wk4 leadership
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UGBA105:UGBA105:
Organizational BehaviorOrganizational BehaviorProfessor Jim LincolnProfessor Jim Lincoln
Week 4: LectureWeek 4: Lecture
Leadership in OrganizationsLeadership in Organizations
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Class agenda:
Leadership in Organizations
Discuss meanings and types of leadership roles
and how they differ from management
Consider examples of leaders in business and
politics
Discuss how organizations make or find leaders
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What is leadership?
A leader is a person who leadsbecause of people's confidenceand trust in their ability, asopposed to their formal title and
their ability to do a command-and-control mentality
Cisco CEO John Chambers, quotedby Don Gillmore,SiliconValley.com,
May 20, 2000
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Leaders are living individuals whom
employees can smell, feel, touch theirpresence [the elevator test] Leaders
love their work. That passion is
infectious. Its only business, notpersonal IT ALWAYS IS
PERSONAL. If you love what you
do, it shows. You cannot fake love
and succeed.
-Tom Peters
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Strategy
Input
Environment
Resources
History
Output
Systems
Unit
Individual
Informal
Organization
Tasks
People
Formal
Organization
The Congruence Model
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Great leaders are almost always great
simplifiers who can cut through
argument, debate, and doubt to offer a
solution everyone can understand
--Colin Powell
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Leadership as an alignment or
coordination mechanism
MarketMarket--
inging
EngineerEngineer
inging
ManuManu--
facturingfacturing
HumanHuman
ResourcesResources
AccountingAccounting
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Jack Welch: coordinating with charisma
(He) has been a combinationof charismatic preacher, all-knowing judge, internalombudsman and hard-driving coach.
If leadership is an art, thensurely Welch has provedhimself a master painter.
Few have personifiedcorporate leadership moredramatically.
Business WeekMay 28, 1998
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Debi Marchovik, a
Southwest flight
attendant for six
years, sums up what
motivates a lot of theairlines employees:
you dont want to let
Herb (SouthwestAirlines CEO Herb
Kelleher) down.
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Leadership is power; but is all
power leadership?
What are some
other forms ofpower?
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Management: the design and implementation of
formal systems of control, coordination, and
decision-making
Management is about coping with complexity
Leadership: The use ofpersonalcapabilities and
relationships to direct, inspire, motivate, andempower others
Leadership is about coping with change
Management
versus Leadership
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Lou Gerstner as change agent at IBM
Louis V. Gerstner, Jr. was chairman of
the board of IBM Corporation from April1993 until his retirement in December2002. He served as chief executive officerof IBM from 1993 until March 2002. In
January 2003 he assumed the position ofchairman of The Carlyle Group, a globalprivate equity firm located inWashington, DC.
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Carly Fiorina gets the axe at HP;
fails as a leader of change
Why did Carly fail?
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Leadership is Janus-faced
Vision: directing and inspiring
Clear picture of future
Passion to achieve
Charisma: motivating & empowering
Personal qualities & capabilities that
attract & motivate others
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Crafting a vision
Must a vision be unique or new?
What are the characteristics of a strong vision?
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Martin Luther King
as visionary leaderStrong, clear vision
Put an end to de jurediscrimination
C
onsistent strategy ofnonviolence
Appeals to core Americanvalues
Powerful communicator of vision
I have a dream speech
Less charismatic a personalitythan other civil rights leaders(e.g., Malcolm X or StokelyCarmichael)
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Steve Jobs as visionary and
charismatic leaderDo you want to sell sugar water to childrenfor the rest of your life, or do you want tochange the world?
Steve Jobs 1983 recruitment pitch to PepsiCEO John Sculley
His defining characteristic is an unalloyedconfidencesome might call it arrogancethat his own judgment is correct, whateverother people say. This is coupled withextraordinary powers of persuasion: he is said
to be surrounded by a reality distortion fieldthat enables him to convince everyone in hisimmediate vicinity that he is right. And he isunquestionably the greatest showman in thecomputer industry.
The Economist2/5/04
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Dividing leadership at Microsoft: Bill Gates as
visionary, Steve Ballmeras charismatic coach
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The Body Shop founder
Anita Roddickas charismatic and visionary
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The charismatic and visionary leader
as deviant, eccentric, slightly mad
j Deviant, exotic, eccentric, iconoclast; a cut apart; symbolic of a
new direction Charisma may be context-specific
j Different mind-set, style, gestalt, way of framing reality
j Steve Jobs reality distortion field
j Leaders emerge from unconventional career paths
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Larry Ellisons (FAKE) Yale Commencement Speech"Graduates of Yale University, I apologize if you have endured this type of prologue before, but I wantyou to do something for me. Please, take a good look around you. Look at the classmate on your left.Look at the classmate on your right. Now, consider this: Five years from now, 10 years from now, even
30 thirty years from now, odds are the person on your left is going to be a loser. The person on yourright, meanwhile, will also be a loser. And you, in the middle? What can you expect? Loser. Loserhood.LoserCum Laude.
"In fact, as I look out before me today, I don't see a thousand hopes for a bright tomorrow. I don't see athousand future leaders in a thousand industries. I see a thousand losers.
"You're upset. That's understandable. After all, how can I, Larry Ellison, college dropout, have the
audacity to spout such heresy to the graduating class of one of the nation's most prestigious institutions?I'll tell you why. Because I, Lawrence "Larry" Ellison, second richest man on the planet, am a collegedropout, and you are not.
"Because Bill Gates, richest man on the planet is a college dropout, and you are not.
"Because Paul Allen, the third richest man on the planet, dropped out of college and you did not.
"And for good measure, because Michael Dell, No. 9 on the list and moving up fast, is a college dropout,
and you, yet again, are not.
Oh sure, you may, perhaps, work your way up to No. 10 or No. 11, like Steve Ballmer. But then, I don'thave to tell you who he really works for, do I? And for the record, he dropped out of grad school. Bit of alate bloomer."
"Finally, I realize that many of you, and hopefully by now most of you, are wondering, 'Is there anythingI can do? Is there any hope for me at all?' Actually, no. It's too late. You've absorbed too much, think you
know too much. You're not 19 anymore. You have a built-in cap, and I'm not referring to the mortarboards on your heads."
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Although leadership ispersonal, it is a role
and (therefore) a relation,not an individual attribute
Leadership is inherently relational
Leadership is alsosituation-specific
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Are leaders born or made?
Leadership traits and skillsQuality/behavior Immutable
(trait)Learnable
(skill)
Passion, commitment Med Med
Aggressiveness/toughness Hi Med
Energy Hi Lo
Extroversion Hi Lo-med
Empathy, sensitivity, emotional intelligence Med Med
Confidence Lo Hi
Cognitive intelligence Hi Lo
Networking/team-building ability Med Med
Genius/imagination Hi Lo
Charm, smoothness Hi Med
Eccentricity, zaniness Hi Lo
Public speaking skills Med Med
Physical features (voice, height, looks, gender) Hi Lo
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Tom Peters on gender differences
ASLEADERS, WOMENRULE:New Studies find
that female managersoutshine their male
counterparts in almostevery measure
Title, Special Report,Business Week, 11.20.00
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More Tom Peters on gender differences
Womens Stuff = New Economy MatchImprov skills
Relationship-centric
Less rank consciousnessSelf determined
Trust sensitive
IntuitiveNatural empowerment freaks [less
threatened by strong people]
Intrinsic [motivation] > Extrinsic
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Leadership is hard to come by when the
informal organization is undeveloped
Weak culture
Fragmented networks
Negative politics
But that makes it all the more important The leaders task is to create the context
Strong cultures usually originate with visionary leaders
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Heroic versus developmental
(post-heroic) leadership
What are the characteristics of
heroic leaders?
What are their strengths andweaknesses?
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Are American executives prone to
heroic leadership?
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Steve Jobs as heroic leader
But with so much of its future resting on the
power--and instincts--of one person, Apple is
vulnerable. What if Jobs gets distracted or falls
off his game?
From Yes, Steve, you fixed it. Congrats! Now what's
Act Two? (Business Week, July 31, 2000)
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It's an old joke in Silicon Valley:
Q: What's the difference between God
and Larry Ellison?
A: God doesn't think he's Larry Ellison.
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Heroic versus developmental
(post-heroic) leadership
What are the
characteristics of
developmental
leaders?
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Developmental leadership
is about teamwork
Picture a dog sled. A human is riding, holding a whip, asthe team pulls the sled. ``The leader in that group is thelead dog,'' Chambers says.
(A leader) is able to set the course for the team, who neverasks the team to do something that she or he is not willingto do themselves, who has the confidence of the team thatthey will follow him, that when it really gets tough, will beable to set the pace and know how hard the team can runwithout breaking down.
Cisco CEO John Chambers, quoted by Don Gillmore,
SiliconValley.com, May 20, 2000
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L
L
L
L
L = Leader
Start - up
Transitional
Experienced
Mature
C.Manz & H. Sims
Business WithoutBosses
John Wiley, 1993
Transitioning from heroic leadership
to developmental leadership
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Continuous rotation of leadership
and followership in mature teams
L
L
L
L
Is thisa matureteam?
L
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Takeaway Points
Leadership is: Personalistic, charismatic
Relational (requires followership/teamwork)
Leadership consists of vision and charisma
Crafting a vision is the easy part; selling it is hard
Anyone can become charismatic
Leadership requires fertile ground to fluorish
There is no one best style of leadership(congruence model).However:
Heroic leadership is effective in the short run butdisempowers followers and creates succession crisis
Developmental leadership empowers followers &
grows next-generation leaders
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Tuesday discussion Other business; lecture tie-ups
Charlotte Beers case
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Preparing for the Charlotte Beers case
1. Assess Ogilyvs problems in relation to its strategy andenvironment
2. Analyze cause and effect relationships behind problems
a. Consider all the of Os existing organizationalarchitecture
3. What were Charlottes strengths and weaknesses as a leader?
4. Critique Charlottes analysis of Ogilvys problems5. Evaluate her approach to:
a. Crafting the brand stewardship vision
b. Communicating the vision
c. Aligning Ogilvys organization with the vision
6. What would you have done differently?7. Was there real substance to brand stewardship or was
Charlotte just a good saleswoman?
8. How much of what Charlotte did was leadership and howmuch of it was management?