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Article: Communication - Putting the Manners (Back) in Management

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Article: Communication - Putting the Manners (Back) in Management

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By Dunbar

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The organisation and administration of research and teaching in universities depends upon daily consultation, cooperation and negotiation, shared management and input of specialist and organisational skills and expertise. Universities conduct staff surveys which reveal significant worries about certain person-management aspects of everyday university business activity and indicate areas where we can significantly improve management-staff interaction and communication. These data are supported by basic and well-rehearsed management thinking and expert advice from both the higher education and general management fields and by personal experience. Aspects of leadership responsibility and behaviour and the interaction between manager and managed are described in terms of management 'manners', focussing on the requirements for clear and open communication, fairness, transparency, management 'modesty' and emotional competence. The positive effect good manners have on staff are outlined and further areas for development/review suggested.

Additional information

Notes on contributors

David Dunbar has held Department Administrator posts at the University of Liverpool, University of Oxford and University of Cambridge and completed an MBA at the University of Edinburgh since 1989, following a research MSc in Liverpool and NHS Medical Laboratory posts in London and Manchester.

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Communication - putting the manners (back) into management

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The organisation and administration of research and teaching in universities depends upon daily consultation, cooperation and negotiation, shared management and input of specialist and organisational skills and expertise. Universities conduct staff surveys which reveal significant worries about certain person-management aspects of everyday university business activity and indicate areas where we can significantly improve management-staff interaction and communication.

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Article: The Leadership Compass: Values and Ethics in Higher Education

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Article: The Leadership Compass: Values and Ethics in Higher Education

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By Wilcox and Ebbs

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Article: Leadership reconsidered: Engaging higher education in social change

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Article: Leadership reconsidered: Engaging higher education in social change

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By Astin and Astin

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NASPA & ACPA created professional competencies for those in student affairs to follow. Leadership is one of the competencies.

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Transformational vs. Servant Leadership Styles

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Transformational vs. Servant Leadership Styles

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Prezi presentation created for the course to compare and contrast Transformational and Servant Leadership styles.

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Article: Overview of Emotional Intelligence

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Article: Overview of Emotional Intelligence

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MindTools has a great article outlining the basics of EI.

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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.

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The Five Dysfunctions of a Team by Patrick Lencioni

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The Five Dysfunctions of a Team by Patrick Lencioni

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Lencioni chronicles five areas that cause teams to be dysfunctional.

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From Larry Spears

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Jim Collins has also worked with post-secondary institutions to apply Good to Great principles to higher education.

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Article: Quick Overview of Numerous Leadership Styles

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Article: Quick Overview of Numerous Leadership Styles

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Udemy chronicled each of the leadership styles in a compact synopsis.

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Your personal leadership philosophy is like a compass. It will define what you expect, what you value, and how you act. Formally articulating your leadership philosophy will let others know what to expect from you as their leader. As you may know, there are many leadership philosophies in practice today. It is important to note though that not every philosophy will yield favorable results with every group or organization.

A leader needs his or her followers just as much as the followers need a leader. You may not be a leader in every facet of your life. If that is the case, learn about 4 simple leadership tools for every team member to help you be a better follower. Being a great follower will help you learn how to be a successful leader. While you determine what your leadership philosophy is, here are nine mainstream leadership philosophies that can get you through in a pinch.

The Autocratic Leadership Philosophy

This leadership style is all about control and how much control the leader should give to their followers. Leaders who follow this philosophy provide crystal clear expectations about what needs to happen, how it should happen, and when it should happen. There is a clear distinction between the leader and followers and decisions are often made from the top down with little or no input from other group members. Leaders take full responsibility for decisions made and control the performance of their followers. This leadership philosophy is at its best when there is little time to form a cohesive group decision or when the leader is the most knowledgeable member of the organization.

The Democratic (Participative) Leadership Philosophy

A leader who practices this leadership philosophy offers guidance to organization members while still being a part of the group. This type of leadership is democratic, considerate, participative, and consultative. It focuses on creating and maintaining good working relationships that are supportive and interactive. Followers are encouraged to participate and engage with the decision making process and their input is considered. This results in the group being more motivated and creative as a whole.

The Laissez-Faire (Delegative) Leadership Philosophy

A laissez-faire leader offers little or no help to followers and leaves the decision-making to other group members. Followers of these types of leaders tend to have more demands of their leader, are unable to work independently, and show little cooperation. This leadership philosophy is most effective when all group members are highly knowledgable in different areas and must pool their combined expertise together.

The Servant Leadership Philosophy

Servant leadership can be summed up by putting service to others before your own self-interest. This leader includes the whole team is the decision making process and never takes personal credit for successes. To learn more about the servant leadership style, check-out this leadership course taught on thinking like Jesus and Leading like Moses. This philosophy is best for an elected leader when leading a team, organization, group, or committee. Followers of this type of leader tend to recognize that their organization is one of the best places to work for because of the positive culture and high morale in the group. This is not an appropriate leadership style for quick decision making or tight deadlines.

The Charismatic Leadership Philosophy

This leadership philosophy moves people through the power of personality. A charismatic leader inspires passion and motivates followers to keep moving forward. They are effective in spurring others into action and expanding an organization's position in the marketplace. The fatal flaw in this philosophy is that the power resides in one person. The leader may take on too much risk due to feeling invincible or leave the position of power. In both cases, the group will struggle because their success is tied directly to the leader's presence.

The Transformational Leadership Philosophy

Transformational leaders may be labeled as radical. They expect everyone to give their best at all times and to adapt even when it is uncomfortable. These leaders excel in encouraging groups to pursue innovative and creative ideas and then act upon them. They motivate their team through creating optimism, enthusiasm, and commitment. Followers are engaged and highly productive. This philosophy focuses on big-ideas and requires team members that are detailed oriented to ensure overall team success. Learn about this philosophy with a Leadership in Action course designed after transformational leader Jack Welch of General Electric.

The Situational Leadership Philosophy

This type of leader is a professional at molding their leadership style to each situation that they are presented with. They are classified as being supportive while empowering and coaching their followers. This style is the most effective when procedures need to change. Followers can be reassured when adaptive actions are taken in appropriate situations but they can also feel confused or insecure if change occurs too often.

The Innovative Leadership Philosophy

The innovative leadership philosophy requires the leader to grasp the situation in its entirety and go beyond the usual course of action. This type of leader is a visionary and actively tries to bring new thinking and actions into play to fix things that are not working. This philosophy is best applied in environments that want to promote creative thinking, innovative ideas, and problem solving. Failure will not stop progress and followers learn to value and respect the ideas of others.

The Constant Improvement Leadership Philosophy

This leadership philosophy requires high performance standards be set for both the leader and the followers. Followers of this style are effective when they are highly skilled and motivated, and able to work at a quick pace. Leaders must be careful though that their followers do not become burnt out or forced to work at a speed they cannot maintain.

Summary

The important thing to remember is that there is no correct leadership philosophy. Different philosophies are appropriate in different situations and work environments. Also, not everyone is capable of adopting every leadership philosophy. Much of it comes down to your personality and what you value. If you would like to continue to improve on your leadership skills, we suggest taking a class on the 6 habits of highly effective leaders. Think about the leaders you have enjoyed most. What was their style? Write down your personal leadership philosophy to remind yourself and to tell other where you stand.

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Leadership Philosophies To Help You Succeed In Any Situation | Udemy Blog

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Your personal leadership philosophy is like a compass. It will define what you expect, what you value, and how you act. Formally articulating your leadership philosophy will let others know what to expect from you as their leader. As you may know, there are many leadership philosophies in practice today.

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Emotional Intelligence investigates a persons ability to understand their own and others' emotions.

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The Global Leadership Foundation's emotional intelligence (EI) quiz is a fun way to begin exploring your levels of EI.

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The Global Emotional Intelligence Test uses 40 questions which are derived from, the Global instrument, which contains 158 items. These are based on Goleman's four quadrant Emotional Intelligence Competency Model (2002). Click EI Capability Assessment here for more details. Short EI quizzes such as this are meant to be fun, and to give you a guide to which EI areas you are doing well in and those which perhaps you need to focus on for development.

This Test, is a forced-choice psychological test which requires you to choose Instructions for the FREE EI Test one statement in each pair of statements that describes you best. For each pair of statements, select the statement that best applies to you. Do not over-analyse the questions, or try to think of "exceptions to the rule." Be spontaneous and choose the statement that comes closest to the way you are.

Occasionally there will be questions that ask you to make a close call between two choices. This is because the Test is trying to distinguish between specific areas. If a question is very close and you can't decide which statement applies to you best, you can come back to it after you have completed the other questions.

The Test usually takes about 10 minutes to complete. At the end of the test, click on the Score Test button, and wait for the computer to generate an EI profile of your scores. If you have answered honestly and accurately, your scores will reflect your capability level within each of the EI quadrants.

We cannot guarantee the accuracy of the results of this Test - only that it can help you begin your journey of self-development!

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Emotional Intelligence Test - Global Leadership Foundation

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Free emotional intelligence test developed by Global Leadership Foundation

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Servant Leadership was created by Robert Greenleaf in 1970 with the goal of being a servant first and leader second (Spears, 1996).
Greenleaf theorized serving those around you will help everyone flourish and in turn grow the organization. Spears (1996) stated servant leadership only emerged “. . . from those whose primary motivation is a deep desire to help others” (p. 33). Servant leaders discover how to use other’s gifts to be of service to the community and train other servant leaders (Lafferty, Lewis, & Spears, 2012/2013).

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Using Situational Leadership in Academic Advising

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Using Situational Leadership in Academic Advising

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Lerstrom (2008) chronicled a case study using situational leadership to advise a student.

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McCleskey (2014) wrote a fantastic article comparing the three leadership styles, their origins, descriptions, and their criticisms.

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FranklinCovey (2018) stated proactive people focus on their circle of influence as that is where they can create the most difference.  Reactive people often become obsessed with their circle of concern and lose sight of what they can influence.  The more a person focuses on their circle of influence, the larger their circle will become (FranklinCovey, 2018).

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Circle of Influence - From The 7 Habits of Highly Effective People

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The book Good to Great profiles 11 companies that made the leap from good (or worse) companies to great ones.  Collins outlines the 6 steps needed within disciplined people, disciplined thought, and disciplined action (Collins, 2001).