2. MGTO234-31 Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management Managerial Leadership MGTO 234 - 3

3. MGTO234-32 Culture and Leadership Culture: Culture is a pattern of shared basic assumptions that the group learned as it solved problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems.

4. MGTO234-33 Key Concepts Relating to Culture Concept of culture helps explain some of the seemingly irrational aspects of groups and organizations Any group with a stable membership and a history of shared learning will have developed some level of culture

5. MGTO234-34 Key Concepts Relating to Culture Culture and leadership are two sides of the same coin --Leaders first create cultures when they create groups and organizations --Once cultures exist they determine the criteria for leadership and thus who will & will not be leaders

6. MGTO234-35 Major Components of Culture 1. Behavioral Regularities when people interact: language, customers & tradition, rituals (e.g., IBM vs. RI). 2. Group Norms which are the stated values that evolve in working groups (e.g., "Fair day’s pay”). 3. Stated Values which are the principles and values a group tries to achieve (e.g., "“product quality” “price leadership”).

7. MGTO234-36 Major Components of Culture 4. Formal Philosophy which is the policies, ideological principles that guide a group’s actions (e.g. “A business and it’s beliefs” “HP way”). 5. Rules of the Game which are the rules for getting along in the organization (“The way we do things around here.”). 6. Climate which are the feelings that are conveyed in a group by the physical layout and the way in which members interact with each other, the customers, and other outsiders (affective domain: attitude, feelings, beliefs-“I like my job.”)

8. MGTO234-37 Major Components of Culture 7. Embedded Skills which are the special skills members display in accomplishing certain tasks. Includes making certain things get passed on from generation-to- generation; not necessarily written. 8. Habits of Thinking, Mental Models which are shared cognitive frames that guide the perceptions, thoughts and language used by the group..and are taught to the new people..

9. MGTO234-38 9. Shared Meanings which are understandings that are created by members as they interact with each other. 10. Root Metaphors or Integrating Symbols which are the ideas, feelings, and images that members develop to characterize themselves. Become embodied in buildings and office layout (e.g., Marriott corporate offices vs. Security Pacific National Bank). Major Components of Culture

10. MGTO234-39 Culture-Summary “ Culture” adds 2 critical elements to the concept of sharing: 1. Structural stability: Something “cultural” implies it is not only shared but is deep and stable 2. Integration of the elements of culture: “Culture” ties the 10 elements together in an umbrella fashion This integration is the essence of the meaning of culture

11. MGTO234-310 Culture-Summary  How to think about culture and define it: 1. Most useful way: view culture as the accumulated shared learning of a given group 2. Must be history of shared experiences for their to be shared learning 3. Such stability and shared history of experiences will cause various shared elements to form into patterns that eventually can be called an organization’s culture

12. MGTO234-311 Culture-Summary (resources) James C. Collins & Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies (1994). Harper Business Publishers, NY. Peter F. Drucker, Management Challenges for the 21 st Century (1999). Harper Business Publishers, NY. Edgar H. Schein, Organizational Culture and Leadership, 2 nd Ed (1992). Jossey-Bass Publishers, San Francisco, CA. Video, “Disney Values”

13. MGTO234-312

14. MGTO234-313 Chapter 4 Leadership Is Developed through Education and Experience

15. MGTO234-314 The Action-Observation Model The Action-Observation Model shows that leadership development is enhanced when the experience involves three different processes: – Action – Observation – Reflection

16. MGTO234-315 The Action-Observation Model Perception reflects all three phases of the Action-Observation Model. – Perception & Observation – Perception & Reflection – Perception & Action

17. MGTO234-316 Leadership Growth Two factors that can foster leadership growth: – The people you work with – The task itself

18. MGTO234-317 Characteristics of Successful Leaders Ability to develop or adapt Establish collaborative relations Ability to build and lead a team Non-authoritarian

19. MGTO234-318 Characteristics of Successful Leaders Consistent exceptional performance ambitious

20. MGTO234-319 Characteristics of Ineffective Leaders Inability to develop or adapt Poor working relations Inability to build and lead a team

21. MGTO234-320 Characteristics of Ineffective Leaders Authoritarian Poor performance Too ambitious Cont.

22. MGTO234-321 Chapter 7 Ethics, Values, and Attitudes

23. MGTO234-322 Ethics Ethics are principles of right conduct or a system of moral values.

24. MGTO234-323 Values Values are “constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.” (Gordon, 1975, p.2)

25. MGTO234-324 Developmental Stages Kohlberg theorized that people progress through a series of developmental stages in their moral reasoning: – The Preconventional Stage – The Conventional Stage – The Postconventional Stage

26. MGTO234-325 Values can affect leaders in six different ways: values affect leaders’ perceptions of situations and the problems at hand. values affect the solutions generated and the decisions that are reached. values influence how leaders perceive individuals and groups.

27. MGTO234-326 Values can affect leaders in six different ways: values influence leaders’ perceptions of individual and organizational successes as well as the manner in which these successes are to be achieved. values provide a basis for leaders to differentiate between right and wrong, and between ethical and unethical behavior. values may affect the extent to which leaders accept or reject organizational pressures and goals.

28. MGTO234-327 Attitudes Attitudes have three components: – the ideational component concerns what the attitude is about. – the affective component concerns the feelings one has about those ideas. – the behavioral component concerns how people act in certain ways.

29. MGTO234-328 Seven Fundamental Dilemmas that People of all Cultures Face Source of Identity: Individual- Collective Goals and Means of Achievement: Tough-Tender Orientation to Authority: Equal- Unequal Response to Ambiguity: Dynamic- Stable

30. MGTO234-329 Seven Fundamental Dilemmas that People of all Cultures Face Means of Knowledge Acquisition: Active-Reflective Perspective on Time: Scarce-Plentiful Outlook on Life: Doing-Being

31. MGTO234-330 Managerial Leadership Supplemental Resources M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. (2000) Donelson R. Forsytyh, Group Dynamics. (1999) Peter F. Drucker, Management Challenges for the 21 st Century (1999) F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996) Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World Order. (1995) James Champy, Reengineering Management: The Mandate for New Leadership. (1995) J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations (1995) J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies. (1994) L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior Performance. (1993) Edgar H. Schein, Organizational Culture and Leadership (1992) K. B. Clark, M.B. Clark, Measures of Leadership (1990) Warren Bennis, On Becoming a Leader (1989) Kathy Kram, Mentoring at Work: Development Relationships in Organizational Life. (1988) W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985) T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s Best- Run Companies (1982) Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance. (1982)