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

2. 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? 3

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

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

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

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

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

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? 9