Shepherd or manager?
Reflections on leadership from the film ‘Conclave’
[Borders between the patio window and screen. Should I manage or shepherd him?]
I recently saw the movie Conclave while flying home on a trip. Fantastic film, beautiful, and very well done. There is a lot in it for one to think about and one of the most significant to me was the idea of being a manager vs a shepherd.
In the film, Cardinal Lawrence, wonderfully played by Ralph Fiennes and one of my favorite actors, is described as a manager rather than a shepherd by the previous pope. A manager because he is the dean of the conclave and one well skilled to oversee the process of choosing a new pope. This in contrast to his spiritual role and wish to be a shepherd—leader of the flock—part (or all) of the Church.
It’s frequently said that the best department head is one who doesn’t want to be department head—and probably the pope. Reason being the person isn’t taking the role for her or his own gain alone. We are all too familiar with situations of leadership where a person is gunning for a leadership position only because of what mark they could claim for themselves and what it will do for them personally—and not in the best interest of the organization.
Manager. Shepherd.
I frequently think about my decision to take this department head role I’m in. At some level a person needs to want it. That desire gets you over the hump to throw your hat in the ring. I had expressed interest in a leadership role of some kind early on to my then department head and in 2014, I was at a point in my career where I was somewhat tired of the research, projects were ending, and the situation presented itself. Taking this role seemed like a good step in my own growth and I felt I could do a reasonable job for the department—so I applied. Having the title and “power” of the position wasn’t forefront in my mind. Parts of the job that I knew I would need to do scared me and fortunately I’ve grown into them in various ways since, yet not losing my frequent anxious feeling. Probably normal for most of you.
What is a department head supposed to do? My role statement says “Department heads serve at the pleasure of their dean” with a primary responsibility of overseeing and managing a wide range of operations in their academic unit and participate in executive management of the college. So, a manager, and focus on what administration wants? Do this, keep that moving, approve this. Decide that. Keep the system going forward smoothly. Make decisions on tenure. Etc.
What about the needs of the faculty? Faculty generally want a person who leads them, reducing barriers to their work, helping them succeed as long as it’s the direction they want to go. We faculty have been educated and encouraged to be independent and don’t want to be told what to do, especially if it’s different than our personal goals and views of education, different than what we expect, and especially if its uncomfortable and new. Shepherding.
This dilemma—manager and shepherd--is the main reason a department head’s role is so difficult, like Cardinal Lawrence in the film.
The only answer to the dilemma for department heads is to do both, and good leadership in that role for the individual faculty and the organization depends on doing both. Using the shepherd analogy, can you tend the flock and challenge the flock to do better/different at the same time? Can I address the human needs of faculty to help them be most effective in their role (mentoring) and have them see the needs of students, meet the expectations our university and serve their stakeholders? My challenge is knowing when to direct with authority and when to guide with wisdom.
I have always been a rule follower; I tend not to push back hard against directives and important needs of the university—more of a manager in that way. However, I naturally lean towards the shepherd role. Faculty and staff look to me for guidance in their role, especially the many new faces in the department and asking questions like: How do I succeed in balancing research and teaching? What do I do in my professional association that benefits myself, my research, my teaching, my mentoring? I don’t just dictate to them what to do. I ask questions, I help them explore what they need to do to be successful and try to paint a realistic picture as well for the landscape they need to navigate. I feel that’s the way to be most effective in my role.
Some department heads are more of a manager and the academic system often promote that—do this and you will be successful—it’s the only and right way. I think managing in this way may be easier because it reduces the gray of situations presented to us. There are times I need to be more of a manager, especially in these times of large budget cuts. I need to do what is best for the unit, which means for the students now and in the future. Difficult, but remembering my north star helps.
No simple answers here but I hope this tension of being manger and shepherd gets the reflection going for you like it did for me. As Cardinal Benitez said to Cardinal Lawrence: “I think again of your sermon. I know what it is to exist... between the world's certainties.” While Cardinal Benitez is talking about the church, I feel this translates well to our higher education institutions. There, between those certainties of managing policy and budgets, merged with the human realities of shepherding faculty and students, lies the mystery of our role and the work we do.