1. BMA533: Human Resource Leadership (Class # 8)
Fall, 2005

2. Tonight’s agenda Conclude Theories for Action
Human Resource leadership: introduction
Case: Semler and Semco

3. Theories for action
Espoused theory: the account an individual provides to describe, explain or predict her/his own behavior
Theory-in-use: the program (set of decision rules) that would produce an individual’s behavior

4. Model I Made Simple: Everyone’s Theory-in-Use

5. Model II (adapted from Argyris and Schön)
Core Values
Strategies
Outcomes
Valid information
Free, informed choice
Internal commitment
Combine advocacy & inquiry
Collaborate in designing and managing relationships, processes
Public testing
Double-loop learning

6. 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

8. 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

9. Ricardo Semler and Semco S.A.
What are the key characteristics of human resource leadership? Which do you see in Semler?
What are the keys to Semler’s leadership success?
Are Semler’s practices too extreme?

10. Break