Leadership Styles OS608 November 1, 2006 Fisher

Agenda  Discuss aspects of leadership styles and approaches  Leadership analysis: Hewlett- Packard  Assignments for next week

What is an effective leader?  What outcomes are associated with effective leadership?  What behaviors are associated with effective leadership?  What personal characteristics are associated with effective leadership?

Characteristics related to leadership  Cognitive ability  Conscientiousness  Self-confidence  Ability to cope with stress  Physical fitness (in the military) Source: Atwater, L.E., Dionne, S.D., Avolio, B., Camobreco, J.F., & Lau, A.W. (1999). A longitudinal study of the leadership development process: Individual differences predicting leader effectiveness. Human Relations, 52(12,

Leadership Styles  Coercive  Authoritative  Affiliative  Democratic  Pacesetting  Coaching

What is the job of leadership?  “to inspire the organization to take responsibility for creating a better future” (Hamm, p. 2).  Five important topics on which to communicate Organizational structure and hierarchy Financial results Leader’s sense of his/her job Time management Corporate culture

Hamm’s Underlying Messages  People will interpret (and over-interpret) the leader’s actions Implicit communication often speaks louder than words  Important to separate ego, sense of self from the job (at all levels)  Encourage honesty; engage people in dialogue  Good leaders make wise choices about how to react in various situations

Three Leadership Types  Entrepreneurial Creating new things Great visionary  Leader as Manager Creating structure, expanding scope Puts attention on the company, not self  Charismatic Larger than life figures Using their personality to pull people along Source: Breen B. (Sept. 2005). The 3 Ways of Great Leaders. Fast Company,

Emotional Intelligence  Best predictor of job performance is often cognitive intelligence  Researchers were investigating other types of “intelligence” or fundamental capability that lead to performance. Self-awareness Self-management Social awareness Social skill  EI is related to leadership performance

Compare to Gosling & Mintzberg  “Heroic” Mgmt Managers are important people Strategy is directed by those at the top People generally resist change and we need outsiders to facilitate change Key tasks are decision making and resource allocation  “Engaging” Mgmt Managers are important because they help others Strategy is emergent Committed insiders need to develop and implement change Management is about inspiring and engaging others

H-P: Leadership Over the Years  David Packard and Bill Hewlett ( ) Started the company. Created an informal, egalitarian culture where brilliant engineers could shine.  John Young ( ) Oversaw HP’s rise into a major computer company. Efforts to exert control led to bureaucracy that got HP badly bogged down.  Lew Platt ( ) Operations expert and devoted practitioner of the HP Way Unable to prepare HP for the next big wave: the Internet Source:

Leadership Example: Carly Fiorina at HP  Hired in 1999; known for brand- building and leadership skills at Lucent  Watch short video and read article What was her leadership style at HP? Why did it not work at HP? Would Fiorina’s leadership style work at a different kind of company?  Contrast with Mark Hurd, current CEO

Leadership Case Analysis  Due Wednesday November 8; 4-5 pages  Identify a case or example from another module is which more effective leadership would have helped a team or organization perform more effectively.  How would a more effective leader have done things differently?  Use at least one of the leadership models or theories discussed in class.  Grading criteria posted on my website

For Monday  Leadership development Spear (2004). Learning to Lead at Toyota Groysberg, McLean, and Nohria (2006). Are Leaders Portable?  Homework assignment Research an existing leadership development programs at a company. Pros and cons of their approach? For discussion – not to hand in