B2 Billings Kelly Spritzer

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Information about B2 Billings Kelly Spritzer

Published on February 4, 2008

Author: Paola

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The Dean’s Disease: Causes and Cures:  The Dean’s Disease: Causes and Cures Allan D. Spritzer East Tennessee State University Frederick J. Kelly Monmouth University C. David Billings University of Alabama in Huntsville AACSB International Deans Conference February 6-8, 2005 Orlando, Florida Slide2:  Session Outline Background and Introduction The Dean’s Disease: Symptoms and Causes Some Case Histories Observations and Reactions The Dean’s Disease: Possible Cures Conclusions Slide3:  Discovering the Disease (Spritzer) 18 Years as ETSU Dean A New Career as Former Dean and Professor Interest in the Management of Business Schools AACSB Program Sessions on Being The Dean The New Deans Seminar “Deans on Deaning” Video Career Life Cycle for Deans Slide4:  The Beginning The End Visionary Implementation Maintenance Neurotic Tendencies Suicidal Tendencies Career Life Cycle for Deans …and Other Top Administrators Slide5:  Key Question Why do some deanships last so much longer than others? Or, why are some deanships so much shorter than others? Slide6:  Some Answers Found In “Deans on Deaning” video interviews conducted with 28 successful deans Dean Dave Billings’ video comments Art Bedeian’s Academy of Management article, “The Dean’s Disease.” Slide7:  “This is a political appointment. The dean serves at the pleasure of a number of important stakeholder groups and staying in good communications with each of those stakeholder groups is an important component of being able to survive.” Slide8:  “It doesn’t hurt to go back and read Machiavelli.” Slide10:  Art Bedeian Internationally renowned scholar in the field of management Boyd Professor and the Ralph and Kacoo Olinde Distinguished Professor of Management at LSU Past President, the Academy of Management Past President, Foundation for Administrative Research Past President, Southern Management Association Past President, SE Institute for Decision Sciences Former Editor, Journal of Management Former Chair, LSU Department of Management Slide11:  What is “The Dean’s Disease?” Ask Art Slide13:  “The Dean’s Disease” – Key Points These observations describe a “certain subcategory of deans.” They do not apply to all deans but they do apply to many. The exercise of power changes deans’ view of themselves and others. With the flush of initial success that often accompanies new deans “honeymoon” period, they may develop a sense or superiority that makes it difficult for their faculty to communicate with them. If faculty want to stay in the inner circle, they will take care not to ruffle any decanal feathers and only communicate views that reflect the superiority of their dean’s ideas. Slide14:  “The Dean’s Disease” – Key Points (cont’d) Real dialog is no longer tolerated and up-and- coming deans seem to be more interested in maintaining a high profile than in discussing the basis for their decisions. Control over resources results in coercive and reward power leading to a closed inner circle of individuals (carbon copies) who tell the dean what he or she wishes to hear. A protective cocoon is created that shields out reality. Strategic praise from servile associates causes deans to believe that they are special. Slide15:  “The Dean’s Disease” – Key Points (cont’d) Unchallenged power brings psychic as well as material rewards to deans who wish to maintain this state of affairs. Commonly held values and norms are ignored when they interfere with the preservation of power. Believing that they are exempt from moral standards that apply to others allows deans to justify self-serving and self-interested actions as well as bending or disregarding of the truth. Direct reports are seen as objects of manipulation. If social contacts are minimized, it is easier to be callous about others’ needs and even exploit or drop them when they no longer serve a purpose. Slide16:  “The Dean’s Disease” – Key Points (cont’d) This may also explain acrimonious interpersonal relations between dean and faculty. Deans may fear the strength of their advisors and faculty who have high status owing to stature within their fields. This would especially be the case where deans have doubts about their own competence and are jealous of anyone seen as more able or prominent. In such instances there is a tendency among deans to surround themselves with acolytes who are non-threatening so as to protect their ego and position. The degree to which some deans devalue the worth of their faculties is no less harsh than the extent to which faculty question the integrity of deans. Slide17:  “The Dean’s Disease” – Danger Signs Faculty members begin to spend as much time away from their offices as possible. Attendance at college faculty meetings dwindles as formerly active faculty disengage. Selection and promotion procedures begin to reflect the dean's idiosyncrasies rather than a concern for overall academic qualifications. Unsystematic decision-making patterns begin to emerge. Morale collapses within a college as the dean loses the ability to lead because he or she has lost the respect of the faculty. The Dean’s Disease:  The Dean’s Disease February, 2005 Fred Kelly Monmouth University Slide19:  “Whatever the reason, the exercise of power is corrupting to all but the strongest soul.” Arthur G. Bedeian, (2002) “Whatever the reason, the exercise of power is corrupting to all but the strongest soul” Arthur G. Bedeian, (2002):  “Whatever the reason, the exercise of power is corrupting to all but the strongest soul” Arthur G. Bedeian, (2002) WHAT POWER? Budget It usually seems that 105% of the budget is committed before I get to see it Rank and Tenure Committees, committees, committees Schedules, Office Space, Etc. Tradition, Tradition, Tradition Slide21:  “We only have one committee in our school. It handles planning, budgeting, promotion, tenure, curricula matters… everything. The committee is made up of myself and the department chairs. If they don’t want what I want, I change the chair.” Anonymous Dean on accreditation visit, 1990 Fred Kelly A Peripatetic Dean:  Fred Kelly A Peripatetic Dean Six deanships in a 27 year period Shortest 3 years (twice) Longest 5 years (three times) Types of Deanships :  Types of Deanships Dean as Chairperson Dean as Administrator Dean as Manager Dean as Executive Autonomous Dean STAKEHOLDERS :  STAKEHOLDERS Students (Parents) Faculty Alumni Employers Advisory Board(s) Central Administration The University Competitors The Media FUNCTIONS:  FUNCTIONS Student Affairs Budgeting Fund Raising Policy Development Staffing Organization Conclusions :  Conclusions You can’t keep everyone happy Who you need to keep happy varies with the type of Deanship Some things are worth fighting over Others aren’t There are lots of Deanships out there No AACSB data available, but I believe Deans who move make more Final Word of Advice:  Final Word of Advice If you can, get a Deanship where some other Dean is being paid more than you are. Law, Medicine, Architecture. Not being on the 5 highest paid employees list is good. It seems to reduce the flack dramatically. The Dean’s Disease: Causes and Cures:  The Dean’s Disease: Causes and Cures C. David Billings The University of Alabama in Huntsville billind@email.uah.edu AACSB International Deans Conference February 7, 2005 Orlando, Florida Deanship is a process, not a position:  Deanship is a process, not a position Source: Adapted from E. P. Hollander, Leadership Dynamics (New York: Free Press, 1978). Personality Position Expertise, Etc. Values Norms Cohesiveness, Etc. Task Stress Environment, Etc. Dean Stakeholders Situation Deanship Billings, Dean’s Disease: Causes and Cures P. 2 Focus on Stakeholders:  Focus on Stakeholders Who are they? What are their needs? Billings, Dean’s Disease: Causes and Cures P. 3 Focus on Yourself (Work from the Inside Out):  Focus on Yourself (Work from the Inside Out) Character Traits Competencies Responsibility Model Behaviors & Principles of Leadership Billings, Dean’s Disease: Causes and Cures P. 4 Leadership Style:  Leadership Style Control Supervise Release Abandon Billings, Dean’s Disease: Causes and Cures P. 5 Arrogance: You don’t have a right to be the dean.:  Arrogance: You don’t have a right to be the dean. Expert Power Referent Power Legitimate Power Reward Power Coercive Power Source: Adapted from French, J., and B. H. Raven. “The Bases of Social Power.” Studies of Social Power (1959). Billings, Dean’s Disease: Causes and Cures P. 6 The Dark Side Traits:  The Dark Side Traits Argumentative Interpersonal Insensitivity Narcissism Fear of Failure Perfectionism Impulsivity Billings, Dean’s Disease: Causes and Cures P. 7 Self-Defeating Behaviors:  Self-Defeating Behaviors Procrastination Defensiveness Worrying Alienating Hostility Perfectionism Suspiciousness Overcommitted Overly Critical Rigidity Overcontrolling Inability to trust other Source: M. R. Cudney and R. E. Hardy, Self-Defeating Behaviors (1993). Billings, Dean’s Disease: Causes and Cures P. 8 Focus on the Situation:  Focus on the Situation Environment Resources History Work Factors People Organizational Factors Organizational Culture Adapted from David Nadler, and Michael Tushmum. Competing by Design: The Power of Organizational Architecture (1997). Billings, Dean’s Disease: Causes and Cures P. 9 Good-to-Great Leaders:  Good-to-Great Leaders Self-effacing, quiet, reserved Modest and willful Humble and fearless Paradoxical blend of personal humility and professional will More like Lincoln and Socrates than Patton or Caesar Source: Adapted from Jim Collins. Good To Great (2001). Billings, Dean’s Disease: Causes and Cures P. 10 Slide38:  “The Dean’s Disease” – Cures (Bedeian) Establish and maintain values. Unless they are perceived as having the highest values relating to integrity, honesty, fairness and selfishness, deans will lose their ability to function as leaders of the faculty. Encourage independent thought. It is important for those in power to promote a culture where disagreement is not only permissible, but is encouraged. Deans should be thrilled to be trumped by bright faculty. The dean should practice a leadership style that favors free discourse rather than tightly controlled discussion. Slide39:  “The Dean’s Disease” – Cures (cont’d) What distinguishes first class deans from dysfunctional deans is the ability not just to tolerate, but also to encourage dissenting ideas from a diverse group of faculty. Slide40:  The End spritzer@etsu.edu

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