Management Behaviours in Higher Education: Lessons from Education, Business and Sport

by David Dunbar

Overview

Management Behaviours in Higher Education explores the traits and behaviours of higher education leaders that are associated with staff management. It sets out beneficial management qualities and techniques which can be applied and suggests the need for a behavioural standard for senior managers in universities.

The book showcases the importance of creating a supportive motivational climate and culture for greater psychological security in higher education. It proposes the idea of an agreed behavioural framework for those in and being considered for staff management positions to provide an improved motivational climate. Chapters evaluate current business management practice and human resources advice and compare these to research evidence on the management of higher education staff.

This book will be of great interest for academics, researchers and postgraduate students engaged in the study of higher education, educational leadership and management studies. It will also appeal to those interested in business studies and the suggested parallel role/topic of sports coaching/or similar.

Product Details

ISBN-13:	9780367561239
Publisher:	Taylor & Francis
Publication date:	08/29/2022
Series:	Routledge Research in Higher Education
Pages:	228
Product dimensions:	6.12(w) x 9.19(h) x (d)

About the Author

David Dunbar is an independent scholar and published author in the areas of higher education leadership and management.

Table of Contents

Preface viii

Acknowledgments x

Introduction 1

Focus and aims 1

University leadership vs. management 3

'Isms' and other practices 5

Introduction to themes and chapter content 16

A note on climate and culture 26

References 29

1 Management distinctiveness and limitations 32

HE's organisational distinctiveness 32

Management limitations 35

School management studies perspective 43

References 48

2 Tensions 52

The role of academic managers and academics' frustrations with management quality and performance 53

The competitive nature of academia 57

Engagement and value 58

Ego, intimidation and intelligence 61

References 64

3 Employee expectations 66

Staff motivation, expectations and performance 67

The constructs of 'value' and 'engagement' 69

Expectations of trust in, and motivation from, the management structure 72

Self-determination and critical management studies 75

References 77

4 A brief look at manager styles and traits 79

Some leader/manager style study results 80

Enthusiasm, engagement and contentment 83

Business and education coaching pointers 86

References 91

5 Basic manager qualities 93

Personal qualifications and qualities 93

What other qualities are required? 94

Does recruitment documentation represent these important elements of HE leadership? 98

The supportive environment 101

The complexities of teams 102

A final point 105

References 106

6 Dispositions and talents 109

Leadership assumptions, follow (er)ship and trust 110

Listening, transparency and humility 112

Integrity and social intelligence 114

What impact do character dispositions and talents have on staff and productivity? 115

What do surveys tell us and do they provide a reliable picture? 116

References 120

7 Management manners 123

Manners, staff expectations and concerns 124

Clear, open and honest communication 126

Communicative, consistent management and job satisfaction 129

Further evidence 132

References 136

8 Beneficial staff management techniques 139

General and corporate responsibilities 139

Encouraging behaviours to avoid rivalry and support decision-making, staff engagement and recognition 144

Mentoring 149

Negotiation, intelligence and dealing with conflict and intimidatory behaviour 150

Some final thoughts 157

References 162

9 Management lessons from sports coaching 164

What do sports couches do and what do sports' studies advocate in terms of coach practice, motivation and performance? 165

What are the benefits of these supportive motivational climates and self-determination? 167

What are considered negative coaching behaviours and the likely outcomes? 169

Experience of elite coaches 169

Does this coaching behaviour have resonance with HE and general staff leadership and management-practice study results? 172

References 177

10 Working towards a minimum management behavioural standard 180

Why we need to consider improving the standard of managerial behaviour 180

Some sticky person-management issues to overcome 183

What else is required? 188

Enthusiasm and mobilising commitment 189

Creating a psychologically secure environment/culture 190

A few comments on management training 196

A behavioural standard 201

References 203

Index 207