| Description |
1 online resource (229 p.) |
| Series |
Routledge Research in Higher Education Ser |
|
Routledge Research in Higher Education Ser
|
| Contents |
Cover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Acknowledgments -- Introduction -- Focus and aims -- University leadership vs. management -- 'Isms' and other practices -- Introduction to themes and chapter content -- A note on climate and culture -- References -- Chapter 1: Management distinctiveness and limitations -- HE's organisational distinctiveness -- Management limitations -- School management studies perspective -- References -- Chapter 2: Tensions |
|
The role of academic managers and academics' frustrations with management quality and performance -- The competitive nature of academia -- Engagement and value -- Ego, intimidation and intelligence -- References -- Chapter 3: Employee expectations -- Staff motivation, expectations and performance -- The constructs of 'value' and 'engagement' -- Expectations of trust in, and motivation from, the management structure -- Self-determination and critical management studies -- References -- Chapter 4: A brief look at manager styles and traits -- Some leader/manager style study results |
|
Enthusiasm, engagement and contentment -- Business and education coaching pointers -- References -- Chapter 5: Basic manager qualities -- Personal qualifications and qualities (-distinctive attributes or characteristics) -- What other qualities are required? -- Does recruitment documentation represent these important elements of HE leadership? -- The supportive environment -- The complexities of teams -- A final point -- References -- Chapter 6: Dispositions and talents -- Leadership assumptions, follow(er)ship and trust -- Listening, transparency and humility -- Integrity and social intelligence |
|
What impact do character dispositions and talents have on staff and productivity? -- What do surveys tell us and do they provide a reliable picture? -- References -- Chapter 7: Management manners -- Manners, staff expectations and concerns -- Clear, open and honest communication -- Communicative, consistent management and job satisfaction -- Further evidence -- References -- Chapter 8: Beneficial staff management techniques -- General and corporate responsibilities -- Encouraging behaviours to avoid rivalry and support decision-making, staff engagement and recognition -- Mentoring |
|
Negotiation, intelligence and dealing with conflict and intimidatory behaviour -- Some final thoughts -- References -- Chapter 9: Management lessons from sports coaching -- What do sports coaches do and what do sports' studies advocate in terms of coach practice, motivation and performance? -- What are the benefits of these supportive motivational climates and self-determination? -- What are considered negative coaching behaviours and the likely outcomes? -- Experience of elite coaches |
| Notes |
Description based upon print version of record |
| Form |
Electronic book
|
| ISBN |
9781000342901 |
|
1000342905 |
|
