There is an expectation from leaders in many situations, that they will do a lot of leading-in other words, micro-manage their subordinates' work from A to Z. In an academic institution though (and perhaps in other places which are full of professionals who have entered the profession with a will to do well), less is more. The major difference between an academic job and many others is that people here resent being told what to do and how to do it. Most are here for the autonomy to decide what they want to spend time on, and how to do it too. Mentorship for young faculty who want it is an exception to this.
To quote a former IIT director, your best bet is to hire the best people (faculty) you can, and leave them alone, and hope they will perform. This may be the best way to nurture the crazy set of autonomy-loving professionals.
Of course, this does not work with the non-teaching staff, who may need directions AND control. So, it is horses for courses, depending on the kind of subordinates you have. Contingency theory of leadership, anyone?
To quote a former IIT director, your best bet is to hire the best people (faculty) you can, and leave them alone, and hope they will perform. This may be the best way to nurture the crazy set of autonomy-loving professionals.
Of course, this does not work with the non-teaching staff, who may need directions AND control. So, it is horses for courses, depending on the kind of subordinates you have. Contingency theory of leadership, anyone?
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