1. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Instructor: Mr. C. Michael Carolina Office: Room 204, Advanced Technology Research Center Telephone: 405-744-2446 Email: carolcm@okstate.edu Web Site: www.okstate.edu/ceat/msetm/courses/etm5341 ETM Department: 405-744-2337 Engineering Extension: 405-744-5148 Prerequisite: Graduate Standing Course Objective: This five-week (15-hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.

2. Engineering and Technology Management Activities/Assignments by Week Week IIntroduction and assignment “0”(class survey/profile) (6/11) Week IILecture and discussion; review of HBR cases 1 & 2 (6/18) Week IIICase studies 1 & 2 readouts and critique; review of HBR (6/25)case studies 3 & 4; guest executive; and research assignment “A Successful Leader and the Keys to Their Success” (student will select a recognized leader and summarize findings in approximately 400 words). Week IVCase studies 3 & 4 readouts and critique; guest (7/02) executive; and student readouts from Week III assign- ment (“A Successful Leader…”). Week VReview and wrap-up. (7/09)

3. Engineering and Technology Management Getting Started Technology evolution The knowledge – intensive economy The new leadership paradigm Principle-centered leadership/shared values Looking for “common threads” Establish bridge between leadership seminar and ETM program Complementary dimension Learning about leadership and its components Finding the right model for individual/team success Standards, ethics, integrity ETM 5110 – LEADERSHIP STRATEGIES Summary – Session 1

4. Engineering and Technology Management Purpose Connectivity Relevance Application ETM 5110 – LEADERSHIP STRATEGIES

5. Engineering and Technology Management “If we are to remain pre-eminent in transforming knowledge into economic value, the U. S. system of higher education must remain the world’s leader in generating scientific and technological breakthrough and in preparing workers to meet the evolving demands for skilled labor.” Alan Greenspan, Chairman Federal Reserve Board Speaking at National Governors Association July 22, 2000

6. Engineering and Technology Management Leading a Culture of Invention and Innovation

7. Engineering and Technology Management Disruptive Technologies (Some Examples) Analog to Digital Cu to Fiber Voice to Data/Broadband Wireline to Wireless Albums/Tapes to CD VHS/VCR to DVD ETM 5110 – LEADERSHIP STRATEGIES

8. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Key Leadership Attributes Visionary (think strategically, globally, commercially) Effective communicator Credible Innovative and bold Tough Smart Able to assess risks Ability to build relationships (internal and external) Objective Ability to process diverse information Embraces technology Broad understanding of the business Focuses on sustainable growth Creates esprit de corps (passion for success) Gets results

9. Engineering and Technology Management CEO’s “ In the News" John Rigas (Adelphia) Jerry Levin (AOL Time Warner) Ken Lay (Enron) Gary Winnick (Global Crossing) Samuel Waksal (ImClone) Joe Nacchio (Qwest) Dennis Kozlowski (Tyco) Bernard Ebbers (WorldCom/MCI) Martha Stewart (Martha Stewart Living Omnimedia)

10. Engineering and Technology Management Leadership is about coping with change. Management is about coping with complexity. ETM 5110 – LEADERSHIP STRATEGIES

11. Engineering and Technology Management Three Skills for Today’s Leaders: 1.Handling ambiguity; 2.Treating the corporation as a network of multiple connections; 3.Acknowledging that leadership is present in employees at all levels. Harvard Management Update, Product Number U9911A, 11/1/99. ETM 5110 – LEADERSHIP STRATEGIES

12. Engineering and Technology Management “Example is leadership.” Albert Schweitzer Physician, Music Scholar & Philosopher Peters, “Thriving on Chaos” (Knopf, 1987)

13. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Ranking of Leadership Styles in Order of Positive Impact 1.Authoritative (“come with me” 2.Affiliate (“people come first”) 3.Democratic (“what do you think?”) 4.Coaching (“try this”) 5.Pacesetting (“do as I do, now!”) 6.Coercive (“do what I tell you”) Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

14. Engineering and Technology Management Managers are people who do things right and leaders are people who do the right thing. Warren Bennis & Burt Nanus, “Leaders” (Harper & Row, 1985)

15. Engineering and Technology Management Finding the Right Leadership/Management Equation for: Sustaining a business Starting a business Turning a business around ETM 5110 – LEADERSHIP STRATEGIES

16. Engineering and Technology Management “A leader is a dealer in hope.” Napoleon Bonaparte, 1769-1820 Emperor of France

17. Engineering and Technology Management Ten Key Functions Modern Leaders Must Be Able To Perform Leading By Visioning Leading Through Commitment Satisfying The Customer Coaching Developing Human Resources Managing Diversity Leading Teams Managing Work Processes Managing Change Managing Projects Measuring Performance ETM 5110 – LEADERSHIP STRATEGIES

18. Engineering and Technology Management Successful Execution “Strategy and planning by successful and losing teams are amazingly similar. The offensive and defensive theories both employed would be virtually identical. The amount of time they spend practicing wouldn’t vary by more than a few minutes and their practice format would be the same. The main difference would be their attention to detail. In the successful organization, no detail is too small to receive attention. No job is minor, and everyone takes great pride in realizing they are important and their responsibilities are critical to the unit’s success.” Lou Holtz Football Coach (Currently University of South Carolina; formerly Arkansas, NY Jets, Notre Dame)

19. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Worker Engagement Survey 19%72%9%Japan Source: Marcus Buckingham, Gallup Organization, October 2002 15%69%16%Germany 20%63%17%U. K. 16%54%30%U. S. Actively Disengaged Not EngagedEngaged

20. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Worker Engagement by Length of Service 22%More than 10 years Source: Marcus Buckingham, Gallup Organization, October 2002 28%6 months – 3 years 38%Less than 6 months

21. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Worker Engagement Hospital Corporation of America (HCA) Source: Marcus Buckingham, Gallup Organization Metrics: Productivity Patient Satisfaction Cost of Turnover 62371HCA Time 3 184933HCA Time 2 265123HCA Time 1 Actively DisengagedNot EngagedEngaged

22. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Vision Core Values Goals Teamwork Leadership

23. Engineering and Technology Management I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader, Consumer Advocate Time, November 8, 1976

24. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Loyalty Duty Respect Selfless Service Honor Integrity Personal Courage (Ret. USA) General Dennis Reimer, Executive Director, Oklahoma City National Memorial Institute for the Prevention of Terrorism (MIPT)

25. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Seven Lessons for Leading the Voyage to the Future 1.Leaders Don’t Wait 2.Character Counts 3.Leaders Have Their Head in the Clouds and Their Feet on the Ground 4.Shared Values Make a Difference 5.You Can’t Do It Alone 6.The Legacy You Leave Is the Life You Lead 7.Leadership Is Everyone’s Business James Kouzes and Barry Posner (Drucker, “The Leader of the Future,” page 99-110)

26. Engineering and Technology Management ETM 5110 - LEADERSHIP STRATEGIES Action Steps for Successful Leadership Clarifying Your Vision, Values and Actions Examining What You Pay Attention To and What You Reward Measuring Your Effectiveness as A Leader Discovering What People Value Reacting Appropriately to Critical Incidents Becoming a Credible Leader James Kouzes and Barry Posner, What Followers Expect from Leaders, Jossey-Bass, 1988, ISBN: 1-55542-908-4.

27. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Five Myths of Management* 1.Leadership is a rare skill. 2.Leaders are born, not made. 3.Leaders are charismatic. 4.Leadership exists only at the top of an organization. 5.The leader controls, directs, prods, manipulates. *List by Bennis and Nanus and included in book “Moses on Management” by David Baron, Pocket Books: ISBN: 0671- 03259-3

28. Engineering and Technology Management ETM 5110 - LEADERSHIP STRATEGIES Leader/Follower Expectations What Followers Expect from Leaders: Honest Competent Sense of Direction Constancy Inspire What Leaders Expect from Followers: Honest Competent Dependable Cooperative Loyal

29. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES The Top Four Qualities of Credibility 1.Honesty and Integrity (Values, Principles, Trust) 2.Competence (Capable, Effective, Sees “Big Picture”) 3.Sense of Direction (Vision, Dream, Goals, Objectives, Forward Looking) 4.Inspiring (Energetic, Positive, Knows What Makes a Difference) Kouzes and Posner, “What Followers Expect from Leaders.” Jossey-Bass, ISBN: 1555429084

30. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Leadership is CREDIBILITY!

31. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES From Individual Contributor to Leader/Manager Ten Step Process 1.Positive, upbeat attitude 2.Can-do spirit 3.Commitment to continuous learning 4.Team player 5.Energize others/energized by others 6.… 7.… 8.… 9.…

32. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES “If you don’t know where you’re going, any road will get you there.”

33. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Insights on the Art of Influence* The only job security you have today is your commitment to continuous personal improvement. When you stop learning, you stop growing. Life is about getting A’s. None of us is as smart as all of us. Don’t work harder, work smarter. It’s more important as a manager to be respected than to be popular. You get from people what you expect. Think Big! Act Big! Be Big!(Norman Vincent Peale) Take time to identify core values. Never, never, never, give up! Without vision, the people perish. (Proverbs 29:18, paraphrased) *Ken Blanchard,“The Heart of a Leader,”Honor Books, ISBN: 1-56292-488-5

34. Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES The Journey Leadership (Mission/Values) Management (Operating Principals) Business Model (Structure) Culture for Excellence (Energy/Innovation) Right Metrics (Stakeholder Value) Sustained Success (Performance Measures)