BMA5557: Leadership in Organizations Fall, 2010

Agenda How can we learn about leadership? Reframing: an Introduction Contracting: syllabus

Leadership Dialogue

Issues in the dialogue What is leadership? ◦Authority? ◦Power? ◦Credibility? How does the leader-constituent relationship work? ◦Leader leads, others follow? ◦Leader seeks to please, respond to constituent expectations?  Should leaders do what followers expect? Or what they don’t expect? What’s the test of leadership? ◦High rating from followers? ◦Progress on important challenges? ◦Take people where they need to go even if they’re reluctant?

Issues in the dialogue How do you learn to lead? ◦Listen to experts? ◦Read? ◦Observe leaders in action? ◦Learn from experience: trial and error? Dance floor and balcony ◦Content (what)  Process (how) ◦See the here-and-now, make sense of it, and respond in real time? Trust and risk ◦Who can we trust? ◦How much risk are we willing to take?

What is Leadership?

Leadership is… A relationship of mutual influence Leading to collective effort In the service of shared or compatible purposes and values In a context of uncertainty and conflict

Leadership Trends Intense competition for individuals capable of leading organizations ◦“Winner take all” Environment of extreme cognitive complexity requiring extraordinary strategic thinking skills and ability to make high-quality decisions quickly in face of competitive pressure and uncertainty ◦“Perspective is worth 50 IQ points” Leadership capacity scarcer than technical skills ◦Communication and talent development key elements of leadership An increased priority on executive teambuilding: it takes teams of executives to create and implement winning strategies in the face of turbulence and complexity

Reframing: an Introduction

Are Managers Clueless?

Why clueless? 好 女 (n ǚ ) = woman 子 (z ǐ ) = child 好 ( h ǎ o) = good

Reframing: Some say love, it is a river, that drowns the tender reed. Some say love, it is a razor, that leaves your soul to bleed. Some say love, it is a hunger, an endless, aching need. I say love, it is a flower, and you its only seed.

Images of Leadership

A Structural View Metaphor: complex machine Leader: analyst, architect Strategy: do your homework, analyze, design new approach, implement Focus: data, logic, structure, plans, policies,

A Human Resource View Metaphor: Extended family Leader: servant, catalyst Change strategy: build relationships, listen, educate, be open, empower others Focus: skills, attitudes, teamwork, communications

A Political View Metaphor: jungle Leader: warrior, advocate, negotiator Change strategy: map terrain, create agenda, network, attract allies, defuse opposition, negotiate Focus: build a power base, get access, influence key players

A Symbolic View Metaphor: theater, temple Leader: wizard, prophet Change strategy: reframe, use self as symbol, stage rituals and ceremonies, tell stories, create drama Focus: meaning, belief, faith

Giving voice to the vision Credibility Symbols Story

Contracting: Syllabus Syllabus is contract binding instructor and students Contracting process is your opportunity to shape the agreement

Readings Bolman and Deal, Reframing Organizations, 4 th ed. San Francisco: Jossey-Bass, 2008 Gallos, Business Leadership, 2 nd ed. San Francisco: Jossey-Bass, 2008

Contracting Process Read syllabus Meet in groups. Discuss: ◦What makes sense or looks good? ◦What’s not clear? ◦What would you like to change?  Have a rationale: how will the change promote learning?

BMA533 Logistics Assignments: ◦Individual and team exam ◦Leadership challenge ◦Final paper (optional)

Next class: How do we know if we know what we’re doing? Readings: ◦ Argyris, “Skilled Incompetence” (HBR article in binder) ◦Bolman & Deal, Chapter 8 ◦Case: The Case of the Underperforming Executive Study questions for case: ◦What is your assessment of Sandy's effectiveness in the meeting with Bill? In what ways was Sandy effective or ineffective?

Problematize: to illuminate complexities and subtleties in something taken for granted