ABSTRACT
Following an explanation of the aim of the book which looks at staff management interaction experiences and behaviour, the Introduction suggests an approach to the use of the terms management and leadership, as generally used by university employees. Some of the published similarities, differences, overlapping elements and reasons for the use of the two terms are reviewed as is the way the terms will be treated in the following chapters. In order to further place the subject matter into context, and underline the elements of management with which the book is concerned, the various general and historical management ‘isms’ and, depending on your point of view, trends or strategic approaches adopted in universities, are briefly discussed. Thus, the practices of new public management, neoliberalism, managerialism, leaderism, micromanagement and collegiality are briefly introduced along with some more interesting critical comments from various academic and management thinkers. Critical management studies and systems management are touched on from a ‘user’s point of view, in terms of their relevance to the book’s focus.
The Introduction then introduces some of the areas to be discussed by showcasing some academics personal views, recognised management thinkers, psychology and HR study reports and observations on key themes related to the manager qualities, dispositions and behaviours which will bring benefits to staff in HE. The reader is, therefore, guided away from the sometimes dry, over-scholarly descriptions of different forms of governance and encouraged by more useful and practical considerations, such as the creation of the best motivational climate and culture and why leadership/management can benefit from being more supportive.
