1. Course Check-up
Course Check-up?
Leadership and Case

2. Leadership Case
Bonuses
Groups of three

3. Answer following the 5 steps
Step 1 – Core Elements (short summary of main factors in the case)
Step 2 – Critical Issue (one sentence)
Step 3 – Relevant Theories that will help you to answer the problem
Step 4 – Options (3) – possible solutions
Step 5 – Supported Argument for the “Best” one
Step 6 – Action Plan (30 days / 90 days)

4. Leadership
Take me to your leader!

5. Chapter Takeaways Evolution of Leadership (theory)
Traits, Behaviors, Situation,
Transactional / Transformational
Culture / Gender
Power – positional and personal
Leadership can be Learned
What are you doing to develop your skills?

6. Research Time Please get into your teams …
Pick a ‘Admirable’ Business Leader – create a Relevant, Sufficient, Acceptable argument in support – present why – 3 minutes.
You have 20 minutes – go!

7. Quick Trip Down Leadership Lane
Traits
Style
Situation
New Synthesis

8. Traits “Leaders are born not made”
Intelligent EQ
Initiative
Self-assured
Good health
Above/below average height
Upper Socio-economic level

9. Traits - Problems Ideal is impossible
Traits so ill-defined that they are almost useless
So many exceptions to the rule
Implied - elite officer corps who have inherited characteristics

10. Leadership – All about “Style”
Leaders who employ a given style are seen as more effective
Authoritarian versus Participative
Researched subordinates satisfaction, turn over, inter-group conflict
Only explained at most 15% difference

11. Situational Leadership - Contingency Theory
Followers
Leadership
Situation
Weakness - too many variables - confusing, fall back on our style

12. Transactional versus Transformational Styles
Focus on task
Sticks and Carrots
Transformational
Inspirational
Individual consideration
Intellectual stimulation
Charismatic

13. New Synthesis Managers do things right Leaders do the right things
Bennis & Nanus
Daniel Goleman
Jay Conger
James Collins
John Kotter
Larry Bossidy
Mark Sanborn
Max Du Pree
Kouzes & Posner
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the heart

14. K & P Define Leadership
“The art of mobilizing others to want to struggle for shared aspirations.”
What do these words mean to you?

15. Leadership Lesson 1 Model the Way
“I would never ask anyone else to do anything that I was unwilling to do first.”
Gayle Hamilton – Director, Pacific Gas and Electric Company
Leaders set the example, people first follow the person then they follow the plan.
Credibility is key

16. The Credibility Factor: What do followers want?
Honest - consistency
Forward Looking - vision
Inspiring - cheerleader, excited, passion
Competent - record of achievement
Credible - trustworthy

17. Credibility Insight First Law of Leadership
“If we don’t believe in the messenger, we won’t believe the message
What does this mean to you?
Personal experience?

18. How do you know when you see a credible leader?
They practice what they preach
They walk the talk
They put their money where their mouth is
They follow through on their promises
Their actions are consistent with their words
LLL - They do what they say they will do

19. Step - Challenge the Process
Picasso
Manet
Pollock
VVG

20. Challenge the Process Treat every job as an adventure
Question the status quo
Search for Opportunities
Make something happen (be proactive)
Make change meaningful – answer why questions
Balancing Routines – routine work drives out non-routine
Using Outsight/ Insight – look outside for ideas but take time to think
Send people shopping for ideas
Experiment and Take Risks
Add fun
Nouveux realism

21. Lesson: Enable Others to Act
Smaller themes:
Foster Collaboration
1) Develop cooperative goals
2) Seek integrative solutions
3) Build trusting relationships
Strengthen Others
4) Small Wins

22. Competition vs Collaboration
Positive points
Greater heights
Increased productivity
(sometimes)
Negative points
Frustrated
Hostile
Poor productivity (sometimes)
Cooperation / Collaboration
Positive points
Friendliness
Cohesion
Good Morale
Negative Points
Too comfortable
Non productive (sometimes)

23. Collaboration Secrets
1) Develop cooperative goals
2) Seek integrative solutions
1) Focus on Gains vs Losses
2) Share information and resources
3) Enlarge people’s sphere of influence
4) Assign critical jobs
5) Educate, educate, educate
3) Build trusting relationships

24. 3) Build trusting relationships
Words of Warren Bennis on TRUST
What makes you trust others …
1) Competence - good
2) Constancy - principled
3) Caring - compassionate
4) Candor - speak the truth
5) Character - “backbone”

25. Seek Small Wins Kids F.A.C.E. started in 1989,
in Nashville by Melissa Poe a fourth grader. The first club had six members.
Now, 2000 clubs in 15 countries.
300,000 members; planted 1 M trees.

26. Encourage the Heart Recognize Contributions Cheer Key Values
Build Self-confidence through high expectations
Coach for Performance
Make Ceremonies Public
Celebrate Accomplishments

27. Celebrating Accomplishments
Valuing the Victories
Think back to some good celebrations you have had ...

28. 10 things to look for in the next generation of leaders
1. Broad education
2. Boundless curiosity
3. Boundless enthusiasm
4. Belief in people and teamwork
5. Willingness to take risks
6. Devotion to long-term growth not short-term profit
7. Commitment to excellence
8. Readiness
9. Virtue
10. Vision
Source: Warren Bennis

29. Next Day Mid-term Time – A Case One pager helper
Cpt. 5 Global Management and Cultural diversity / Cpt. 6: Entrepreneurship and New Ventures