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L03 Management and Leadership 1
A Little on the difference between
Leadership and Management Learning Objectives
• Differentiate between leadership and management
• Put leadership and management back together
2
Read more
Traditional functions of management
• Planning
• Organizing
• Staffing
• Directing
• Controlling
3
Mintzberg, 1971
Leadership Practices
Hallinger & Heck, 2002 Conger & Kannugo, 1998 Leithwood et al, 2006
Purposes
Visionary Strategies Setting Direction
People Efficacy Building Strategies
Redesigning the Organization
Structures & Social Systems
Context Changing Strategies
Developing People
4
L03 Management and Leadership 2
Functions of Management and Leadership
Management Produces Order and Consistency
Leadership Produces Change and Movement
Planning and Budgeting • Establish agendas • Set timetables • Allocate resources
Establishing Direction • Create a vision • Clarify big pictures • Set strategies
Organizing and Staffing • Provide structure • Make job placements • Establish rules and procedures
Aligning People • Communicate goals • Seek commitment • Build teams and coalitions
Controlling and Problem Solving • Develop incentives • Generate creative solutions • Take corrective action
Motivating and Inspiring • Inspire and energize • Empower subordinates • Satisfy unmet needs
(Kotter, J. P., 1990)
Management Leadership
Direction • Planning & Budgeting • Eye on the bottom line
• Creating vision & strategy • Eye on the horizon
Alignment • Organizing & Staffing • Directing & Controlling • Creating boundaries
• Creating shared value • Helping other grow • Reducing boundaries
Relations • Focus on objects • Based on position power
• Focus on people – inspire, motivate • Based on personal power • Acting as coach, facilitator, servant
Personal Qualities
• Emotional Distance • Expert Mind • Talking • Conformity • Insight into organization
• 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
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?
Leadership and Management Compared (Starratt, 1993)
Leadership Management
Is a director
Writes a script
Based on moral authority
Challenges people
Has vision
Exercises power of shared purpose
Defines reality and possibility
Motivates
Inspires
Illuminates
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 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
A situation which eventually gets out of control - critical
deadlines, budgets and promises are not met -
threatening the very existence of the organisation. 9
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
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
Considerable
leadership but not
much management
needed
(start up school)
Considerable
leadership &
management required
(most schools today)
Little management or
leadership needed
(most schools 30 or
so years ago)
Considerable
management but little
leadership needed
(many successful
schools in 1960s &
1970s)
High
Low High
Amount of change
needed in the
operation (growth,
instability, demands)
The complexity of the operation
(size, technology, location etc.)
The Seven Seismic Shifts
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
Warrior to Diplomat
12 (Watkins, 2012)
L03 Management and Leadership 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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 13
ANALYST to INTEGRATOR
Integrate the collective knowledge of cross-functional teams and make appropriate trade-offs to solve complex organizational problems
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 14
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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 15
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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 16
L03 Management and Leadership 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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 17
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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 18
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.
Specialist to Generalist
Analyst to Integrator
Tactician to Strategist
Bricklayer to Architect
Problem Solver to
Agenda Setter
Warrior to Diplomat
Supporting Cast Member to Lead Role
(Watkins, 2012) 19
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
20
L03 Management and Leadership 6
L & M: Summative Assessment
21
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
22
Now that’s leadership
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