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

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Read more

Traditional functions of management

• Planning

• Organizing

• Staffing

• Directing

• Controlling

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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

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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

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L03 Management and Leadership 6

L & M: Summative Assessment

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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

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Now that’s leadership

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