Employee TasksEmployee Tasks
TechTech Project ManagementProject Management Quality AssuranceQuality Assurance Software EngineersSoftware Engineers ArchitectureArchitecture User ExperienceUser Experience
Legal, Marketing, Sales, HR, Finance, Legal, Marketing, Sales, HR, Finance, Product Management….Product Management….
Prior To eBayPrior To eBay
Hasbro Inc’s Preschool DivisionHasbro Inc’s Preschool Division General ManagerGeneral Manager
Florist Transworld DeliveryFlorist Transworld Delivery President & CEOPresident & CEO
Stride Rite CorporationStride Rite Corporation President of Stride Rite DivisionPresident of Stride Rite Division
Walt Disney CompanyWalt Disney Company SR. VP MarketingSR. VP Marketing
Bain & CompanyBain & Company VPVP
Procter & GambleProcter & Gamble VP Brand ManagementVP Brand Management
AccomplishmentsAccomplishments
The Wall Street JournalThe Wall Street Journal TimeTime FortuneFortune Business WeekBusiness Week
TraitsTraits
Strong communicator Strong communicator Promote a visionPromote a vision Make others feel importantMake others feel important Admits mistakesAdmits mistakes Criticize others only in privateCriticize others only in private Stay close to the action and is involve Stay close to the action and is involve Celebrate success Celebrate success Make trust a priorityMake trust a priority
SkillsSkills
Steering and influencing relationships to Steering and influencing relationships to generate financial return generate financial return
Conversing not commandingConversing not commanding Asking questions as oppose providing answersAsking questions as oppose providing answers Building continual consensus and earning trust Building continual consensus and earning trust
through transparencythrough transparency Experimenting and failingExperimenting and failing Make sure board of director are full participantsMake sure board of director are full participants
Skills (Continued)Skills (Continued)
Collaborative networkCollaborative network Connecting employees and customers in two-Connecting employees and customers in two-
way communicationway communication She realizes she can’t control eBay’s communityShe realizes she can’t control eBay’s community Trust communityTrust community Don’t assume you know more than the Don’t assume you know more than the
marketplace marketplace Demonstrate leadership through learning by Demonstrate leadership through learning by
listening and understandinglistening and understanding Strong believer in maintaining boundariesStrong believer in maintaining boundaries
QuizQuiz
What happens when you try to steal an What happens when you try to steal an eBay customer?eBay customer?
QuizQuiz
What happens when you steal an EBay What happens when you steal an EBay customer?customer?
Hint:Hint:
QuizQuiz
What happens when you steal an EBay What happens when you steal an EBay customer?customer?
Hint: If you try to take a little bite, Hint: If you try to take a little bite, away from eBay…away from eBay…
QuizQuiz
What happens when you steal an EBay What happens when you steal an EBay customer?customer?
Hint: If you try to take a little bite Hint: If you try to take a little bite away from eBay…away from eBay…
You might get a big bite back from the big You might get a big bite back from the big bad dog, in the form of a…bad dog, in the form of a…
Research SourcesResearch Sources Numerous Internet SitesNumerous Internet Sites Wall Street JournalWall Street Journal Time MagazineTime Magazine ForbesForbes News WeekNews Week Business WeekBusiness Week Fortune MagazineFortune Magazine U.S. News & World ReportU.S. News & World Report Some Trade JournalsSome Trade Journals But, Absolutely No Scholarly JournalsBut, Absolutely No Scholarly Journals
Behavior PatternBehavior Pattern
Participative (Dominant Behavior Pattern)Participative (Dominant Behavior Pattern)
Behavior PatternsBehavior Patterns
Participative (Dominant Behavior Pattern)Participative (Dominant Behavior Pattern)
CharismaticCharismatic
Behavior PatternsBehavior Patterns
Participative (Original & Dominant Participative (Original & Dominant Behavior Pattern)Behavior Pattern)
Charismatic (At Different Times)Charismatic (At Different Times)
Behavior PatternsBehavior Patterns
Participative (Original & Dominant Participative (Original & Dominant Behavior Pattern)Behavior Pattern)
Charismatic (At Different Times)Charismatic (At Different Times)
Boundary Spanning Boundary Spanning
Behavior PatternsBehavior Patterns
Participative (Original & Dominant Participative (Original & Dominant Behavior Pattern)Behavior Pattern)
Charismatic (At Different Times)Charismatic (At Different Times)
Boundary Spanning (Some Newer Trends)Boundary Spanning (Some Newer Trends)
Participative LeadershipParticipative Leadership(The model from a textbook)(The model from a textbook)
1.1. Draws out and listens to followersDraws out and listens to followers
Actual Behavior ObservedActual Behavior Observed
She actively seeks to gather meaningful She actively seeks to gather meaningful input from others:input from others:
Actual Behavior ObservedActual Behavior Observed
She actively seeks to gather meaningful She actively seeks to gather meaningful input from others:input from others:
CustomersCustomers
Actual Behavior ObservedActual Behavior Observed
She actively seeks to gather meaningful She actively seeks to gather meaningful input from others:input from others:
CustomersCustomers
EmployeeEmployee
Participative LeadershipParticipative Leadership(A model from a textbook)(A model from a textbook)
2. Holding meetings to share decisions, 2. Holding meetings to share decisions, problems and to gather input.problems and to gather input.
Actual Behavior ObservedActual Behavior Observed
She hosts a group of 20 “best” customers, She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San monthly, to visit the headquarters in San Jose, California.Jose, California.
Actual Behavior ObservedActual Behavior Observed
She hosts a group of 20 “best” customers, She hosts a group of 20 “best” customers, monthly, to visit the headquarters in San Jose, monthly, to visit the headquarters in San Jose, California.California.
Other Employees Listen to what customers want.Other Employees Listen to what customers want.
Meg listens to employee input AND customersMeg listens to employee input AND customers
Participative LeadershipParticipative Leadership(The model from a textbook)(The model from a textbook)
3. Giving serious consideration to followers’ 3. Giving serious consideration to followers’ inputinput
Actual Behavior ObservedActual Behavior Observed
She will make changes based upon the She will make changes based upon the input she gets from meetings…input she gets from meetings…
Participative LeadershipParticipative Leadership(The model from a textbook)(The model from a textbook)
4. Reaching consensus with followers and 4. Reaching consensus with followers and other leaders as equals.other leaders as equals.
Actual Behaviors ObservedActual Behaviors Observed
Carolina mentioned this in her “Traits”Carolina mentioned this in her “Traits”
She is transparent and approachable.She is transparent and approachable.
..
Actual Behaviors ObservedActual Behaviors Observed
Carolina mentioned this in her “Traits”Carolina mentioned this in her “Traits”
She is transparent and approachable,She is transparent and approachable, Prefers to collaborate,Prefers to collaborate,
Actual Behaviors ObservedActual Behaviors Observed
Carolina mentioned this in her “Traits”Carolina mentioned this in her “Traits”
She is transparent and approachable,She is transparent and approachable, Prefers to collaborate,Prefers to collaborate, Not condescending.Not condescending.
Actual Behaviors ObservedActual Behaviors Observed
Carolina mentioned this in her “Traits”Carolina mentioned this in her “Traits”
She is transparent and approachable,She is transparent and approachable, Prefers to Collaborate Prefers to Collaborate Not condescending,Not condescending, Treats her followers as equals.Treats her followers as equals.
Participative LeadershipParticipative Leadership
5. Delegating decisions to capable followers5. Delegating decisions to capable followers
Actual Behavior ObservedActual Behavior Observed
We found that she trusts her people, and We found that she trusts her people, and they love her for it.they love her for it.
Charismatic LeadershipCharismatic Leadership
(Most but not all behaviors)(Most but not all behaviors)
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
2.2. Uses inspirational rhetoric Uses inspirational rhetoric
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
2.2. Uses inspirational rhetoric Uses inspirational rhetoric
3.3. Build’s own image in followers’ eyesBuild’s own image in followers’ eyes
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
2.2. Uses inspirational rhetoric Uses inspirational rhetoric
3.3. Build’s own image in followers’ eyesBuild’s own image in followers’ eyes
4.4. Role model behaviors for followers with Role model behaviors for followers with high expectations and confidencehigh expectations and confidence
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
2.2. Uses inspirational rhetoric Uses inspirational rhetoric
3.3. Build’s own image in followers’ eyesBuild’s own image in followers’ eyes
4.4. Role model behaviors for followers with Role model behaviors for followers with high expectations and confidencehigh expectations and confidence
5.5. Takes risks to achieve missionTakes risks to achieve mission
Charismatic LeadershipCharismatic Leadership
1.1. Advocates moral mission and visionAdvocates moral mission and vision
2.2. Uses inspirational rhetoric Uses inspirational rhetoric
3.3. Build’s own image in followers’ eyesBuild’s own image in followers’ eyes
4.4. Role model behaviors for followers with Role model behaviors for followers with high expectations and confidencehigh expectations and confidence
5.5. Takes risks to achieve missionTakes risks to achieve mission
6.6. Uses frame alignment to guide follower Uses frame alignment to guide follower behaviors behaviors
Actual Behaviors ObservedActual Behaviors Observed
Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. affected in a very positive way.
Actual Behaviors ObservedActual Behaviors Observed
Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. affected in a very positive way.
Frequent Motivational RalliesFrequent Motivational Rallies
Actual Behaviors ObservedActual Behaviors Observed
Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. affected in a very positive way.
Frequent Motivational RalliesFrequent Motivational Rallies Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking
abilities to motivate and encourage abilities to motivate and encourage employee.employee.
Actual Behaviors ObservedActual Behaviors Observed
Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. affected in a very positive way.
Frequent Motivational RalliesFrequent Motivational Rallies Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking
abilities to motivate and encourage abilities to motivate and encourage employee.employee.
Paints a big picture vision for her Paints a big picture vision for her employees and customersemployees and customers
Actual Behaviors ObservedActual Behaviors Observed
Employees are clearly influenced and Employees are clearly influenced and affected in a very positive way. Frequent affected in a very positive way. Frequent Motivational RalliesMotivational Rallies
Dynamic and inspirational public-speaking Dynamic and inspirational public-speaking abilities to motivate and encourage abilities to motivate and encourage employee.employee.
Paints a big picture vision for her Paints a big picture vision for her employees and customersemployees and customers
Boundary Spanning Boundary Spanning LeadershipLeadership
(Only Some of the (Only Some of the
Behavior Patterns)Behavior Patterns)
Boundary Spanning LeadershipBoundary Spanning Leadership(Textbook Model)(Textbook Model)
1.1. Define and manipulate unit boundariesDefine and manipulate unit boundaries2.2. Resolve stalemates and conflictsResolve stalemates and conflicts3.3. Sensitize unit members to environmental Sensitize unit members to environmental
issuesissues4.4. Obtain, filter, store, and disseminate Obtain, filter, store, and disseminate
informationinformation5.5. Develop and maintain networksDevelop and maintain networks6.6. Negotiate for resources and distribution Negotiate for resources and distribution
of outputof output
Boundary SpanningBoundary Spanning
Behavior:Behavior:
Contact with a vast network of domestic Contact with a vast network of domestic and international human relationshipsand international human relationships
NeutralizersNeutralizers
Defined:Defined:
In general, a neutralizer is a situational In general, a neutralizer is a situational factor that factor that decreasesdecreases a leader’s a leader’s effectiveness or influence on followers..effectiveness or influence on followers..
NeutralizersNeutralizers
Meg has had to deal with several –Meg has had to deal with several – For example, For example,
NeutralizersNeutralizers
Meg has had to deal with several –Meg has had to deal with several – For example, For example,
The presence of fraudulent activities, The presence of fraudulent activities, mainly on the part of sellers.mainly on the part of sellers.
NeutralizersNeutralizers
Meg has had to deal with several –Meg has had to deal with several – For example, For example,
The presence of fraudulent activities, mainly on The presence of fraudulent activities, mainly on the part of sellers.the part of sellers.
Because “Trust” is so vital in this type of Because “Trust” is so vital in this type of business, the lack of trust can bring eBay to it’s business, the lack of trust can bring eBay to it’s knees, and can neutralize Meg’s effectiveness.knees, and can neutralize Meg’s effectiveness.
EnhancersEnhancers
Defined:Defined:
In general, an enhancer is a situational In general, an enhancer is a situational factor or a follower characteristic that factor or a follower characteristic that increasesincreases leadership effectiveness, or leadership effectiveness, or influence on followers.influence on followers.
Enhancer:Enhancer:“Centralized Operations”“Centralized Operations”
Allows Meg and her team of managers to Allows Meg and her team of managers to have continuous personal interaction.have continuous personal interaction.
Enhancer:Enhancer:“Centralized Operations”“Centralized Operations”
Allows Meg and her team of managers to Allows Meg and her team of managers to have continuous personal interaction.have continuous personal interaction.
Closes the gap of spatial distance between Closes the gap of spatial distance between leader and followers (employees).leader and followers (employees).
EnhancersEnhancers
Centralized Location of Main OperationsCentralized Location of Main Operations
Cohesive Work GroupsCohesive Work Groups
Enhancer:Enhancer:“Cohesive Work Teams”“Cohesive Work Teams”
Clear job descriptionsClear job descriptions
There is little like ambiguity in the There is little like ambiguity in the organization.organization.
EnhancersEnhancers
Centralized Location of Main OperationsCentralized Location of Main Operations
Cohesive Work groupsCohesive Work groups
Customer Recognition ProgramsCustomer Recognition Programs
EnhancersEnhancers“Customer Recognition Program”“Customer Recognition Program”
PayPal Point (For Customers) is a major PayPal Point (For Customers) is a major driver of recognition of “best” customers.driver of recognition of “best” customers.
Employees in turn, drive the company Employees in turn, drive the company priorities based upon this company-wide priorities based upon this company-wide reward system.reward system.
EnhancersEnhancers“Non-Union”“Non-Union”
This may be more of the lack of a This may be more of the lack of a neutralizer.neutralizer.
ReplacementsReplacements
Defined:Defined: In general, a leadership replacement is a In general, a leadership replacement is a
group of factors or follower characteristics, group of factors or follower characteristics, providing additional benefits to a leader, providing additional benefits to a leader, by substituting for specific behaviors, work by substituting for specific behaviors, work tasks, and other missing leader behaviors. tasks, and other missing leader behaviors.
The Operation of aThe Operation of a Free Market Free Market
A Situational FactorA Situational Factor
That is an ExampleThat is an Example
Of A Leadership behaviorOf A Leadership behavior
ReplacementsReplacementsA “Free” Global MarketA “Free” Global Market
The market itself is self lead (aka The market itself is self lead (aka autonomous)autonomous)
ReplacementsReplacementsA “Free” Global MarketA “Free” Global Market
The market itself is self lead (aka The market itself is self lead (aka autonomous)autonomous)
The market is going to operate by itself The market is going to operate by itself whether there is a leader or not..whether there is a leader or not..
ReplacementsReplacementsA “Free” Global MarketA “Free” Global Market
The market itself is self lead (aka The market itself is self lead (aka autonomous)autonomous)
The market is going to operate by itself The market is going to operate by itself whether there is a leader or not..whether there is a leader or not..
The eBay structure facilitates Buyers and The eBay structure facilitates Buyers and Sellers to come together, and can be then Sellers to come together, and can be then given leadership.given leadership.
ReplacementsReplacementsA “Free” Global MarketA “Free” Global Market
The market itself is self lead (aka autonomous)The market itself is self lead (aka autonomous)
The market is going to operate by itself whether The market is going to operate by itself whether there is a leader or not..there is a leader or not..
The eBay structure facilitates Buyers and Sellers The eBay structure facilitates Buyers and Sellers to come together, and can be then given to come together, and can be then given leadership.leadership.
Leader makes what is already good, better.Leader makes what is already good, better.
Hard to Find DirtHard to Find DirtOn Someone So CleanOn Someone So Clean
She does not need to change her She does not need to change her leadership behavior's).leadership behavior's).
The only thing that she might want to The only thing that she might want to improve is her boundary spanningimprove is her boundary spanning
RatherRatherChange Her StrategiesChange Her Strategies
Her Focus and Company objectivesHer Focus and Company objectives
Long Range GoalsLong Range Goals
Other Ways She Can ImproveOther Ways She Can Improve
Short term profitability vs. long term Short term profitability vs. long term customer satisfactioncustomer satisfaction
Focusing on becoming the best globallyFocusing on becoming the best globally Competition among other auction sitesCompetition among other auction sites
Loss of customers to competitionLoss of customers to competition Customer satisfaction has declinedCustomer satisfaction has declined
Reasons for Effective LeadershipReasons for Effective Leadership
Identification: closely related to followers’ Identification: closely related to followers’ personal identification with the leader.personal identification with the leader.
Reasons for Effective LeadershipReasons for Effective Leadership
Identification: closely related to followers’ Identification: closely related to followers’ personal identification with the leader.personal identification with the leader.
Social Identification: closely related to Social Identification: closely related to followers’ personal identification with the followers’ personal identification with the leader.leader.
Reasons for Effective LeadershipReasons for Effective Leadership
Identification: closely related to followers’ Identification: closely related to followers’ personal identification with the leader.personal identification with the leader.
Social Identification: closely related to Social Identification: closely related to followers’ personal identification with the followers’ personal identification with the leader.leader.
Internalization: Followers adapt to leader’s Internalization: Followers adapt to leader’s ideals and goalsideals and goals
Reasons for Effective LeadershipReasons for Effective Leadership
Identification: closely related to followers’ personal Identification: closely related to followers’ personal identification with the leader.identification with the leader.
Communicates to her followersCommunicates to her followers Values her followers opinions and suggestionsValues her followers opinions and suggestions Actively listens to her employeesActively listens to her employees
Social Identification: It means that followers define Social Identification: It means that followers define themselves in a group or organization.themselves in a group or organization.
Airport situationAirport situation Office cubicle with an open door policyOffice cubicle with an open door policy
Internalization: Followers adapt to leader’s ideals and Internalization: Followers adapt to leader’s ideals and goalsgoals
Fraud protection and password retrieval on the website.Fraud protection and password retrieval on the website.
Leadership AttitudesLeadership Attitudes
Meg Whiteman says she can’t control Meg Whiteman says she can’t control eBay’s community of buyers and sellers, eBay’s community of buyers and sellers, because they don’t report to her.because they don’t report to her.
They don’t have to show up to work.They don’t have to show up to work.
Leadership AttitudesLeadership Attitudes
Meg Whiteman says she can’t control Meg Whiteman says she can’t control eBay’s community of buyers and sellers, eBay’s community of buyers and sellers, because they don’t report to her they don’t because they don’t report to her they don’t have to show up to work.have to show up to work.
People are basically “good” so trust them. People are basically “good” so trust them. Was originally formulated by Pierre Was originally formulated by Pierre Omidyar, the former software engineer Omidyar, the former software engineer who founded eBaywho founded eBay
Leadership AttitudesLeadership Attitudes
Meg Whiteman says she can’t control eBay’s Meg Whiteman says she can’t control eBay’s community of buyers and sellers, because they community of buyers and sellers, because they don’t report to her they don’t have to show up to don’t report to her they don’t have to show up to work.work.
People are basically “good” so trust them. Was People are basically “good” so trust them. Was originally formulated by Pierre Omidyar, the originally formulated by Pierre Omidyar, the former software engineer who founded eBayformer software engineer who founded eBay
““Don’t assume you know more that the Don’t assume you know more that the marketplace, or community-- because you don’t”marketplace, or community-- because you don’t”
PayPal ConferencePayPal Conference
Meg’s Charismatic Style of Meg’s Charismatic Style of arousing the sellersarousing the sellers
Her SuccessHer Success
EducationEducation
ExperienceExperience
Employee Support Employee Support
Customer SupportCustomer Support
Past SuccessesPast Successes
Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney
Past SuccessesPast Successes
Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes
Past SuccessesPast Successes
Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery
Past SuccessesPast Successes
Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery HasbroHasbro
Past SuccessesPast Successes
Procter and GambleProcter and Gamble Bain & CoBain & Co Walt DisneyWalt Disney Stride Rite ShoesStride Rite Shoes Florists’ Transworld DeliveryFlorists’ Transworld Delivery HasbroHasbro eBayeBay
Where She Might Be IneffectiveWhere She Might Be Ineffective
LawyerLawyer TeacherTeacher MilitaryMilitary
SummarySummary
Meg Whitman:Meg Whitman: Bosses by not bossing.Bosses by not bossing.
Manages by not managing.Manages by not managing.
SummarySummary
Meg Whitman:Meg Whitman: Bosses by not bossing.Bosses by not bossing.
Manages by not managing.Manages by not managing.
Leads by not leading.Leads by not leading.
GuidelinesGuidelines
1. Be transparent with your people (be 1. Be transparent with your people (be real) and gain their trust.real) and gain their trust.
GuidelinesGuidelines
1. Be transparent with your people (be 1. Be transparent with your people (be real) and gain their trust.real) and gain their trust.
2. Be flexible and willing to change your 2. Be flexible and willing to change your approach if the situation changes.approach if the situation changes.
GuidelinesGuidelines
1. Be transparent with your people (be 1. Be transparent with your people (be real) and gain their trust.real) and gain their trust.
2. Be flexible and willing to change your 2. Be flexible and willing to change your approach if the situation changes.approach if the situation changes.
3. Know your customer and know your 3. Know your customer and know your competition.competition.