UC-ANR LEADERSHIP & MANAGEMENT MATRIX
Shared Assumptions:
· To be most effective, both sets of skills (management and leadership) are needed.
· Leadership and management are polar descriptions, but in fact the two have overlapping functions and are interdependent.
· Leadership skills can be learned and developed (leaders aren’t “just born”).
· There are different ways to become and be an effective leader – leadership is developed in different ways and manifests itself through different personalities.
· Leadership is a process, not a position. Leadership is individual and contextual. It can be supported by, but not created by positional power.
· Leadership involves a convergence of leader, follower, and situation.
· Movement between leadership and “followership” is constant, depending on time, topic and task.
· Leadership is fundamentally a commitment to service – service is essential to fulfill the land-grant mission.
| DEFINITIONS | OUTCOMES | CHARACTERISTICS | SCOPE | INTERACTION | IMPETOUS | |
| LEADERSHIP | “The process-oriented, non-specific practices of challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart.” [2]Kouzes & Posner “The execution of those task-oriented duties that facilitate, support and direct the timely and efficient maintenance of operations.” | Systemic change, transformation, paradigm shifts, significant improvements or innovation, new and added value to or from the organization. “Determining what should be done.” “Getting it done, and done well.” Effective, efficient completion of work product, maintenance of operations with a focus on quality of product. | A critical thinker, a risk taker, a visionary. Innovative, courageous, creative, forward looking, open to change. A people-person, a team-builder, a continuous learner. Honest, dependable, competent, supportive, fair-minded, loyal, respectful, motivating, resilient, credible, values-driven. Efficient, detail oriented, good delegator, organized, persistent, administrative. | Focus is forward thinking and long-term. Strategic visioning and planning that require insight, complex choices and decision making, creating new order. Leader facilitates navigation to the end goal. Organizational focus, policy development and compliance; maintenance, support, and implementation of systems; incremental focused improvements. | Focus on motivating and inspiring leadership and potential building in others, creating an environment that fosters learning, collaboration, fluid teamwork and attracting high performers. Facilitating change that leads to something better. Team-work Focus on individuals and their work outcomes and performance; maintaining a productive work environment. | Self-directed, situational, serendipitous, moments requiring courage with uncertain outcomes. Response to need; voluntary. Calendars, directives, scheduling, customs, deadlines. |
| MANAGEMENT |
Word document: Leadership & Management Matrix
[1] Hammond, Klingborg, MacNeil (September 26, 2003). University of California Division of Agriculture & Natural Resources Leadership Development Oversight Committee. Adapted from matrix by The Leading Edge Consulting Group, http://www.leadingedge.net,
[2] Kouzes & Posner (1987). The Leadership Challenge, How to Get Extraordinary Things Done in Organizations. San Francisco: Jossey-Bass Publishers.