Wk4 Leadership

8/8/2019 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?

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