1. MANAGERIALISM AND LEADERSHIP Introduction Managerialism and the ‘Corporate’ State Costs of managerialism Conclusion Leadership History of leadership studies Leaders and followers Conclusion

2. Introduction Economic Fundamentalism –Small government –Market rules –Privatisation of services –Competition for public sector –Cut back welfare state –Question existence of society

3. Introduction Managerialism –Values of managerialism as universals –Management is inherently good –Managers are heroes –Managers need freedom to manage –Others accept authority of manager

4. Managerialism and the ‘Corporate’ State “economic and political powers of the state have been used in the interests of the managers of the corporate state” The role of ‘think-tanks’ Premiers as managers of the state

5. Costs of Managerialism Unemployment/under-employment Longer work hours, less security Refocus of roles Public transport Hospitals Education Media

6. Costs of Managerialism Shifting of costs Health care Contracting out Impact on democracy and citizenship

7. Conclusion Failure in self-criticism Measuring the wrong criteria in the search for efficiency

8. Leadership - History of leadership studies ‘Born to rule’ - studies of Great Men were basically behavioural studies Trait theories – traits being innate – charisma, helicopter ability –Identify traits to test candidates

9. History of leadership studies

10. Leadership Styles –Autocratic –Democratic –Laissez-faire Situational Distributed Function theory Transformational Leader’s Role

11. Leaders and Followers A leader must have followers – a manager has subordinates ‘Followership’ is crucial factor often ignored Ineffective followers –Sheep, alienated, ‘yes’ people, etc Effective followers –Allies, courageous, supportive, complementing, challenging

12. Conclusion What matters in leading an organisation –Clear thinking –Aware of change in environment –Knows organisations role –Communicator –Shares leadership –Learns from others –Open to self-doubt –Allows autonomy –Effective time management –Moral integrity

13. Managers are people who do things right; Leaders are people who do the right things. Management controls, arranges, does things right; Leadership unleashes energy, sets the vision, so we do the right thing (Bellinis and Nains 1985: 21) Lord Byron When we think we lead We instead are led