Prasanna Bhaskar Leadership

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Leading for Change Leading for Change

Hong Kong University of Science and Technology

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Roadmap for Today Segment 1

Getting acquainted: Team Game Segment 2

What is leadership? movie clips and discussion

Leadership vs. Management Segment 3

Leadership style - analyzing two exemplary leadership styles What shapes a leader: Case discussion

Segment 4 Leadership and organizational transformation Leadership within: Know yourself

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Team Game

Win as muchas you can!

Rules Do not communicate with other groups Each group must agree on a single choice

for each round Present cards simultaneously

Note: Remember your objective at all times: Win As Much As You Can!

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Payoffs4 Reds

3 Reds1 Green

2 Reds2 Greens

1 Red3 Greens

4 Greens

Lose

WinLose

WinLose

WinLose

Win

$10 each

$10 each$30

$20 each$20 each

$30$10 each

$10 each

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Lessons from the ExerciseLessons from the ExerciseLessons from the ExerciseLessons from the Exercise

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Lessons from the ExerciseLessons from the ExerciseLessons from the ExerciseLessons from the Exercise

The central lesson of this game is that you can often profit more through cooperation than conflict When you negotiate, you should not try to beat

anyone else. When negotiating, if you are thinking about whether

your final outcomes are better than the other party’s, you don’t do as well as you could.

In many bargaining situations, when you bargain well you and everyone else involved will obtain very good outcomes.

Ask for others’ intentions- people like to think of themselves as consistent.

Collaboration

“... the process of shared creation: two or more individuals with complementary skills interacting to create a shared understanding that none had previously possessed, or could have come to on their own ... it’s the creation of value.”

—Michael Schrage

What is your greatest challenge to collaboration?

What does it take to truly collaborate?

Driving Principles Believe in common ground Learn to rely on others and to be reliable Partner for results Build trust and be trust worthy

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What is your own personal definition of leadership?

Why is leadership important?

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What Is Leadership? Leadership is a source of influence

by Max Weber Leadership appears to be the art of getting others to

want to do something that you are convinced should be done

by Vance Packard Leadership is creating constructive or adaptive

change by John Kotter

Leadership is creating a context in which people can achieve their full potential in serving the organization’s mission

by Morgan McCall, Jr.

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Video I -George Patton

While watching the video, take notes on how leadership is exhibited.

Note how Patton promotes change and commitment

Pay attention to details, spoken as well as non-spoken.

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Without Words: How can you see Patton is a leader?

Listening to Words:How can you tell Patton is a leader?

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Leadership Without Words Flag Uniform Medals Pistol (non-standard) Body language Voice tone Staff (stick) Eyes Confident posture An older man who is very fit

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Leadership Conveyed via Words

Speaks soldier’s language, one of them Clear goals, vision, high standards Decisive, encouraging, motivating, energetic Dogmatic, American spirit, confidence Intimidation, shock, fear, aggression

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What are the Soldiers Thinking About?

Will I die ? (the unspoken fear)

Will I be a coward?

Can I kill?

Will we win?

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How is Patton a Leader?

Reaches out to subordinates Confronts their passion, anxieties, fears as well

as potential Operating at a deeper, human level Connecting through empathy to his troops Using symbols, stories and their own languages Not crafting rules and regulations

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Video II: Mahatma Gandhi

While watching the video, take notes on what Gandhi teaches us about leadership

How he influenced and created change Pay attention to ideas, spoken as well as

non-spoken

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What We Learn from Gandhi

Vision and ambitious goals Conviction and strong associates Moral authority Selfless Personal strength Art of framing issues

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What are the similarities between Patton and Gandhi?

What are the differences between Patton and Gandhi?

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Leadership not personality-bound. Question is “will you be?”

Leadership involves risks (assume deeper responsibility for people)

Leadership involves simultaneous attention to big ideas - understand past and present, create vision for the future, develop a path from past to future

Leadership involves small acts - listening, humility, confidence, trust, and influence

Leadership may differ depending on cultures and environments

The bottom line: “Do you really care?”

Summary of Patton and Gandhi

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What is Leadership?

Leadership is influence!

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Leadership As Incremental Influence

LOW

HIGH

Degree ofinfluence

Management Leadership

30% - 70% ofuntapped

humanpotential

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Comparing Management and LeadershipManagement Leadership

Creating an agenda Planning andbudgeting

EstablishingDirection

Developing a humannetwork for achievingagenda

Organizing andstaffing

Aligning people

Execution Controlling andproblem solving

Motivating andinspiring

Outcomes Produces resultsexpected byvariousstakeholders

Produces change

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LEADERSHIP

Superiors

PeersCustomers

Subordinates

Which ways did Patton lead?Which ways did Gandhi lead?Which ways do you need to lead?How about yesterday?

Multidirectional Leadership Process

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Leadership Research

Period Research Focus

1920’s-1950’s traits of effective leaders

1950’s-1960’s behaviors of effective leaders

1960’s-1970’s situational leadership

1970’s-1980’s symbolic role of leaders

1980’s-1990’s return to “traits” and “behaviors”

1990’s leadership in multicultural settingsthe 00s transformational leadership

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Case Discussion: The Caring Dictator

How would you describe Jack Harnett’s leadership style?

Why is he successful? Would you work for him?

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Case Discussion: Judy Buchanan

What are the elements of Buchanan’s leadership style?

How would you compare Buchanan’s leadership style with that of Jack Harnett?

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Summary of Two Exemplary Leadership Styles

People-oriented primary attention is on

the people Preference for other’s

involvement in decisions Major concern is on

employee well being and development

Emphasis is on delegation and freedom

Task-oriented Primary attention is on

the task Preference for making

own decisions Major concern is on task

quality and production efficiency

Emphasis is on control and structure

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Leadership effectiveness: Contingent on both the situation and on the leader

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Situational Factors Influencing Leadership Effectiveness The nature of societal culture

e.g., tolerance for ambiguity The nature of the corporate culture

e.g., normative leadership style The stage of the organization’s life cycle

e.g., growth versus stable The nature of the organizational structure

e.g., network organizations The nature of the task

e.g., formalization of rules

The nature of the subordinates e.g., professional maturity and needs

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Situational Leadership

Willingness

AbilityLo

Hi

Hi

(Follower Readiness: Willingness and Ability)

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What Shapes a Leader?

Family background Basic personality Education Career path Accumulated knowledge and relationships Experiences

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Two Leaders of the 1990s If leadership measured by $$$, consider MVA, “market

value added” In a survey mid 1990s,

Microsoft up US$30 billion ($30,000,000,000) Merck up $32 billion Wal-mart up $35 billion GE up $52 billion Coca Cola up $61 billion

Why these two firms, GE and Coke, on top?? Each had ONE leader this time period

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Jack Welch Led General Electric from 1981 to 2000 Got out of many businesses, into others Set goal: # 1 or 2 in all we do Total value of all stock up $52 billion

($52,000,000,000.00)

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Roberto Goizueta Led Coca Cola from 1981 to 1997 Got out of side businesses, focused on Coke Reaffirmed Coke as a global company Total value of all stock up $61 billion

($61,000,000,000.00)

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Jack Welch Born average family, New

York Slow start in education Start at top? NO

Roberto Goizueta Born well-to-do family,

Cuba Good education Start at top? NO

Is It Where They Started? NO

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Jack Welch Fighter, athlete Focus in college: beer Entertain guests? Get into

sports! play hard! Polite to bosses, others?

NO respected, hated Never seen with a coat

ON

Roberto Goizueta High culture, smooth Studied hard, Yale Entertain? Opera?

In the bureaucracy, kept quiet, did his job

respected, liked Never seen with his coat

OFF

Is It Their Style? NO

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Jack Welch Came into a stagnant

business Looked to find right

business to be in Focused on making

tradition bound bureaucracy accept change

Roberto Goizueta Came into a stagnant

business Looked to find right

businesses to be in Focused on making

tradition bound bureaucracy accept change

Was It Their Approach? MAYBE!

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Roberto Goizueta vs. Jack Welch

How can we explain the extraordinary success by both Goizueta and Welch in spite of the stark differences between them?

How did their life experiences influence their leadership styles and beliefs?

Would Jack Welch have been as effective at Coke? Goizueta at GE? Why and why not?

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Why Some Companies Failed In The 80’s

Observations: Between 1981 to 1990, about half of Fortune 500

companies were dropped from the list. U.S.: GM, IBM, DEC, Sears, Kodak,

Westinghouse, Citicorp. Europe: Volkswagen, Philips, Lloyd’s of London. Asia: Mazda, NEC.

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Why Some Companies Succeeded

Suppose that in 1972, you were asked to pick and invest in the five best performing firms over the next 20 years in the U.S., how would you approach your assignment?

______________________________________________________________________________________________________________________________

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Michael Porter’s Framework Five fundamental forces that Porter says

determine the ability of firms in an industry to earn above normal returns: entry of new competitors threat of substitutes bargaining power of buyers bargaining power of suppliers rivalry among existing competitors

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Best Performing Firms in the U.S. (1972 –1992)

Company Stock Return IndustrySouthwestAirlines

21,775% Airline

Wal-Mart 19,807% Retailing

Tyson Foods 18,118% Food

Circuit City 16,410% Retailing

PlenumPublishing

15,689% Publishing

What are their common characteristics?

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Case Discussion:Southwest Airlines (SW)

Questions: Why is Southwest a success? What is their strategy? What does it take to execute this strategy? Are these sustainable? Imitatable? What can we learn from Southwest Airlines?

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Some Facts About Southwest..

AMR DELTA NW SW UAL USAIR Cost

peravailable seat mile

8.9

cents

9.6

cents

7.0

cents

9.4

cents

10.8

cents

Passengersper employeeEmployeeper aircraft

840 1,114 919 2,443 795 1,118

11115781127134152

9.1

cents

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Southwest Airlines: Case Discussion

The McKinsey 7-S Framework

STRUCTURE

SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY


SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

STRUCTURE

StrategyStrategy: A set of actions aimed at gaining a sustainable advantage over the competition.

StructureStructure: The organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated.

SystemsSystems: The processes and flows that show how an organization operates on a daily basis (e.g. information systems, capital budgeting systems, manufacturing processes, quality control systems, and performance measurement systems).

StyleStyle: What managers consider to be important by the way they collectively spend their time and attention and how they use symbolic behavior. It is more important how management behaves than what management says


SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

STRUCTURE

Staff:Staff: What companies do to foster the process of developing managers and shaping the basic values of the management team.

Shared values:Shared values: The values that go beyond, but usually include, statement of goals and objectives in determining a firm’s destiny. These values are shared by most of the people in the organization.

Skills:Skills: Those dominant attributes of capabilities that are possessed by an organization.

Analysis of SW Using 7S Model

StyleStyle•Role Model•Playful•Service-oriented•Committed

Shared Values•Speed Cost focus•Fun Team

StaffingStaffing•Friendly•Versatile

•Hard Working

•Youthful•Flexible

StructureStructure•Lean•Few layers

VisionVision•Friendly flying car

SystemSystem•737 aircraft•Profit-sharing•Low cost

•Reservations•Boarding•Luggage

•No hubs

TacticsTactics•Low Fares Reliable•Frequent Point to point

SkillsSkills•Customer friendliness•Speed

•Teamwork

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SW Strategy

Limited passenger service Low cost High volume Customer satisfaction Employee commitment and productivity

Low cost

Limited passenger service

High volume

Customer satisfaction

High employeeproductivity

No meals

No travelagents

Secondaryairports

Low prices

No CRS

No connections

High employeeownership

Friendly service On-time

High employee

commitment

Flexibleunion

contracts

High-volumecity pairs

No assignedseats

Fastturnaround

Standardfleet

‘Ticketless’travel

Point-pointroutes Frequent

flights

Meet expectations;‘Low Fare Airline’

Strategy of Southwest Airlines

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What Does It Take to Execute This Strategy? Critical Tasks

keep costs down, productivity up consistency (strategy and service) high utilization

People energetic positive committed interpersonally skilled affiliative (family) friendly

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What Does It Take to Execute This Strategy?

Culture initiative fun teamwork cost conscious

Formal Organization flat structure compensation

Leadership

egalitarian hard work autonomy

teams unionized

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Lessons about Leadership from Herb Kelleher

How would you describe Kelleher’s leadership style?

How does Kelleher lead? Why is he effective?

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Five Leadership Practices

Challenge the process Model the way Inspire a shared vision Enable others to act Encourage the heart

Kouzes, J. & Posner, B. The leadership challenge: How to get extraordinary things done in organizations, Jossey-Bass, 1995.

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Fundamental Practices of Exemplary Transformational Leadership

Practice #1: Challenging the process, searching out

opportunities, experimenting

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Practice #2: Setting high personal standards; Role

modeling; Acting with integrity

Building Credibility

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Practice #3: Creating a shared vision and set of common

core values, focusing on future, including followers’ vision

Exercise: Developing an effective mission statement.

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Practice #4: Enabling followers to implement vision

through collaboration and empowerment

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Practice #5: Encouraging the heart through enthusiasm,

frequent positive feedback, and effective use of language.

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Understand Yourself: Strength Deployment Inventory (SDI)

Background Developed to measure individuals’ styles in

absence or presence of conflict Based on the Relationship Awareness

Theory Allows individuals to identify their strength

deployment patterns when things are going well and when things are in conflict

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Scoring the SDI ---1

Complete the SDI survey Verify that the three numbers in Column 1,2,

and 3 on page 1 equal 100. Columns 4,5,and 6 on page 2 equal 100

Transfer these number to lower right hand corner boxes on page 5.

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Scoring SDI ---2

For each number, divide by 10. Use a ruler to help locate the point on the blue

scale where your column 1 number falls. Draw a straight line perpendicular to the scale. Repeat for red and green scales.

The three lines shown intersect at the same point. If not, check additions and drawing

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Scoring SDI---3 Make a heavy dot at the intersection of the three

lines and erase the lines. Repeat for the scores in columns 4, 5, and 6. Connect the two dots. Draw a line and add an

arrow at the end of the line where the scores for 4, 5, and 6 are pointed

If you finish early, read the rest of the survey

Col. 6 (1.0)

Col. 5 (7.5)Col. 2 (4.0)

Col. 4 (1.5)

Col. 1 (2.5)

Col. 3 (3.5)

2.5

1.5

4.0

7.5 1.0

3.5

Col. 1 Col. 2

Col. 4

Col. 3

Col. 6Col. 5

B

A

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Patterns of Motivation

Assertive-Directing (Red)

Analytic-Autonomizing (Green)

Altruistic-Nurturing (Blue)

Flexible-Cohering (Rainbow)

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Characteristics of an Assertive-Directing Individual (Red)

Doer Fighter Pushes for authority, responsibility, and

leadership Uses persuasion Challenges others Takes Risks Is alert to opportunity

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Thinks Plans Searches for meaningful order Control emotions Is concerned that things have been properly

thought through Is cautious and thorough Is fair and principled

Characteristics of an Analytic-Autonomizing Individual (Green)

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Is friendly helper Is open and responsive to others Avoids being a burden to others Promotes harmony Makes life easier for others Is supportive Is warmhearted

Characteristics of an Altruistic-Nurturing Individual (Blue)

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Is task-oriented Is a flexaholic Show concern for feelings of others Is thorough Is supportive Is open and responsive to the ideas of others Is strong at times in providing own ideas

Characteristics of a Flexible-Cohering Individual (Rainbow)

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How We Deal with Conflict from Strength Deployment Theory

Strengths are deployed sequentially during conflict and opposition, and therefore behavior changes as a conflict escalates

At first appearance of conflict - Blues press for harmony or deny the seriousness of

the problem Reds challenge the opposition and present their

solution forcefully Greens become cautions and rely on analysis to

provide a solution

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If conflict is not resolved, people try different angles - Blues preserve whatever harmony can be

salvaged Reds accept that a fight is required and

prepare for it Greens retreat to prevent further intrusion and

chaos

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When conflict continues despite all efforts for resolution - Blues surrender in complete defeat Reds fight to the bitter end Greens break off contact and leave

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How Others See UsCharacteristic Known As Also Known AsAltuistic-Nuturing(Blue)

Friendly helpers, niceguys, and warm-hearted caretakers

Pushovers, bleedinghearts, and doormats

Assertive-Directing(Red)

Winners, go-getters,and fighters

Dictators, taskmasters and bullies

Analytic-Autonomizing(Green)

Thinkers, planners,organizers andanalyzers

Nit-pickers, loners,and analysis-paralysis sufferers

Flexible-Cohering(Rainbow)

Team players,socializers andcompromisers

Wishy-washies, theunpredictables,chameleons andcompany people

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Assertive-Directing (Red)Characteristic Strengths If Overdone BecomeSelf-confidentEnterprisingAmbitiousOrganizingPersuasiveForcefulQuick to actImaginativeCompetitiveProudBoldRisk-taking

ArrogantOpportunisticRuthlessControllingAbrasiveDictatorialRashDreamerCombativeConceitedBrashGambler

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Analytic-Autonomizing (Green)Characteristic Strengths If Overdone BecomeCautiousPracticalEconomicalReservedMethodicalAnalyticPrincipledOrderlyFairPerseveringConservingThorough

SuspiciousUnimaginativeStingyColdRigidNit-pickingUnbendingCompulsiveUnfeelingStubbornPossessiveObsessive

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Altruistic-Nurturing (Blue)Characteristic Strengths If Overdone BecomeTrustingOptimisticLoyalIdealisticHelpfulModestDevotedCaringSupportiveAcceptingPoliteUndemanding

GullibleImpracticalBlindWishfulSmotheringSelf-effacingSubservientSubmissiveSelf-sacrificingPassiveDeferentialMasochistic

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Flexible-Cohering (Rainbow)Characteristic Strengths If Overdone BecomeFlexibleOpen to changeSocializerExperimenterCuriousAdaptableTolerantOpen to compromiseLooksfor optionsSocially sensitiveTeam playerMeditor

Wishy-wishyInconsistentUnable to stand aloneAimlessNosySpinelessUncaringUnprincipledNo clear focusDeferent to othersOther dependentWithout own convictions

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STRENGTH DEPLOYMENT INVENTORY

(Additional Information)

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ALTRUISTIC - NURTURING

VALUE RELATING STYLE Being open and responsive to the

needs of others Seeking ways to bring help to others Trying to make life easier for others Trying to avoid being a burden to

others Ensuring others reach their potential Ensuring others are valued Defending the rights of others

Concern for the Protection, Growth and Welfare of Others

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ASSERTIVE - DIRECTING

VALUE RELATING STYLE Competing for authority,

responsibility and positions of leadership

Exercising persuasion Being alert to opportunity Claiming the right to earned rewards Accepting challenges Accepting risk-taking as necessary

and desirable Demonstrating competitiveness

Concern for Task AccomplishmentConcern for Organization of People, Time, Money and Any Other

Resources to Achieve Desired Results

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ANALYTIC - AUTONOMIZING

VALUE RELATING STYLE Being objective Being right, Being principled Being in control of one’s emotions Being practical Being cautious and thorough Being fair Being resolute Being serious Being their own “judge and jury” Being their “own person” Thinking things through before acting

Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained

Individualism, Self-Reliance & Self-Dependence

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FLEXIBLE - COHERING

VALUE RELATING STYLE Being curious about what others

think and feel, open minded and willing to adapt

Experiments with different ways of acting

Proud to be a “member” Likes to know a lot of people Likes to be known by a lot of

people Likes to be known as flexible

Concern for Flexibility Concern for the Welfare of the Group

Concern for the Members of the Group & for Belonging in the Group

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ASSERTIVE - NURTURING

VALUE RELATING STYLE Actively seeking opportunities to

help others Persuading others to ensure

maximum growth and development of others

Being open to proposals for creating welfare and security for others

Creating enthusiasm and support in tackling obstacles to success

Concern for the Protection, Growth and Welfare of Others

Through Task Accomplishment and Leadership

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JUDICIOUS - COMPETING

VALUE RELATING STYLE Providing rational leadership that

can assess risks and opportunities

Being decisive and proactive when all the facts are in

Challenging opposition through thoughtful process and strategy

Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition

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CAUTIOUS - SUPPORTING

VALUE RELATING STYLE Building effective processes and

resources to protect or enhance welfare of others

Offering assistance for greater self-sufficiency and independence

Supporting activities that lead to growth

Fighting for principles that are fair

Concern for Affirming and Developing Self-Sufficiency in Self & Others

Concern for Thoughtful Helpfulness with Regard for Justice

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Individual Feedback: What Color is Your Dot?

Each person has colored dots representing the 4 styles of behavior

You are to go around the room and put the color dot on the page you think represents the behavior of every other person in the room.

If you do not know the person at all do not put a dot on that person’s page

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Reflection

Is this what you expected? Why or why not? How can you use this strength to help your team

and your organization? How can you be sure not to overdo the strength?

雁的啟示Lessons from Geese

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雁的啟示 - Lessons from Geese

當每隻雁展翅高飛 , 也為後邊的隊友提供了“向上之風” ,“V” 字隊形 , 為雁群增加了 71% 的飛行范圍 :

As each goose flaps its wings, it creates an uplift for the birds that follow. By flying in a V formation, the whole flock adds 71% extra flying range.

啟示啟示 - Lesson: 分享團隊默契 , 能互相幫助 , 更輕鬆地到達目的地 .. 因為他們的旅程建立

在相互信任的基礎上 .

People who share a sense of community can help each other get where they are going more easily, because they are traveling on the trust of one another.

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當某隻雁偏離隊伍時 , 它會立即發現單獨飛行的辛勞和阻力 . 它會立即飛回隊伍 , 善用同伴的“向上之風” .

When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back to take advantage of the lifting power of the birds in front.

啟示 - Lesson ：若我們與雁一般 , 我們就會緊跟大隊伍 , 樂於接受他人的協助 , 并幫助

別人 .

If we have as much sense as geese, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.

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飛在隊伍的雁會發出“呱呱”叫聲 , 鼓勵前導的雁保持速度 .

The geese flying in formation honk to encourage those up front to keep with their speed.

啟示 - Lesson ：我們必須確定發出的聲音是鼓勵 . 在團隊中 , 有鼓勵表現就會更好 .

最完美的自我表現 , 通常來自正面的鼓勵 .

We need to make sure our honking is encouraging. In groups where there is encouragement, production is much greater. Individual empowerment results from high quality honking.


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當前導的大雁疲倦時 , 它會退到隊伍的後方 , 而另一隻雁則會飛到前導位置彌補 .

When the lead goose tires, it drops back into formation and another goose flies to the point position.

啟示 - Lesson ：艱巨的任務需要輪流付出 . 我們要尊重、保護每個人獨特的技術、

才能、天分資源 .It pays to take turns doing the hard tasks. We should respect and

protect each other’s unique arrangement of skills, capabilities, talents, and resources.


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當某隻雁生病時 , 會有兩隻雁飛出隊伍 , 跟在後邊 , 幫助并保護它 .

When a goose gets sick, two geese drop out of formation to follow it down to help and protect it.

啟示 - Lesson ：如果我們如雁一般 , 就會在困境中彼此支持 , 一如我們在順境中茁

壯 .

If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.


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Where Have We Been?

Management is important, but leadership is essential. The key is “will you be?”

Leadership… influence Many ways to lead (videos) People? Task?

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Where Have We Been? What shapes a leader? Leadership Practices in Transformation:

Challenge the process Inspire shared vision Model the way Enable others to act Encourage the heart

Leadership within: Understand yourself

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Thank [email protected]

Prasanna Bhaskar Leadership

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