Managerial Leadership MGTO 234 - 2

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Managerial LeadershipMGTO 234 - 2
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
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INTRODUCTION TO CASE ANALYSES

• TEAM EXERCISE
• Fallout Shelter Exercise
• The relevance of this exercise will be discussed
  later
• Read the situation individually (duh)
• Discuss with your team
• Select someone on your team to report out your
  teams findings and rationale

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The relevance of the Fallout Shelter Exercise

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INTRODUCTION TO CASE ANALYSES

• WHATS BEHIND CASE ANALYSIS AS A LEARNING
  METHODOLOGY?
• ELEMENTS OF CASE ANALYSIS
• SUMMARY OF CASE
• KEY ISSUES IN CASE
• KEY ISSUES/PROBLEMS DISCUSSION
• SOLUTION/DECISION
• IMPLEMENTATION PLAN

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INTRODUCTION TO CASE ANALYSES

• ELEMENTS OF CASE ANALYSIS
• SUMMARY OF CASE
• KEY ISSUES IN CASE
• KEY ISSUES/PROBLEMS DISCUSSION
• SOLUTION/DECISION
• IMPLEMENTATION PLAN

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Webster Plant Case-Analysis

• A. Summary of Case
• Narrative format, 1-2 pages minimum
• Brief statements summarizing key points in the
  case
• B.Key Issues in the Case
• Succinct, factual, specific statements
• No explanation of why these are key issues
• No more than 4-5 issues
• ½ page minimum

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Webster Plant Case-Analysis

• C. Key Issues/Problems Discussion
• Review of each of the key issues/problems you
  have identified
• Dont reach a conclusion this is a discussion of
  the possible solutions (alternatives) only
• Be sure you have discussed all of the
  issues/problems you identified
• 2-3 pages, narrative format, minimum

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Webster Plant Case-Analysis

• D. Solution/Decision
• Narrative format ½-l page minimum
• Summary of which alternative you selected and why
• E. Implementation Plan
• Include this statement, In priority order, this
  is my implementation plan.
• Priority order means this is a forced choice
  ranking one has to be first (1, 2, 3, and so
  forth)
• Please follow the format you have been given

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Webster Plant Case Analysis-In Class

• A. Meet with your fellow team members and
• 1. Invest 30 minutes analyzing the Webster case
  focus on
• - introducing yourself to your team members
• - identify the key issues/problems in the
  case(select no more than 3, your time permitting)
  (B - key issues in case)

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Webster Plant Case-Analysis

• -determining the possible solution(s) to the
  problem your team has identified (C key
  issues/problems discussion)
• -making a decision about which solution(s) your
  team has selected and why (D-solution/decision)
• -drafting an implementation plan based on the
  model provided (E-implementation plan)

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Webster Plant Case-Analysis

• 2. Select a team member form yoru team to report
  out your collective findings
• 3. In writing, make a list of questions you have
  (if any) regarding this case analysis process.
  Give to Bill_at_ end of class

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Case Analysis- Implemetation Plan

• E. In priority order this is my implementation
  plan.
• Year One
• Key Activities First Second Third Fourth
• to Implement Quarter Quarter Quarter Quarter
• 1. Replace President xx
• 1. Re-organize the
• Marketing department
• 2. Design and implement
  xx
• Succession planning xx
• 3. Hire 5 new marketing
• representatives

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Chapter 2

• Leadership Involves an Interaction between the
  Leader, the Followers, and the Situation

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Leadership is a function of three elements - the
leader, the followers, and the situation
Leader
Personality Position Expertise
Situation
Values Norms Cohesiveness
Task Stress Environment
Followers
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The Leader

• The Leader element explores what the person
  brings as an individual to the leadership
  framework. These might include personal history,
  interests, character traits, and motivation.

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The Follower

• There is increased pressure on organizations to
  function with reduced resources.
• The problems faced by many organizations is so
  complex and the changes so rapid that more people
  are required to solve them.

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The Situation

• This element, the situation, may be the most
  ambiguous aspect of leadership because it can
  refer to anything
• the specific task a group is doing
• to much more complex situations

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Chapter 10

• Leadership Behavior

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Advantages to Examining a Leaders Behavior

• Behavior can be observed which makes it easier to
  measure.
• People are less defensive about it and feel more
  in control of it than they do about their
  personalities or intelligence.

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Leadership questionnaires

• Leadership questionnaires have been developed to
  measure different leader behaviors in work
  settings. Examples include
• Leader Behavior Description Questionnaire (LBDQ)
• Supervisory Descriptive Behavior Questionnaire
  (SBDQ)
• Leadership Opinion Questionnaire
• Leadership Behavior Description Questionnaire
  XII

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Leadership ineffectiveness

• Why some leaders fail or encounter leadership
  ineffectiveness
• Inability to build relationships with co-workers
• Failure to meet business objectives

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Leadership ineffectiveness

• Inability to lead and build a team
• Inability to adapt to new leaders, businesses,
  cultures, or structures
• Inadequate preparation for promotion
• Self defeating behaviors (next)

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Common Self-Defeating Leader Behaviors

• -Procrastination -Suspiciousness
• -Defensiveness -Overcommitted
• -Worrying -Overly critical
• -Alienating -Rigidity
• -Hostility -Overcontrolling
• -Perfectionism -Inability to trust others

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Factors in permanent Leader behavior change

• Studies have shown that certain factors
  contribute to a permanent behavior change. They
  include
• Having written development plans
• Reviewing development with direct supervisor

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Factors in permanent leader behavior change

• Capitalizing on on-the-job experience
• Seeking feedback on progress from others
• Having the persons supervisor held accountable
  for his/her development

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Coaching

• Coaching process of equipping people with the
  tools, knowledge, and opportunities they need to
  develop themselves and become more successful.

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Mentoring

• Mentoring - series of processes whereby the
  less-experienced members of an organization
  develop skills and leaders abilities.

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Management Leadership

• Exemplary Leadership is assisting people-leaders
  and individual contributors alike-in furthering
  their abilities to lead others to get
  extraordinary things done.
• James M. Kouzes, Barry Z. Posner, Credibility
  How Leaders Gain and Lose It, Why People Demand
  It (1993). Jossey-Bass Publishers, San
  Francisco, CA.
• James M. Kouzes, Barry Z. Posner, The Leadership
  Challenge (1995.) Jossey-Bass Publishers, San
  Francisco, CA.

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Management Leadership

• Leadership Exercise
• 1. Discuss the best leader you have ever known
  one leader per team member maximum.
• 2. The person you chose to discuss with your team
  members should be one that you admire and with
  whom you have had personal experiences-either by
  being a follower of that leader or by personally
  observing that leader in action.
• 3. Each team member is to answer this question
  What does this person do and what qualities does
  this person have that makes you admire him or her
  as a leader?
• 4. Your team is to listen for common themes,
  threads and generalizations that come from your
  discussions.
• 5. Select a team member to report out on these
  common themes, threads, and generalizations to
  the overall group.

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Management Leadership
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What Leaders Are Expected To Do

• Relations Leadership is about relationships!
• Create an environment of
• Trust
• Confidence
• Support
• Hard Work
• Understanding
• Be a role model-set the example

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What Leaders Are Expected To Do

• Processes
• Set up ways by which work gets done
• Ties to structures (what) and processes (how)
• Ensures that work gets done
•  

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What Leaders Are Expected To Do

• Resources
• Provide equipment, tools, , facilities to get
  work done
• Right kind of people
• (Job Person fit)

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What Leaders Are Expected To Do

• Structure
• Form follows function
• Establish goals, roles, procedures and norms for
  interpersonal functioning
• Provide policies, procedures and organization
  form based on purpose
•  

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What Leaders Are Expected To Do

• Purpose
• Establish and help followers understand the
  vision of the organization
• Clarity on culture, philosophy

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What Leaders Are Expected To Do

• Rewards
• Provide various kinds of incentives
• New rewards, Strategic rewards
• Recognition (non financial)

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What Makes Leaders Effective-The Practices of
Exemplary Leadership

• 1. Challenging the Process. Challenge is the
  opportunity for greatness. People do their best
  when theres the chance to change the way things
  are now. Leaders seek and accept challenging
  opportunities to test their abilities. Leaders
  experiment and take risks.
• 2. Inspiring a Share Vision. Pioneering leaders
  rely upon a compass and a dream because there is
  no paved highway from here to tomorrow. Leaders
  look forward to the future. But visions seen
  only by the leaders are insufficient to create
  organized movement. They must get others to see
  the exciting future possibilities.

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What Makes Leaders Effective-The Practices of
Exemplary Leadership

• 3. Enabling Others to Act. Leaders know that
  they cannot do it alone. It takes partners to
  get extraordinary things done in organizations.
  Leaders build teams with spirit and cohesion,
  teams that feel like family. Leaders make others
  feel like owners, not hired hands.
• 4. Modeling the Way. A leader needs a
  philosophy, a set of high standards by which the
  organization is measured, a set of values about
  how employees, colleagues, and customers ought to
  be treated, a set of principles that make the
  organization unique and distinctive. Leaders
  also need plans. And, leaders stand up for their
  beliefs.

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What Makes Leaders Effective-The Practices of
Exemplary Leadership

• 5. Encouraging the Heart. Getting extraordinary
  things done in organizations is hard work. The
  climb to the summit is arduous and steep.
  Leaders encourage others to continue the quest.
  They inspire others with courage and hope.
  Leaders give heart by visibly recognizing
  peoples contributions to the common vision.

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• I dont have to like my associates, but as a man
  I must love them. Love is loyalty. Love is
  teamwork. Love respects the dignity of the
  individual. Heartpower is the strength of your
  organization.
• Vince Lombardi

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Video, The Challenge of Leadership
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Leadership Practices Inventory (LPI)

• 30 items about you scale of 1-10
• Dont answer in terms of how you would like to
  see yourself or in terms of what you should be
  doing as a leader
• Do answer in terms of the extent to which you
  actually engage in the behavior
• The LPI has been administered to thousands of
  leaders at various levels has a high degree of
  validity and reliability

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Leadership Practices Inventory (LPI)

• LPI Response Sheet
• Instructions for Hand Scoring
• Percentile Rankings for LPI Ratings
• 1. LPI-IC Percentile Rankings
• 2. Your Summary Page and Summary Graph Page
• 3. Your Percentile Ranking Page
• 4. Your Feedback on 5 Principles