The role of self-study in improving managerial and institutional effectiveness

Abstract

This paper reports the conceptual framework for, and the initial activities of, an institutional self-study at a school of management.

The general claim is that any administrator optimally exercises and balances four kinds of leadership, of which one kind is encouraging a continuing institutional self-study process. The argument is that contining self-study is necessary if any institution is to become increasingly effective over the long run (7–21 years).