1 MSETM 5110 – LEADERSHIP STRATEGIES Instructor:C. Michael Carolina Industry Relations, OSU Education and Research Foundation Adjunct Professor, OSU College of Engineering, Architecture and Technology Background:5 Years in Education (Physical Sciences, Tulsa Community College) 25 Years in Industry (Western Electric, AT&T and Lucent Technologies) Associations:Advisor, CEAT Associates College of Engineering, Board of Visitors, University of Oklahoma Director, Oklahoma Medical Research Foundation (OMRF) Director, Memorial Institute for the Prevention of Terrorism (MIPT) Other Boards of Directors

2 COURSE SYLLABUS MSETM LEADERSHIP STRATEGIES SPRING 2002 Instructor: C. Michael Carolina Office: ATRC 204 Telephone: MSETM Department: Prerequisite: Graduate Standing Course Objective: This five-week (15 hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.

3 MSETM 5110 – LEADERSHIP STRATEGIES Course Web Site or

4 MSETM 5110 – Text and Reference Materials Required Text: Peter Drucker Foundation, “The Leader of the Future: New Visions, Strategies and practices for the Next Era,” 1996; Jossey-Bass Publishers. ISBN Reference Materials (Articles/Books): Business Week, “The Top 25 Managers of the Year and Managers to Watch in 2001,” January 8, ISSN Harvard Business Review (Goleman), “Leadership That Gets Results.” Reprint Number R00202 (March, 2000). Harvard Business Review (Christensen and Overdorf), “Meeting the Challenge of Disruptive Change.” Reprint Number R00202 (3/01/01). Steven Covey, “The 7 Habits of Highly Effective People.” Harvard Business Review (Watkins), “Leadership Transitions.” Product Number 8024D (9/14/01). Harvard Business Review (Nunes and Johns), “Are Some Customers More Equal than Others?” Product Number R011A (11/01/01). Harvard Business Review (Eckert), “Where Leadership Starts.” Product Number R00110B (11/01/01).

5 MSETM 5110 – Case Studies Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade Transformation: Jack Welch’s Leadership.” Product Number Case Study 2: Harvard Business Review. “A Video with Craig Weatherup” (former CEO, Pepsico). Product Number (4/4/94). Case Study 3: Harvard Business Review (Hutton), “Lycos, Inc.: The USA Network, Lycos and TMCS Merger.” Product Number (4/16/00). Case Study 4: Harvard Business Review (Hill and Farkas) “Meg Whitman at e-Bay, Inc.” Product Number (2/28/01). -or- Harvard Business Review (Ryans and Vandenbosh) “Compaq Computer Corp.: The Dell Challenge.” Product Number 900M14 (7/01/00).

6 MSETM 5110 – LEADERSHIP STRATEGIES SESSION 1 “Immersion” Thru Anthology – Video, HBR, News Magazines, Anecdotes  Technology Evolution  The Knowledge – Intensive Economy  Next Generation Leadership  Start – and Continue – to Look for Common Threads Establish Bridge Between Leadership Seminar and MSETM Program  Complementary Dimension  Learning About Leadership, Not Teaching How to Lead  Finding the Right Model for Individual/Team Success  Standards, Ethics, Integrity

7 MSETM 5110 – Course Structure Review of Leadership Styles Examples of Recognized Leaders Examples of Emerging Leaders A Look at Values and Virtuality Use of HBR Case Studies for Relevancy and Application Presentations by Guest Executives

8 Assignments/Activities by Week: Week I Check-in by location; introduction; and assignment “0” (class survey/ (1/17) profile). Week II Lecture and discussion; review of HBR cases 1 and 2; and team (1/24) formation. Week III Case studies 1 & 2 readouts and critique; review of HBR case studies (1/31) 3 and 4; guest executive; and research assignment “A Successful Leader and the Keys to Their Success” (student will select a recognized leader and summarize findings in no more than 400 words). Week IV Case studies 3 and 4 readouts and critique; guest executive; and student (2/07) readouts from Week III assignment (“A Successful Leader…”). Week V Review and wrap-up. (2/14)

9 MSETM 5110 – Leadership Strategies Better Understanding of Leadership Styles and Their Impact on an Organization Better Understanding of, and Differentiation Between, a Leader and a Manager Better Understanding of the Landscape and Dynamics that Influence an Enterprise Better Understanding of the Principles that Should Form the Linchpin of an Enterprise Create an Increased Sense of Entrepreneurship Each Student Should be Better Able to Map a Course Toward Acquiring an Expanded Set of Leadership and Management Skills

10 MSETM 5110 – LEADERSHIP STRATEGIES LEADER AND LEADERSHIP (As Defined by Merriam-Webster’s Dictionary) LEADER  A person who leads, e.g., a guide or conductor  A person who directs  A person who has commanding authority or influence LEADERSHIP  The office or position of a leader  The capacity to lead  The act or instance of leading

11 MSETM 5110 – LEADERSHIP STRATEGIES  Strategy is Vision, Direction, Framing – It’s “What” Versus (Tactical) “How”  Strategy is About Choosing to Perform a Set of Activities  Strategy is the Glue for Sustainability – It’s About Linkage  Strategy and Operational Effectiveness Are Essential to Superior Performance  Strategy and Operational Efficiency Enable Superior Value to Customers  Strategy and Operational Efficiency Are Key to the Purpose of Business: to Make Money

12 MSETM 5110 – Leadership Strategies Purpose Connectivity Relevancy Application

13 “The significant problems we face cannot be solved at the same level of thinking we were at when we created them.” Albert Einstein

14 Moore’s Law Transistor Count (Power) Will Double Every 18 Months and Will Continue for Many Years. “Harvard Law” Under the Most Carefully Controlled Conditions of Temperature, Humidity, and Other Variables, the System Will Perform As It Damn Well Pleases.

15 Disruptive Technologies (Some Examples) -Analog to Digital -Wireline to Wireless -Cu to Fiber - Albums/Tapes to CDs -Voice to Data - VHS/VCRs to DVD  Improved Productivity

16 MSETM 5110 – Leadership Strategies Business Globalization Continuum Local Regional National Multinational Global Metanational

17 JACK WELCH VIDEO & EXHIBITS GE’S TWO-DECADE TRANSFORMATION

18 MSETM 5110 – Leadership “Vignettes” Leadership Pre 9-11 Leadership Post 9-11 The Harley-Davidson Posse Ride The Abilene Paradox Emotional Intelligence (EI) vs. IQ A Walk in the Woods The Leader/Manager as Portfolio Manager Leveraging the Art of Leadership into the Science of Results Developing a “Bag of Tricks”

19 MSETM 5110 – Some Leadership Attributes Visionary (Thinking Strategically, Globally, Commercially) Effective Communicator Innovative and Bold Tough Smart Able to Assess Risks Ability to Build Relationships (Internal and External) Objective Ability to Process Diverse Information Embraces Technology Broad Understanding of the Business Focuses on Sustainable Growth Creates Esprit de Corps Gets Results

20 Successful Execution “Strategy and planning by successful and losing teams are amazingly similar. The offensive and defensive theories both employed would be virtually identical. The amount of time they spend practicing wouldn’t vary by more than a few minutes and their practice format would be the same. The main difference would be their attention to detail. In the successful organization, no detail is too small to receive attention. No job is minor, and everyone takes great pride in realizing they are important and their responsibilities are critical to the unit’s success.” Lou Holtz Football Coach

21 MSETM 5110 – Leadership Strategies What Wartime Leaders Do: 1. Define the business of the business; 2. Create a winning strategy; 3. Communicate persuasively; 4. Behave with integrity; 5. Respect others; 6. Act. Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The Leader of the Future, page )

22 MSETM – 5110 – Leadership Strategies Four Simple Things that Effective Leaders Know: 1. The only definition of a leader is someone who has followers; 2. Popularity is not leadership, results are; 3. Leaders are highly visible, ergo, they set examples; 4. Leadership is not rank, privileges, titles, or money. It is responsibility. Peter Drucker, The Leader of the Future

23 MSETM 5110 – Leadership Strategies TThree Roles of the Leader in the New Paradigm 1. Pathfinding (Principle – Centered) 2. Aligning 3. Empowering Steven Covey, “Three Roles of the Leader in the New Paradigm.” (The Leader of the Future, page )

24 MSETM 5110 – Leadership Strategies Three Skills for Today’s Leaders: 1. Handling ambiguity; 2. Treating the corporation as a network of multiple connections; 3. Acknowledging that leadership is present in employees at all levels. Harvard Management Update, Product Number U9911A, 11/1/99.

25 MSETM 5110 – Leadership Strategies On Becoming a Learning Organization “Watch Out” for: 1. “here we go again” 2. “flavor of the month” 3. “executive cheerleading” 4. “another fine program” Peter Senge, “Leading Learning Organizations.” (The Leader of the Future, page 43.)

26 MSETM 5110 – Leadership Strategies Level 5 Leadership 1. Humility 2. Will 3. Ferocious Resolve 4. Tendency to Give Credit to Others 5. Assign Blame to Themselves Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.)

27 MSETM 5110 – Leadership Strategies In short, real leaders have passion and create a passionate commitment and emotional bond among his/her followers.

28 MSETM 5110 – The Six Basic Leadership Styles Affiliate (“people come first”) Authoritative (“come with me”) Coaching (“try this”) Coercive (“do what I tell you”) Democratic (“what do you think?”) Pacesetting (“do as I do, now!”) Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March, 2000.

29 MSETM 5110 – Ranking of Leadership Styles in Order of Positive Impact Authoritative Affiliate Democratic Coaching Pacesetting Coercive Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

30 MSETM 5110 – Leadership Strategies Habit 1.Be Proactive Habit 2.Begin with the End in Mind Habit 3.Put First Things First Habit 4.Think Win/Win Habit 5.Seek First to Understand, Then to Be Understood Habit 6.Synergize Habit 7.Sharpen the Saw Steven Covey, “The 7 Habits of Highly Effective People.”