1. Busi 30833 Foundations of Leadership Stuart A. Youngblood Dan Rogers Hall, Room 166D Phone: (817) 257-7562 E-Mail: s.youngblood@ tcu.edu Introduction

2. Transformational Leadership The Leadership Challenge - Creating a Positive Future for Self and Others Leading Change Serving Stakeholders Leadership vs. Management True North Principles

3. Business Environment How has the business environment changed over the last three decades or so?  White Water (the era of smooth sailing over long periods of time is gone)  Change, More Change, and Faster Change  Global Competition  More Public Scrutiny and Regulation  Investors Expect Immediate Returns  Consumer & Market Preferences

4. Business Environment What do the most demanding customers want from organizations? ResponsivenessHigh Quality SpeedInnovation Lower costsAbility to learn

5. What Do We Need From People to make this happen? People who “volunteer” their best thinking, their hearts/commitment, & the willingness to give their best efforts. ENGAGEMENT! People who embrace new technologies, strategies, organizational designs, & work processes. CONTINUOUS LEARNING! People who choose to CHANGE, even though it is personally painful.

6. Stakeholder Perspective 3 questions: who, what, why?

7. Stakeholder Perspective Who is a stakeholder? What do they want? Why do they want that?

8. Stakeholders Why should leaders pay attention to stakeholders?

9. Stakeholders-examples Owners Investors Customers Employees Suppliers/Distributors Regulators Community Media

10. Management vs. Leadership Think about your definition of leadership – does this distinction matter?

11. Management vs. Leadership Is there a difference between management and leadership? If so, what is it? What is the value of Management? What is the value of Leadership? What is the Management PROCESS? What is the Leadership PROCESS?

12. Management vs. Leadership ManagementLeadership Creating An Agenda Planning & Budgeting Establishing Vision & Strategy Developing Networks Organizing & Staffing Creating Alignment ExecutionControlling & Problem Solving Motivating & Inspiring OutcomesProducing Results Leading Change

13. HPWS Practices: Employment security for core employees. Selective hiring of new people. Self-managed teams and decentralized decision-making. Comparatively high compensation and performance based. Extensive training. Reduced status distinctions. Extensive sharing of financial and performance information. Management of Conflict using ADR: Mediation, Peer Review, Arbitration, and/or Ombudsman.

14. The True North Principle What Does “Acting With Integrity” Mean to You? When you act with integrity, what principles guide your actions? Is it easy to determine when others are acting with integrity / lack of integrity when they deal with you? It is not always so clear when you are acting with integrity / lack of integrity! Why?

15. Leader Quiz It is time to elect a world leader, and your vote counts. Choose below. Here is the information on the three leading candidates: Candidate A: Associates with political operatives and lobbyists as well as consults with astrologists. Has had two mistresses, chain-smokes, and drinks 8 to 10 martinis a day. Candidate B: Was kicked out of office twice. Sleeps until noon. Used opium in college. Drinks a quart of brandy every evening. Candidate C: Is a decorated war hero. Is a vegetarian. Doesn't smoke. Drinks an occasional beer. Hasn't had any illicit affairs. Which of these candidates is your choice?

16. NGLP Values Development Integrity Stewardship Innovation Teamwork Achievement

17. Aristotle: On Character Courage – taking a stand Faith – belief & trust Justice – fairness & equal treatment Prudence – balance & anticipation Temperance – discipline & self-control Love – compassion & mercy Hope – creating a positive future

18. Aristotle: On Character If you could only live these four values, you will have lived a good life: Brakes on Action: Prudence & Temperance Accelerators on Action: Courage & Justice

19. Awareness Be sensitive to the “triggers” that will help you to know that you are facing an ethical/integrity issue.

20. Avoiding Ethical Pitfalls Embrace a True North Life Center. Awareness: Recognize Integrity Gaps. Develop Skills to Respond to Pressures.

21. A story from Herodotus Darius, ancient king of Persia, discovers the funeral practices of Callatians and the Greeks. What does this story tell you about each society?

22. Religious Character Every major religion is based on a set of universal moral principles that govern human behavior. Examples: The Golden Rule, The Ten Commandments, etc. People have relied on these principles for thousands of years.

23. Embrace a “True North” Life Center Embrace and practice those timeless principles that you know to be right in dealing with yourself and with others

24. Organizational Impact of Failed Integrity Low regard for formal leaders - mistrust, disbelief and cynicism People don’t believe that they can contribute enough to make a real difference … so they don’t even try! People avoid taking risks and just play it safe Harder to create a real team Lowered business unit results Seed bed for resistance to change. Change is always bad

25. Paradigms A Road Map A Guide A way of seeing How we attribute cause & effect A mental map The way we “see” the problem IS the problem!

26. The NGLP Leadership Model Knows & Leads Self Knows & Leads Others Knows & Leads the Organization

27. Covey’s 4 Levels of Leadership & Principles Intrapersonal …….. Trustworthiness Interpersonal …….. Trust Managerial ………… Empowerment Organizational …… Alignment

28. The 7 Habits Private Victories (Leading Self) Be proactive Begin with the end in mind Put first things first Public Victories (Leading Others) Think win-win Seek first to understand, then to be understood Synergize Sharpen the saw

29. END