Skip to main content
SpringerLink
Log in

Higher Education Leadership and Management: From Conflict to Interdependence through Strategic Planning

  • Published:
Tertiary Education and Management Aims and scope Submit manuscript

Abstract

Institutional leadership and management are two entirely different, yet intimately intertwined, aspects of the overall effective functioning of a higher education institution (HEI). This paper is intended to (1) define and differentiate between the two concepts, (2) critically discuss their importance and vital interdependence, (3) discuss circumstances that can create conflict or compatibility between these concepts, (4) critically examine models of strategic planning and suggest a better approach to this process, and (5) offer suggestions for the improvement of both leadership and management in the context of co-existence within a redefined strategic planning environment.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • J. Adair (1986) Teambuilding Gower/Aldershot London

    Google Scholar 

  • D. Ager (1973) The Nature of the Stratigraphical Record Macmillan London

    Google Scholar 

  • D. Anderson R. Johnson B. Milligan (1999) Strategic Planning in Australian Universities Evaluations and Investigations Programme, Higher Education Division, Dept. of Education, Training and Youth Affairs Australia

    Google Scholar 

  • W.J. Austin (2002) Strategic Planning for Smart Leadership New Forums Press Stillwater, OK

    Google Scholar 

  • J.V. Baldridge (1983) Organizational Characteristics of Colleges and Universities Baldrige Deal (Eds) The Dynamics of Organizational Change in Education McCutchan Berkeley

    Google Scholar 

  • Ball, R. (2001). Strategic Planning in British Universities – Then and Now. Paper presented at the 23rd Annual EAIR Forum, University of Porto, Portugal.

  • C. Bargh J. Bocock P. Scott D. Smith (2000) University Leadership: The Role of the Chief Executive Society for Research into Higher Education and Open University Press Buckingham, UK

    Google Scholar 

  • W. Bennis B. Nanus (1985) Leaders Harper & Row New York

    Google Scholar 

  • E.M. Bensimon (1989) ArticleTitleThe Meaning of Good Presidential Leadership: A Frame Analysis The Review of Higher Education 12, 107–123

    Google Scholar 

  • E.M. Bensimon A. Neumann (1993) Redesigning Collegiate Leadership: Teams and Teamwork in Higher Education The Johns Hopkins University Press Baltimore

    Google Scholar 

  • W.H. Bergquist (1992) The Four Cultures of the Academy: Insights and Strategies for Improving Leadership in Collegiate Organizations Jossey-Bass San Francisco

    Google Scholar 

  • R. Birnbaum (1988) How Colleges Work Jossey-Bass San Francisco

    Google Scholar 

  • R. Birnbaum (1992) How Academic Leadership Works: Understanding Success and Failure in the College Presidency Jossey-Bass San Francisco

    Google Scholar 

  • R. Birnbaum (2001) Management Fads in Higher Education: What They Do and Why They Fail Jossey-Bass San Francisco

    Google Scholar 

  • L. Bolman T. Deal (1997) Reframing Organizations: Artistry, Choice and Leadership Jossey-Bass San Francisco

    Google Scholar 

  • J.M. Bryson F.K. Alston (1996) Creating and Implementing Your Strategic Plan: A Workbook for Public and Non-profit Organizations Jossey-Bass San Francisco

    Google Scholar 

  • B. Clark (1998) Creating Entrepreneurial Universities: Organizational Pathways of Transformation IAU Press/Pergamon Oxford

    Google Scholar 

  • Burton Clark (2003) ArticleTitleSustaining Change in Universities: Continuities in Case Studies and Concepts Tertiary Education and Management 9 99–116 Occurrence Handle10.1023/A:1023538118918

    Article  Google Scholar 

  • M.D. Cohen J.G. March (1983) Leadership and Ambiguity: The American College President EditionNumber2 Mc-Graw Hill New York

    Google Scholar 

  • T. Conway S. Mackay D. Yorke (1994) ArticleTitleStrategic Planning in Higher Education: Who are the Customers? International Journal of Educational Management 8, 29–36

    Google Scholar 

  • Cope, R. (1987). Opportunity from Strength: Strategic Planning Clarified with Case Examples. ASHE-ERIC Higher Education Reports (Report No. 8). Washington, D.C.: American Association of Higher Education.

  • F. David (1996) Strategic Management Prentice Hall International Englewood Cliffs, NJ

    Google Scholar 

  • M.J. Dooris (2003) ArticleTitleTwo Decades of Strategic Planning Planning for Higher Education 31, 26–32

    Google Scholar 

  • J. Fisher M. Tack K. Wheeler (1988) The Effective College President American Council on Education and Macmillan New York

    Google Scholar 

  • Gayle, D., Bhoendradatt, T. & White, A.Q. (2003). Governance in the Twenty-First Century University. ASHE-ERIC Higher Education Report, 30:1.

  • L.D. Goodstein T.M. Nolan J.W. Pfeiffer (1993) Applied Strategic Planning: A Comprehensive Guide McGraw-Hill Inc New York

    Google Scholar 

  • G. Hamel C.K. Prahalad (1994) Competing for the Future Harvard School Press Boston

    Google Scholar 

  • F. Hayward D. Ncayiyana (2003) Strategic Planning: A Guide for Higher Education Institutions Centre for Higher Education Transformation South Africa

    Google Scholar 

  • L. Heracleous (1998) ArticleTitleStrategic Thinking or Strategic Planning Long Range Planning 31, 481–487 Occurrence Handle10.1016/S0024-6301(98)80015-0

    Article  Google Scholar 

  • C.M. Hunt K.W. Oosting R. Stevens D. Loudon R.H. Migliore (1997) Strategic Planning for Private Higher Education Haworth Press Binghamton, NY

    Google Scholar 

  • R. Kaufman J. Herman (1991) Strategic Planning in Education: Rethinking, Restructuring, Revitalizing Technomic Publishing Company Lancaster, PA

    Google Scholar 

  • G. Keller (1983) Academic Strategy: The Management Revolution in American Higher Education Johns Hopkins University Press Baltimore, MD

    Google Scholar 

  • G. Keller (1993) ArticleTitleStrategic Planning and Management in a Competitive Environment New Directions for Institutional Research 77 9–16

    Google Scholar 

  • K. Klein A. Conn J. Sorra (2001) ArticleTitleImplementing Computerized Technology: An Organizational Analysis Journal of Applied Psychology 86 811–824 Occurrence Handle10.1037/0021-9010.86.5.811

    Article  Google Scholar 

  • S. Kozlowski S. Gully E. Salas A. Cannon-Bowers (1996) Team Leadership and Development: Theory, Principles, and Guidelines for Training Leaders and Teams M. Beyerlein D. Johnson S. Beyerlein (Eds) Interdisciplinary Studies of Work Teams: Vol. III JAI Press Greenwich, CT

    Google Scholar 

  • Kozlowski, S., Watola, D., Nowakowski, J., Kim, B. & Botero, I. (2004). A Functional Theory of Dynamic and Adaptive Leadership, In Kozlowski, S. (Chair), An Exploration of the Dynamics of Functional Adaptive Leadership. Symposium at the Conference of the Society for Industrial and Organizational Psychology. Chicago.

  • Lanham, R. (2003). An Introduction to the ‘Competition’ Axis, Vision 2010, Retrieved at http://www.vision2010.com.

  • I. Larsen (2003) Departmental Leadership in Norwegian Universities – In Between Two Models of Governance? A. Amaral V.L. Meek I. Larsen (Eds) The Higher Education Managerial Revolution? Kluwer Academic Publishers Dortrecht, NE

    Google Scholar 

  • Larsen, I. & Langfeldt, L. (2003). Profiling Comprehensiveness? Strategy Formulation and Effects of Strategic Programmes at Traditional Universities. Paper presented at the 16th CHER Conference, Porto.

  • J. Liedtka (1998) ArticleTitleLinking Strategic Thinking with Strategic Planning Strategy and Leadership 26 30–36

    Google Scholar 

  • J. Lumby (1999) ArticleTitleStrategic Planning in Further Education: The Business of Values Educational Management & Administration 27 71–83 Occurrence Handle10.1177/0263211X990271006

    Article  Google Scholar 

  • Machado, M.L., Taylor, J.S., Farhangmehr, M. & Wilkinson, R. (2005). Strategic Planning in Portuguese Higher Education Institutions, Planning for Higher Education 34(1), 29–39

  • Machado, M.L., Farhangmehr, M. & Taylor, J.S. (2004). The Dynamics of Strategic Planning in the Public and Private Portuguese Higher Education Institutions. Paper presented at the 17th Annual Conference of the Consortium of Higher Education Researchers, Enchede, NE.

  • M.L. Machado J.S. Taylor M. Farhangmehr (2004) ArticleTitleThe Status of Strategic Planning in Portuguese Higher Education Institutions: Trappings or Substance? Higher Education Policy 17 383–404 Occurrence Handle10.1057/palgrave.hep.8300064

    Article  Google Scholar 

  • Machado, M.L. & Taylor, J.S. (2004) Strategic Planning in Portuguese Higher Education: Strategic Positioning in the Knowledge Society. IMHE‐OECD Conference, Paris

  • McGregor, D. (1987). The Human Side of Enterprise. Penguin.

  • I. McNay (1997) Strategic Planning and Management for Higher Education in Central and Eastern Europe TEMPUS Budapest

    Google Scholar 

  • Meredith, M. (1985). Strategic Planning and Management: A Survey of Practices and Benefits in Higher Education. Paper presented at the 1985 Forum of the Association for Institutional Research, Portland, Oregon.

  • J.D. Millett (1989) Relating to Governance and Leadership P. Jedamus M. Peterson & Associates (Eds) Improving Academic Management Jossey-Bass San Francisco 495–510

    Google Scholar 

  • H. Mintzberg (1994) The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, and Planners The Free Press New York

    Google Scholar 

  • H. Mintzberg B. Ahistrand J. Lampel (1998) Strategy Safari: A Guided Tour through the Wilds of Strategic Management The Free Press New York

    Google Scholar 

  • Moore, J.W. (2001). Planning, Politics, and Presidential Leadership. In R. Rose (ed), Connecting the Dots...the Essence of Planning. Society for College and University Planning.

  • J.L. Morrison (1987) ArticleTitleEstablishing an Environmental Scanning System to Augment College and University Planning Planning in Higher Education 15 7–22

    Google Scholar 

  • J.L. Morrison (1999) Environmental Scanning M. Peterson (Eds) ASHE Reader on Planning and Institutional Research Pearson Custom Publishing Needham Heights, MA 608–618

    Google Scholar 

  • J.L. Morrison T. Mecca (1999) Managing Uncertainty: Environmental Analysis/Forecasting in Academic Planning M. Peterson (Eds) ASHE Reader on Planning and Institutional Research Pearson Custom Publishing Needham Heights, MA 319–343

    Google Scholar 

  • B. Nanus (1992) Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization Jossey-Bass San Francisco

    Google Scholar 

  • A. Neumann S. Larson (1997) Enhancing the Leadership Factor in Planning M. Peterson D. Dill L. Mets & Associates (Eds) Planning and Management for a Changing Environment Jossey-Bass San Francisco

    Google Scholar 

  • Y. Neumann E. Neumann (2000) ArticleTitleThe President and the College Bottom Line: The Role of Strategic Leadership Styles Library Consortium Management 2 97–112 Occurrence Handle10.1108/14662760010355338

    Article  Google Scholar 

  • D.M. Norris N.L. Poulton (1991) A Guide for New Planners The Society for College and University Planning Ann Arbor, MI

    Google Scholar 

  • M. Peterson (1995) Images of University Structure, Governance and Leadership: Adaptive Strategies for the New Environment D. Dill B. Sporn (Eds) Emerging Patterns of Social Demand and University Reform: Through a Glass Darkly IAU Press/Pergamon Paris 140–158

    Google Scholar 

  • Peterson, M. (1992). Contextual Planning: The Challenge of the 21st Century. Paper presented at the EAIR Annual Forum, Brussels, Belgium.

  • M. Peterson (1999) Using Contextual Planning to Transform Institutions M. Peterson (Eds) ASHE Reader on Planning and Institutional Research Pearson Custom Publishing Needham Heights, MA 127–157

    Google Scholar 

  • Peterson, M.W. (2004). The Emerging Entrepreneurial University in the Knowledge Industry: Institutional Planning and Management in the 21st Century, Invited presentation at the University of Aveiro, Aveiro, Portugal.

  • M. Peterson L. Mets (1987) An Evolutionary Perspective on Academic Governance, Management, and Leadership M. Peterson (Eds) Key Resources on Higher Education Governance, Management and Leadership Jossey-Bass San Francisco 1–20

    Google Scholar 

  • A. Rothenburg (1979) The Emerging Godess University of Chicago Press Chicago

    Google Scholar 

  • D. Rowley H. Sherman (2002) ArticleTitleImplementing the Strategic Plan Planning for Higher Education 30 5–14

    Google Scholar 

  • F. Schmidtlein (1990) ArticleTitleResponding to Diverse Institutional Issues: Adapting Strategic Planning Concepts New Directions for Institutional Research 67 83–93

    Google Scholar 

  • Schmidtlein, F. & Milton, T. (eds) (1990). Adapting Strategic Planning to Campus Realities. San Francisco: Jossey-Bass.

  • R. Stacey (1992) Managing the Unknowable Jossey-Bass San Francisco

    Google Scholar 

  • P. Tabatoni A. Barblan (1998) Principles and Practice of Strategic Management in Universities. Volume 1-Principles Association of European Universities (June) Genéve

    Google Scholar 

  • Taffinder, P. (1995). The New Leaders: Achieving Corporate Transformation Through Dynamic Leadership. Kogan Page.

  • J. Taylor A. Miroiu (2002) Policy-Making, Strategic Planning and Management of Higher Education Papers on Higher Education/UNESCO–CEPES Bucharest

    Google Scholar 

  • F.A. Vught Particlevan (1988) ArticleTitleA New Autonomy in European Higher Education? An Exploratory Analysis of the Strategy of Self-Regulation in Higher Education Governance International Journal of Institutional Management in Higher Education 12 16–26

    Google Scholar 

  • F.A. Vught Particlevan (2000) ArticleTitleInnovative Universities Tertiary Education and Management 5 347–354 Occurrence Handle10.1023/A:1018797415944

    Article  Google Scholar 

  • M. Waldrop (1993) Complexity: The Emerging Science at the Edge of Order and Chaos Simon and Schuster New York

    Google Scholar 

  • Watson, C. (1983). Leadership, Management and the Seven Keys. Business Horizons 8–13

  • World Conference on Higher Education (1998). World Declaration on Higher Education for the Twenty-first Century: Vision and Action. UNESCO.

  • F. Yammarino F. Dansereau (2001) A Multiple-Level Approach for Understanding the Nature of Leadership Studies S. Outcalt K. Faris K. McMahon (Eds) Developing Non-Hierarchical Leadership on Campus: Case Studies and Best Practices in Higher Education Greenwood Press Westport CT

    Google Scholar 

  • S. Young (1981) ArticleTitleSome Dimensions of Strategic Planning for Higher Education Planning for Higher Education 9 1–7

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Center for Research on Higher Education Policy (CIPES), University of Aveiro, Rua 1 de Dezembro, 399, 4450-227, Matosinhos, Portugal

    James Taylor & Maria De Lourdes Machado

Authors
  1. James Taylor
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Maria De Lourdes Machado
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to James Taylor.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Taylor, J., Machado, M.D.L. Higher Education Leadership and Management: From Conflict to Interdependence through Strategic Planning. Tert Educ Manag 12, 137–160 (2006). https://doi.org/10.1007/s11233-006-0003-3

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11233-006-0003-3

Keywords

Search

Navigation