Leading Versus Dominating: Critical Issues in Developing 21st Century Institutional Managers
| dc.contributor.author | Adeyanju, J. | |
| dc.date.accessioned | 2019-10-22T08:45:03Z | |
| dc.date.available | 2019-10-22T08:45:03Z | |
| dc.date.issued | 2015-12-02 | |
| dc.description | Staff publications | en_US |
| dc.description.abstract | This article addresses the issue of how institutional managers can lead their subordinates effectively without dominating or infringing on their fundamental rights, with particular reference to educational institutions. Institutional managers of the previous century were instructional leaders exercising firm control by setting goals, maintaining discipline and evaluating results; today, there has been a paradigm shift. Managers are expected to be transformational by building teams, creating networks and paying attention to the concerns and developmental needs of individual followers. It is no longer new to observe that human society is dynamic and susceptible to changes. In recent times, human society has witnessed different changes in all spheres of life, which in turn have impacts on our educational, technological and socio-economic lives. Since human society is regulated by institutions and each institution is managed by people, it is obvious then that for human society to progress meaningfully, the managers of the various institutions must have significant and different leadership skills. These skills no doubt cannot be acquired by chance, they must be learned. There is the challenge of coping with the complex information technology that has rapidly compressed the whole world into a global village. Coupled with this is the challenge of managing the different maturity levels of subordinates in the various institutions. While some subordinates are able and willing to work, others are simply unable or unwilling to do so. Of serious concern is the issue of over-protection of subordinates with different constitutional rights, among which are international labour laws and fundamental human rights, among others. How then can 21st century institutional managers succeed in the context of these challenges? They must not only serve as role models for their followers but also have clear visions and encourage creativity among them. | en_US |
| dc.identifier.citation | Adeyanju, J. (2015). Leading versus dominating: Critical issues in developing 21st century managers. SIU Journal of Management, Vol.5 (2), 7 – 23. | en_US |
| dc.identifier.issn | 2229-0044 | |
| dc.identifier.uri | https://ir.unilag.edu.ng/handle/123456789/6428 | |
| dc.language.iso | en | en_US |
| dc.publisher | Shinawatra University, School of Management, Thailand | en_US |
| dc.relation.ispartofseries | SIU Journal of Management;Vol.5(2) | |
| dc.subject | Research Subject Categories::SOCIAL SCIENCES::Social sciences::Education | en_US |
| dc.subject | Dominating | en_US |
| dc.subject | Institutional managers | en_US |
| dc.subject | Leading | en_US |
| dc.subject | Maturity level | en_US |
| dc.title | Leading Versus Dominating: Critical Issues in Developing 21st Century Institutional Managers | en_US |
| dc.type | Article | en_US |