Academic Leadershipvs“Managerialism”
Prof Cycil Hartell
Prof Elna Buys
Prof Vinny Naidoo
Prof Henco van Schalkwyk

Outline of presentation• Introduction• Survey results• Recommendations

Videohttps://www.youtube.com/watch?v=jL
s8bzuAALQ&feature=youtu.be.

INTRODUCTION• People often confuse the terms “manager” and“leader”, they are not the same thing although it ispossible to be both.
• Similar but different outlook, skills and behaviour

INTRODUCTION• Good managers strife to be good leaders and goodleaders need management skills to be effective• Leaders have vision, motivate and negotiate• Managers ensure resources are well organised andapplied to produce best results

INTRODUCTION – “LEADER”• “A leader is a person who exerts influence
over other people and inspires, motivatesand directs their activities to help achievegroup or organisational goals” Jones andGeorge (2008)

INTRODUCTION – “ MANAGER”• A manager is “ responsible for supervising and making
the most of an organization’s human and otherresources to achieve its goals” Jones and George(2008)• Need skills to plan, organise and control• Communicate tasks and expected results effectively• Goal orientated and consist of a process that involves
people• Follow rules rather then innovative ideas

Introduction
ManagersLeaders• Administer and maintain• Innovate and develop• Getting things done

• Create a vision• Control systems and structures• Lead people and inspire trust andand manage tasks

persuade to follow• Short-range view – eye on thebottom line

• Long-range perspective – eye on
the horizon• Accept status quo and imitate• Challenge status quo and originate• Meet targets• Create targets

Introduction

Survey results

Recommendations

Introduction
ManagersLeaders• Administer and maintain• Innovate and develop• Control systems and structures • Lead people and inspire trust
and manage tasks• Short-range view – eye on thebottom line

• Long-range perspective – eye on
the horison• Accept status quo and imitate• Challenge status quo and originate• Meet targets• Create targets

Introduction

Survey results

Recommendations

What is needed for HODs to perform to theirfull potential as academic leaders?
Knowledge,Skills,
Abilities
Performance
G1: Research
G2: Internationalisation
G3: Impact
G4: Teachning&Learning
G5: Diversity

Motivation

Opportunity

Risk in managerialism

Targets

Managerialism (doing things right)
Unrealistic short-term goals:
Risk = stress, people resigning etc.

Academic Leadership (doing the right things)
Long-term vision:
Establish correct base (foundation) – right things inplace to leverage off for exponential growth

2015

2017

2019

2021
Year

2023

2025

Risk in managerialism

Targets

Managerialism (doing things right)
Unrealistic short-term goals:
Risk = stress, people resigning etc.

Academic Leadership (doing the right things)
Long-term vision:
Establish correct base (foundation) – right things inplace to leverage off for exponential growth

2015

2017

2019

2021
Year

20232025

WILL NOT GETUS TO THE 2025 GOALS,WILL!

EFFECTIVE

Introduction

Survey results

Recommendations

Academic leadership• What Does UP Need
– Leaders!!!!
– At all levels: Classroom to Executive (includingadmin staff and students)– To be the best, WE need to lead the best

• To be a UP Leader– Buy into the UP Goals– Want to lead
– Have the ability to lead
– Empowered to lead
Introduction

Survey results

RecommendationsMETHODOLOGY• A census through an electronic survey• Results were quantified within theprogram for descriptive statistics bychoice per answer• Results were averaged per question andnormalised by the number of respondents• 87 HoDs responded

HAVE UP HODs BOUGHT INTO
THE 2025
VISION AND GOALS?
HOW DO HODS PERCEIVE AND
EXPERIENCE THEIR ROLES?

Introduction

Survey results

Recommendations

The UP Goals

What do HODs feel theirperformance

be measured on

To what extent do theythem?

Introduction

Survey results

Recommendations

The UP Goals
Introduction

Survey resultsRecommendations

Do HODs currently function asor?

BARRIERS/ LEAST satisfying/ NOT be involved in
Available time to undertake all the activities of HOD:
• Administration• HR activities• Meetings• HOD teaching load
Introduction

Survey results

Recommendations

Do HODs feel they should function
asor?

What aspects of their role as HOD do they find
MOST satisfying?
••••

Leading/inspiring research
Mentoring and developing staff
New opportunities/innovation
Post graduate supervision
Introduction

Survey results

Recommendations

HODs have the will and desire toperform!

• Achieving goals set for your own professional development• Delivering agreed tasks or projects on time and to specification• Having high levels of staff support• Establishing a collegial working environment• Successful implementation of new initiatives• Achieving positive outcomes from external reviews• Achieving a high profile for department
Introduction

Survey results

Recommendations

===Introduction

Survey results

Recommendations

What are tying HODs’ hands?

What HOD’s feel is needed to untie
their hands?

Breaking the shackles!

Introduction

Survey resultsRecommendations

Create/enhance environment
conducive for performance• Clear and consistent communication• Empower/ Trust– They can make the right decision– They have the vision - support their ideas– Reduce redtape– More control over performance motivators– Allow for differentiation

Introduction

Survey results

Recommendations

Create/enhance environment
conducive for performance (2)• Responsibility with authority– Leadership instead of managerialism– Fewer meetings, thereby allowing for
departmental level decisions– Free the time necessary for innovation

Introduction

Survey results

Recommendations

Create/enhance environment
conducive for performance (2)High• Responsibility with authority

Low

Cost

– Leadership instead of managerialism– Fewer meetings, thereby allowing for
departmental level decisions– Free the time necessary for innovation1

ShortIntroduction

Time

Survey resultsLong

Recommendations

Review appointment processes• Shorter time-lines• Decisions at the level of Dean and HR
business partner• Individualized to faculty• Contract appointments

Introduction

Survey results

Recommendations

Review appointment processes

LowCostHigh• Shorter time-lines• Decisions at the level of Dean and HR
business partner• Individualized to faculty• Contract appointments
2
Short

Introduction

Time

Survey resultsLong

Recommendations

Administrative leadership andsupport• Systems that support HODs, instead ofbeing reliant on them
• Departmental administrators that assist
HODs instead of fulfilling only secretarial
functionsIntroduction

Survey results

Recommendations

Administrative leadership andsupportLowCostHigh• Systems that support HODs, instead ofbeing reliant on them
• Departmental administrators that assist
HODs instead of fulfilling only secretarial
functions3

Short

Introduction

Time

Survey resultsLong

Recommendations

Young academic leadershipprogramme (YALP)• Grow our own timber• Identify young leaders (Innovativeteachers and researchers)• Innovation at all levels, not just research• Create a desire to be a future HOD andUP leader

Introduction

Survey results

Recommendations

Young academic leadershipprogramme (YALP)

LowCostHigh• Grow our own timber• Identify young leaders in the class(Innovative teachers and researchers)
4• Innovation at all levels, not just research• Create a desire to be a future HOD andUP leader
ShortIntroduction

TimeSurvey resultsLong

RecommendationsHOD forum• Discussion forum for HODs – PAL
delegates continuing leadership journey• Allow for sharing of ideas, frustrations
and successes• Use for future management actions• PAL delegates to mentor new HOD’s

Introduction

Survey results

Recommendations

HOD forum

Low

CostHigh• Discussion forum for HODs – PAL
delegates continuing leadership journey• Allow for sharing of ideas, frustrations
and successes• Use for future management actions• PAL delegates to mentor new HOD’s
5ShortIntroduction

TimeSurvey results

LongRecommendations

HOD development fund
• Provide seed funding for HODs
– Allows HODs to maintain personal research
outputs– Allows HODs to grow/mentor young
researchers to become future leaders– Enhances leadership journey - knowledge,
skills and abilities

Introduction

Survey results

Recommendations

HOD development fundHigh• Provide seed funding for HODs

Low

Cost

– Allows HODs to maintain personal research
6outputs– Allows HODs to grow/mentor young
researchers to become future leaders– Enhances leadership journey - knowledge,
skills and abilities
ShortIntroduction

TimeSurvey resultsLong

Recommendations

If we do the right things,
rankings will follow, weshould not do things
right just for the sake ofrankings

2025
Lets achieve it together!

Thank you