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Academic Leadership (2): Competing Values Framework

Academic Leadership (2): Competing Values Framework. Leo Goedegebuure , Oslo March 17, 2010. Overview. The Management Challenge in Higher Education The Competing Values Framework Robert Quinn and colleagues 20 + years of research Validated empirical research instruments Group Exercise

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Academic Leadership (2): Competing Values Framework

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  1. Academic Leadership (2): Competing Values Framework Leo Goedegebuure, Oslo March 17, 2010

  2. Overview • The Management Challenge in Higher Education • The Competing Values Framework • Robert Quinn and colleagues • 20 + years of research • Validated empirical research instruments • Group Exercise • Discussion • Weekend break!

  3. A working definition of management “Accomplishing group projects through the talents & energies & resources of other people.” In tertiary institutions where: • authority is widely distributed, and • professional autonomy is highly valued… Management becomes a shared (collegial) task: - “Getting things done when you are not in charge.” • So how do we go about that?

  4. Competing values approach: action imperatives Flexibility Collaborate do things together Create do things first Internal focus External focus Control do things right Compete do things fast Stability

  5. CVF: Ways of succeeding Flexibility Collaborate Create Succeed via strong group involvement, commitment & cohesion Succeed via adaptation, innovation & use of others’ resources External focus Internal focus Succeed via good systems, standards, information & work flow Succeed via clear goals & tasks, with drive & energy Control Compete Stability

  6. CVF – Leadership roles Flexibility Collaborate Create Mentor Facilitator Innovator Broker Internal focus External focus Monitor Co-ordinator Producer Director Control Compete Stability

  7. CVF – Modes of leading and managing Flexibility Mentor Facilitator Innovator Broker Be caring & sharing Keep teams in tune Be creative & adaptive Be a player & do good deals Internal focus External focus Be informed & systematic Keep projects on track Be focused & productive Set clear goals & tasks Monitor Co-ordinator Producer Director Stability

  8. The M&L Spidergraph Innovator Mentor Broker Facilitator Producer Monitor Director Coordinator

  9. Group Exercise • Group 1: the senior executive team • Group 2: the heads of administration • Group 3: the faculty deans • Group 4: the heads of school/departments • You are on the university’s annual strategic retreat; the Rector recently has returned from a leadership program and is smitten by the CVF approach. He wants to know how balanced his team is and what he should do to optimize it. Being a good leader, he wants your input in this, as this need to be a collective and inclusive strengthening process that will help the university to go from strength to strength in the dynamic and competitive world. • You are asked to sit down with your direct colleagues, fill out the spidergraph for your group, present this in anonymous form to the strategic retreat group, and give advice to the Rector on what this means for the university. What will you advice?

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