Define the problems the organization should focus on, and spot issues that don t fall neatly into any one function but are still important. WARRIOR to DIPLOMAT Proactively shape the environment in which the business operates by influencing key external constituencies, including the government, BGOs, the media, and investors SUPPORTING CAST MEMBER to LEAD ROLE Exhibit the right behaviours as a role model for the organization and learn to communicate with and inspire large groups of people both directly and, increasingly, indirectly. Connection Activity: In your school Describe what a school (a real one, if you know one) would look like it if it had STONG leadership and WEAK management or Describe what a school (a real one, if you know one) would look like it if it had STONG management and WEAK leadership Load for others opinions L03 Management and Leadership 5

6 L & M: Summative Assessment What s more important LEADERSHIP or MANAGEMENT? Make an argument which clarifies your stance on leadership and management. Is one more important than the other? What do they look like in your school? Use literature to make your case but be sure to apply it so it makes sense to you (and hopefully to me). Maximum 1500 words. Did you achieve the Learning Outcomes Differentiate between leadership and management Put leadership and management back together Now that s leadership 23 L03 Management and Leadership 6

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