WOMEN’ LEADERSHIP

IN

HIGHER EDUCATION

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Prof.Dr. Vesselin Blagoev

University of Management,

Varna

WOMEN’ LEADERSHIP

IN

HIGHER EDUCATION

Prof.Dr. Vesselin Blagoev

University of Management,

Varna

Main points

Leadership defined

Leadership vs Management

Main theories of leadership

The Big 5 factors (personal traits)

The Bulgarian perspective

Women as leaders in HE25/09/2015 3

LEADERSHIP

DEFINED

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Leadership

The largest study of differences in

perceptions of positive and negative

leadership attributes has been executed by

Project GLOBE (House, Hanges, Mansour,

Dorfman, & Gupta, 2004).

GLOBE defined leadership as an "ability to

influence, motivate, and enable others

to contribute to success of their

organization" (Hanges, & Dickson, 2004, p. 127).

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Leadership

Leadership is the process of

influencing others to understand

and agree about what needs to

be done and how to do it, and the

process of facilitating individual

and collective efforts to

accomplish shared objectives

(Yukl, 2013, p.23)7

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MANAGEMENT vs

LEADERSHIP

Mgmt vs Leadership

Academic controversies as to how exactly

leadership should be defined (Dorfman, Hanges,

& Brodbeck, 2004), or whether leadership can be

distinguished from management.

It is clear that both concepts refer to

relationships between supervisors and

subordinates, and that the quality of

these relationships is an essential

attribute of a successful organization. 9

Leadership vs Mgmt

The leadership style can affect

subordinates' job satisfaction (Kim,

2002; Kushell, & Newton, 1986; Morrison, Jones, &

Fuller, 1997; Pool, 1997; Wilkinson and Wagner, 1993;

Minkov & Blagoev, 2012) and some types of

leadership can result in discontent(De Cremer, 2003).

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Managers vs Leaders

Managers are people who do things right and leaders are people who do the right thing (Bennis, 1985).

The difference may be summarized as activities of vision and judgment —effectiveness —versus activities of mastering routines — efficiency.

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Distinction

A Manager A Leader

Administers Innovates

Maintains Develops

Focuses on systems and

structure

Focuses on people and

emotions

Controls systems and people Inspires people

Accepts the way things are Challenges the way things are

Has a short-range view Has a long-range perspective

Manages tasks Leads people

12Bennis (1985)

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THE LEADERS

Leaders – common areas

Bennis and Nanus (1985) research identified four commons in the Leaders:

Attention through vision - all had an agenda, an intense vision and commitment which drew others in. The leaders also gave much attention to other people.

Meaning through communication - all had an ability to communicate their vision and bring it to life for others, sometimes using drawings or models as well as metaphor and analogy.

Trust through positioning - through establishing the position with a set of actions to implement the vision, and staying the course, the leaders established trust.

The deployment of self through positive

self-regard all had a strong ability to present their vision and agenda in a way which is considered a strong evidence of the qualities of the leader and a motive to follow him/her. Related to emotional wisdom/stability/neuroticism. 14

Leadership Frameworks

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TRAITSEmphasis on personal

characteristics

STYLES

Emphasis on behaviours of

leaders including their style

of leadership

CONTINGENCIES

Emphasis on the leader in

the context or situation in

which he or she leads

TRAITS: THE BIG FIVE FACTORS and their

constituent traits can be summarized as OCEAN:

OPENNESS TO EXPERIENCE (inventive/curious

vs. consistent/cautious). Appreciation for art,

emotion, adventure, unusual ideas, curiosity, and

variety of experience.

CONSCIENTIOUSNESS (efficient/organized vs.

easy-going/careless). A tendency to show self-

discipline, planned rather than spontaneous

behavior.

EXTRAVERSION (outgoing/energetic vs.

solitary/reserved). Energy, positive emotions, and

the tendency to seek stimulation in the company of

others. 16

AGREEABLENESS – (friendly/compassionate vs.

cold/unkind). A tendency to be compassionate and

cooperative rather than suspicious and antagonistic

towards others.

NEUROTICISM – (sensitive/nervous vs.

secure/confident). A tendency to experience

unpleasant emotions easily, such as anger, anxiety,

depression, or vulnerability.

McCrae, R.R. & John, O.P. (1992) An Introduction to the Five-

Factor Model and Its Applications, J Pers., Jun;60(2):175-215.17

TRAITS: THE BIG FIVE FACTORS and their

constituent traits can be summarized as OCEAN:

THE IDEAL LEADER

Bulgarian perspective

Minkov & Blagoev (2012):

A sample of 916 respondents, including: Managers ……………………………………………. 194

Employees without supervisory functions .. 235

Blue color workers ……………………………….. 407

Other (did not specify their functions)……. 80

Men 384 + Women 472 + Non disclosed 60

Employed in various sectors, such as manufacturing, tourism, finance, state administration, commerce, etc.

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THE BULGARIAN STUDY:

The Main 5 factors for IDEAL LEADER

Cooperation, cohesion and unity: ability to a create harmonious team

Knowledgeable

Clear communications

Creating order and planning for the future

Friendly vs Hostile

Virtuousness

Optimism25/09/2015 19

THE IDEAL LEADER

The next 6 factors

Improvement oriented

Result oriented

Perfectionist

Bureaucratic

Close control

Hierarchical

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Minkov & Blagoev (2012)Table 1. Factor loadings for 19 leadership items

factor 1 factor 2 factor 3 factor 4 factor 5

Cooperative .70 .17 -.13 .10 .15

Unites people .69 -.03 -.10 .26 .19

Well-informed .64 .26 -.10 -.10 .07

Explains clearly .64 .27 -.08 .21 .07

Creates cohesion .63 .08 -.25 .32 .15

Promotes teamwork .58 .18 -.06 .07 .14

Organized .14 .72 -.16 .09 .09

Creates order (item 2) .14 .69 -.07 .11 .13

Shows foresight (item 3) .13 .66 -.07 .08 .12

Capable planner (item 7) .30 .58 -.02 .11 .21

Irritable (item 31) -.10 -.04 .87 -.06 -.10

Vindictive (item 30) -.14 -.06 .80 -.21 -.06

Hostile (item 29) -.20 -.26 .69 -.14 -.13

Honest (item 26) .09 .11 -.06 .84 .13

Fair (item 27) .27 .15 -.23 .74 .08

Trustworthy (28) .19 .25 -.29 .50 .20

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THE IDEAL LEADER

Main 5 factors

Resemblance to the Big 5, or 6 (+ honesty),

i.e. create harmonious relationships with team

members is indicative of agreeableness

(Fincham, & Rhodes, 1999), Orderliness is clearly a

facet of conscientiousness, whereas hostility

and irritability are prominent facets of

neuroticism. Optimism reflects extraversion

(Boland, & Cappeliez, 1997; Marshall, Wortman,

Kursulas, Hervig, & Vickers, 1992)25/09/2015 22

EMOTIONAL WISDOM: 5 skills

Positive self-regard is related to 'emotional

wisdom', and five key skills in emotional wisdom

are given as the abilities to:

Accept others as they are

Approach things in terms of only the present

Treat others, even familiar contacts, with

courteous attention

Trust others, even where the risk seems high

Do without constant approval and

recognition.

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Failure as Learning experience

Bennis and Nanus (1985)

underline one key characteristic

of the leaders - their way of

responding to failure as a

learning experience.

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CONTINGENCY

THEORIES OF

LEADERSHIP

Contingency theoriesof Leadership

Fiedler Contingency Model: Favorability of leadership situation

Hersey & Blanchard’s Situational Theory (Maturity of followers)

Vroom & Yetton: Leader-Participation (Quality and acceptance of leader’s decisions)

House and Dressler: Path-goal theory Leader-Member Exchange Theory

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Leadership Contingency theories

LEADER-PARTICIPATION MODEL

Vroom & Yetton: 5 main management decision styles:

AUTOCRATIC A.1: Leader solves/makes decisions alone

A.2: Leader gets information from subordinates but makes the decisions alone

CONSULTATIVE C.1: problem is shared individually with relevant

subordinates. Then Leader makes the decision

C.2: problem is shared with subordinates as a group, then Leader makes the decision

GROUP – the problem is shared with sub as a group. The Leader acts as Chair, not as advocate. All make the decision

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Six Leadership Styles

‘An array of clubs in a golf pro’s bag’ (Goleman, 2000)

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Style In practice In a phrase Competencies

Coercive Demands

compliance

‘Do what I tell you’ Drive to achieve,

self control

Authoritative Mobilizes people ‘Come with me’ Self-confidence,

change catalyst

Affiliative Creates harmony ‘People come first’ Empathy,

communication

Democratic Forges

consensus

‘What do you think’ Collaboration,

teambuilding

Pacesetting Sets high

standards

‘Do as I do, now’ Initiative, drive to

achieve

Coaching Develop people ‘Try this’ Empathy, self-

awareness

Apply the best

leadership styles

Use different leadership styles, but make sure we apply that/those which match the cultural specifics.

I would speculate that Henri Fayol mgmt model matches better the Russian, Belarussian, Ukrainian, Armenian, Georgian, and Bulgarian cultures than HR theories, i.e. Elton Mayo

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Leaders’ styles

(Goleman, 2000)

‘An array of clubs

in a golf pro’s bag’

WOMENS’

LEADERSHIP IN

HIGHER

SEDUCATION

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WHY SOME FEMALE VEGANS

ARE SO UNFRIENDLY?

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THERE IS ALWAYS A CHANCE FOR THE

MALE UNIVERSITY ADMINISTRATOR

LEADING THROUGH

BUILDING

RELATIONSHIPS

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Кошка, ласковая...

Managers with a strongly masculine orientation, for whom achievement is considerably more important than harmonious relationships, may be perceived as cold and insensitive and would run a serious risk of alienating their subordinates.

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Marilyn Monroe as Norma Baker

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On the other hand, employees for whom relationships are more important than goals can be perceived by strongly goal-oriented managers as lacking ambition and a real interest in the company's affairs despite their potential to deliver good results under appropriate management.

LEADING THROUGH

RELEVANT

COMMUNICATIONS

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I sent a text to my man:

Darling, find the bag

with potatoes, peel

half of them, and put

them to boil, please!

And … this is the result.

Improve the

communications!

GOLDEN HINTS

Use standard sentences with a clear

beginning and end.

State the goal, if possible – in a numeric

format

State the control parameters and the due

date

While doing so…

…. …smile gently

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CHARISMATIC LEADERS

Charismatic leadership is most strongly endorsed in some Latin American countries and the United States, least strongly in France and in parts of the Middle East

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LEADING THROUGH

MOTIVATION

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The best university management model

ROLES or

PERCEPTIONS

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FRENCH VIEW

ON DUTCH UNIVERSITY MANAGEMENT25/09/2015 48

We came to a consensus

how to manage

After the discussion how to manage the university…

but…I am the dean…

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Jack WELCH

Jack Welch, former chief executive of General

Electric, and Akio Morita, the late founder and

president of Sony. Welch was proud of a human

resource management system that required the

heads of the company's different businesses to

rank all their managers each year and lay off the

lowest 10 percent, regardless of the business's

performance in absolute figures (Welch & Byrne, 2001,

quoted in Fortune, Sept. 17, 2001). Although this

approach may seem too tough even in the United

States, it worked.25/09/2015 50

Akio MORITA

Once Akio Morita complained to some American

colleagues about an exasperating employee and

admitted he did not know what to do with him. The

Americans looked at him as if he was "slow-witted"

and advised him to fire the useless person. "I was

stunned by the idea", Morita wrote, "I had never

fired anybody and even in this case it had never

crossed my mind. But to solve the problem by firing

a man was the American system" (Morita, Reingold, &

Shimomura, 1986, quoted in Hampden-Turner & Trompenaars,

1996, p. 175). 25/09/2015 51

What to do if the colleague

sits on the eggs?

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LADY-LEADER

AT THE

UNIVERSITY

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THE IDEAL LEADER

Main 5 factors

Cooperation, cohesion and unity: ability to a create harmonious team

Knowledgeable

Clear communications

Creating order and planning for the future

Friendly vs Hostile

Virtuousness

Optimism25/09/2015 55

virtuousnessvirtuousness

56

10x

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Global: Practical Applications and Recommendations for HR and OD Professionals in the

Global Workplace, ed. by Lundby, K.(2010), Jossey-Bass, p.22-40.

Blagoev, V. (2014). The New Marketing, Zangador Publishing, Varna

De Mooij, M. (2010). Global Marketing and Advertising, Understanding Cultural

Paradoxes, Sage, p.102.

Hofstede, G., Hofstede, G.J. & Minkov, M. (2010). Cultures and Organizations: Software

of the Mind, (3rd ed), McGraw-Hill

Inglehart, R. & Welzel, Ch. (2010). "Changing Mass Priorities: The Link Between

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554.

Minkov, M. (2007). What Makes us Different and Similar, Klasika Stil.

Minkov, M., Blagoev, V. & Hofstede, G.(2013). The Boundaries of Culture: Do Questions

about Societal Norms Reveal Cultural Differences?, Journal of Cross-Cultural Psychology

(2013) 44, p.1100

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List of sources

Minkov, M., Blagoev, V. & Bond, M. (2015). Improving research in the emerging field

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