Leadership

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Leadership Vision

• Robin Middlehurst
• University of Surrey
• Leadership Foundation

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Outline

• Your context
• Wider context for HE
• Leadership and Vision do they matter?
• Leadership vision meaning, purpose, links
• Your role as leaders leadership in action

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Your context (1) leadership challenges

• Academic challenges
• Renewing changing curricula
• Differentiating programmes
• Setting academic quality standards
• New directions for research
• External liaison partnership building

• Managerial challenges
• Acquiring resources
• Internal re-structuring
• Engaging colleagues with vision strategy
• Setting performance standards
• Leading internal change
• .

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Your context (2)leadership challenges
Intellect
Political skills
Negotiation skills
Decision-making skills
Communication skills
Influencing skills
People-management relationship skills
Analysis problem-solving skills
Change management skills
Business commercial skills
Personal integrity flexibility
Results-oriented
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Long-term trendsUK HE

• Rapid demographic change
• est. 10million growth 2004-2054 ageing UK
  population
• Global economic integration
• massive shift in balance of world economic power
  forecast (Brazil, Russia, India, China to
  overtake G6 by 2040)
• Faster innovation technological change
• UK needs to improve skills, stimulate innovation
  foster enterprise (Porter)
• Pressure on resources global climate
• US EU 10 of world population, 38 of CO2
  emissions
• Global uncertainty
• Poverty, environmental degradation despair are
  destroyers of people, societies, nations
  (Powell)

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Do leadership vision matter?
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Research evidence

• Leaders affect.
• financial indicators of performance
• organizations interpersonal climate
• satisfaction mental well-being of those they
  lead
• Poor leaders
• can drive skilled motivated people out
• People believe
• that leaders have control, influence events
• but leaders actions only explain 10 of
  performance differences
• Best leaders
• Take charge, but have appropriate humility
• (Pfeffer Sutton, 2006)

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What is leadership? What is vision? How are
they linked?
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Leadership is...

• The management of attention
• creating a compelling vision
• The management of meaning
• communicating a vision to produce action
• The management of trust
• which demands consistency
• The management of self
• which requires self understanding, resilience and
  persistence

Bennis, 1994
(Bennis)
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VIM Leadership

• Vision
• Creating meaning through imagery
• Seeding ideas and testing them
• Sculpting the skills
• Inspiration
• Building trust
• Engaging and uniting
• Repeating and reinforcing
• Momentum
• Encouraging initiative
• Galvanising Progress
• Clearing the way

Landsberg, 2000
(Landsberger)
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Defining leadership

• Managers are people who do things right leaders
  are people who do the right things. Only when
  the two converge is an ambitious change agenda
  realisable.
• Leadership is an activity that seeks to alter the
  consciousness and/or behaviour of a group or
  another individual if successful, it results in
  those being led moving from one position to
  another, spatially, intellectually, emotionally,
  etc.
• Leadership is an exercise in deliberate, planned
  discontinuity.

Alan Gilbert, President, Univ. of Manchester
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What is Vision?

• A graphic image of the future to clarify goals
• A means of engaging people with an agenda
• A way of signalling direction of travel
• A means of achieving focus communicating
  strategic intent
• A means of encapsulating what is important or
  significant
• A way of capturing purpose and values
• .

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Is vision enough?

• Vision without action is a daydream,
• action without vision is a nightmare
• (adapted from Japanese proverb)

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Your leadership roles Leadership in action
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• Credibility

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Why should I follow you?
Motives if I dont trust your motives, nothing
else matters Values I want to be led, if at
all, only by a person of principle, not someone
driven by expediency
after David Maister
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Why should I follow you?

• CompetenceWhat is your track record of coming
  up with new ways of doing things?
• StyleI will not accept your guidance and
  critique unless you are supportive and
  encouraging - on the other hand you will also
  need to be continually demanding and stretching
  me

after David Maister
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Credibility dimensions

• Using depth breadth of knowledge, experience
  achievements to operate as a major
  decision-making force
• Gaining attention, support backing of peers
  through ability to command respect
• Prominence in peer group through force of
  personality
• Reputation as a dependable colleague

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• Capability

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Capability dimensions

• Seeing the future
• Decision-making
• Planning the way ahead
• Managing implementation
• Optimising team effectiveness
• Creating organisational influence

Azure
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• Character

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Character Dimensions
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• Career Tactics

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Career Tactics

• Managing the politics of organisational life
  constructively to advance relevant agendas
• Gauging the organisational mood shrewdly in the
  timing of interventions
• Maximising personal effort time through
  managing the art of the possible
• Shifting tactics to meet stakeholder requirements
• Retaining composure managing emotions

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A leader is best When people barely know he
exists. Not so good when people obey and acclaim
him. Worst when they despise him. Fail to honour
people and they fail to honour you But of a
good leader, who talks little, When his work is
done, his aim fulfilled, They will all say, We
did this ourselves.
(Lao Tzu, 6th century BC)
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Creating the freedom to lead