BMA5557:BMA5557:Leadership in Leadership in

Organizations Organizations

Fall, 2010

AgendaAgenda

How can we learn about leadership? Reframing: an IntroductionContracting: syllabus

Leadership DialogueLeadership Dialogue

Issues in the dialogueIssues in the dialogue

What is leadership? ◦ Authority? ◦ Power?◦ Credibility?

How does the leader-constituent relationship work?◦ Leader leads, others follow?◦ Leader seeks to please, respond to constituent

expectations? Should leaders do what followers expect? Or what they don’t

expect?What’s the test of leadership?

◦ High rating from followers?◦ Progress on important challenges? ◦ Take people where they need to go even if they’re

reluctant?

Issues in the dialogueIssues in the dialogue

How do you learn to lead?◦Listen to experts?◦Read?◦Observe leaders in action?◦Learn from experience: trial and error?

Dance floor and balcony◦Content (what) Process (how)◦See the here-and-now, make sense of it, and

respond in real time?Trust and risk

◦Who can we trust?◦How much risk are we willing to take?

What is Leadership?What is Leadership?

Leadership is…Leadership is…

A relationship of mutual influenceLeading to collective effortIn the service of shared or compatible

purposes and valuesIn a context of uncertainty and

conflict

Leadership TrendsLeadership Trends

Intense competition for individuals capable of leading organizations◦ “Winner take all”

Environment of extreme cognitive complexity requiring extraordinary strategic thinking skills and ability to make high-quality decisions quickly in face of competitive pressure and uncertainty◦ “Perspective is worth 50 IQ points”

Leadership capacity scarcer than technical skills◦ Communication and talent development key elements of

leadershipAn increased priority on executive teambuilding: it

takes teams of executives to create and implement winning strategies in the face of turbulence and complexity

Reframing: an Introduction

Are Managers Clueless?Are Managers Clueless?

Why clueless?Why clueless?

好女 (nǚ) = woman子 (zǐ) = child好 (hǎo) = good

Reframing:Reframing:

Some say love, it is a river, that drowns the tender reed.

Some say love, it is a razor, that leaves your soul to bleed.

Some say love, it is a hunger, an endless, aching need.

I say love, it is a flower, and you its only seed.

Images of LeadershipImages of Leadership

A Structural ViewA Structural ViewMetaphor: complex

machineLeader: analyst,

architectStrategy: do your

homework, analyze, design new approach, implement

Focus: data, logic, structure, plans, policies,

A Human Resource ViewA Human Resource ViewMetaphor: Extended

familyLeader: servant,

catalystChange strategy:

build relationships, listen, educate, be open, empower others

Focus: skills, attitudes, teamwork, communications

A Political ViewA Political View

Metaphor: jungleLeader: warrior,

advocate, negotiatorChange strategy:

map terrain, create agenda, network, attract allies, defuse opposition, negotiate

Focus: build a power base, get access, influence key players

A Symbolic ViewA Symbolic View

Metaphor: theater, temple

Leader: wizard, prophet

Change strategy: reframe, use self as symbol, stage rituals and ceremonies, tell stories, create drama

Focus: meaning, belief, faith

Giving voice to the visionGiving voice to the vision

CredibilitySymbolsStory

Contracting: SyllabusContracting: Syllabus

Syllabus is contract binding instructor and students

Contracting process is your opportunity to shape the agreement

ReadingsReadings

Bolman and Deal, Reframing Organizations, 4th ed. San Francisco: Jossey-Bass, 2008

 Gallos, Business Leadership, 2nd ed. San

Francisco: Jossey-Bass, 2008

Contracting ProcessContracting Process

Read syllabusMeet in groups. Discuss:

◦What makes sense or looks good?◦What’s not clear?◦What would you like to change?

Have a rationale: how will the change promote learning?

BMA533 LogisticsBMA533 Logistics

Assignments: ◦Individual and team exam◦Leadership challenge◦Final paper (optional)

Next class: How do we know if we Next class: How do we know if we know what we’re doing?know what we’re doing?

Readings:◦ Argyris, “Skilled Incompetence” (HBR article in

binder)◦Bolman & Deal, Chapter 8◦Case: The Case of the Underperforming

ExecutiveStudy questions for case:

◦What is your assessment of Sandy's effectiveness in the meeting with Bill? Inwhat ways was Sandy effective or ineffective?

Problematize: to illuminate complexities and subtleties in something taken for granted