Conditions for Change: University Structures and ... · Conditions for Change: University...

Conditions for Change: University Structures and Leadership Practices from the Perspective of Organizational Sociology

UAS Spring Campus Berlin 2016Connecting Communities for Sustainability:

Do Universities Matter?

Management Workshop: From Vision to Commitment: Sustainable Campus Management

PD Dr. Bernd KleimannDeutsches Zentrum für Hochschul- und Wissenschaftsforschung –

German Centre for Research on Higher Education and Science Studies, Hannover, Germany

GZ KL 1344/2-1

2Fußzeilenbereich für Titel oder Datum

Content:

1. Universities as multiple hybrid organisations

2. The role of the president

3. Presidential leadership practices

4. Conclusion

Discourse: universities as „anomalous “, „singular“, „paradoxical“ or„incomplete“ organisations

Research literature: hybrid organisations as couplings of divergent rationalitiesor institutional logics (Cisielska 2010)

Claim: German universities as „muliple hybrids“: contradictions andinconsistencies concerning all decision premises Personnel / Membership: contradictory membership roles (professors as semi-

professionals; students as members, users, clients, customers) Programmes: conflict between research and education; massive increase of

universities‘s tasks; external and internal programmes; conditional programmes(administration) vs. goal programmes (education, research)

Communication channels: double hierarchy; strong position of the professoriate; evolution of ,Demobürokratien‘ (= new committees and bodies - Luhmann) fulfilling external expectations and providing legitimacy

Organisational culture(s): plurality of cultures (administration vs. academic sector; different status groups; scientific disciplines); university-specific decision culture(non-aggression-pacts; participation and consensus)

1. Universities as multiple hybrid organisations

School

Research Institute

Professional Org.

Public Administration

Company

On the one hand…

the presidents‘ position has been strengthened formally (Hüther 2010; Bogumil et al. 2013)

o Full-time position, prolonged terms of office etc.

o New and extended rights and competences to steer, control, and initiate processes and decisions (Hüther 2010)

On the other hand…

Stability of strong informal rules and expectations that foster collegiality, participatory claims, and non-aggression pacts

o Example: the presidents’ reservation regarding the concept of power in academia

„… it is a role thatcombines moderation, organisational design, and decision.“

2. The role(s) of the president: self-descriptions

Locomotion Integration

managerial

collegialSomeone whosettles disputes

Moderator

Initiator of change

BrokerMediator

Someone whointervenes

Some who- pushes developments- generates ideas- leads the way

ManagerDecision Maker

Catalyst

Moderniser‚Godfather‘

Someone who- takes responsibility- garners acceptance- cares

Politician

Conductor

Gardener

Physician

Enabler

Gatekeeper /Door Opener

Hochschul-ITInformationstechnologie in der Hochschulverwaltung

HochschulforschungStudium, Lehre, Forschung, Finanzierung

HochschulentwicklungBau, Bedarf, Ressourcen, Organisation

University Presidents as Wise Leaders?

The university president is…

„… leader, educator, creator, initiator, wielder of

power, pump; he is also officeholder, caretaker,

inheritor, consensus-seeker, persuader, bottleneck.

But he is mostly a mediator.” (Clark Kerr 2001 [1963], p. 27)

Structural homology between the university and the presidents’ position/role

Leadership Practices

Observation(gathering of information)

CommunicativeInfluence

ContextualGovernance

− direct

− indirect

− media-based

− combined

− actionalstimulating actions

− cognitionalpersuasive/argumentativeinfluence on beliefs

− emotionalInfluence on emotions andatmospheres

− relationalInfluence on social relationshipsand via networks

− representationalAsserting the university‘s iden-tity

− constellativeEstablishing informal commit-tees, think tanks etc.

− staff-relatedAppointment of professors

− proceduralIssuing formal regulations

− ressource-relatedMoney, time, personnel etc.

− reorganisationalChanging the universities‘ inter-nal structures

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

− direct

− indirect

− media-based

− combined

Identitätsprobleme deutscher Universitäten

Beobachtbarkeit

Autonomie/Heteronomie

Interne Steuerung

Zweckprogrammierung

Reputation und Status

Existenzgefährdung

Kulturelle Vielfalt (holografisch und idiografisch)

Orders based on formal competences/ membership rules. However, the presidents‘ formal power is restricted by limited competences, co-decision rights, and the power of informal influence potentials

Leadership through order is something,

„we do not want. I‘m far from telling a colleague what he has todo and what he should not do. This is only possible in times ofconflict, when there is no other way.“

Decisions against manifest resistance are conceived of as ,ultimaratio‘, i.e. they can be made only as exceptions and if they arecrucial to the university and if they are accepted at least by a partof the university‘s members.

3. Presidential leadership practices: actional practices

Actional Practices

Hochschul-ITInformationstechnologie in der Hochschulverwaltung

HochschulforschungStudium, Lehre, Forschung, Finanzierung

HochschulentwicklungBau, Bedarf, Ressourcen, Organisation

University Presidents as Wise Leaders?4. Conclusion

Presidential leadership of German universities today is located between twopoles: collegial waiver of decisions and managerial determination to decide.

In order to promote sustainability and to compensate for the lack of formal power, presidents have to resort to a broad range of leadership practices.

Contact:

PD Dr. Bernd KleimannDeutsches Zentrum für Hochschul- und Wissenschaftsforschung GmbH (German Centre for Research on Higher Education and Science Studies)

Lange Laube 1230159 Hannover

Germany

E-Mail: kleimann@dzhw.euwww.dzhw.eu

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