Models of Leadership

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Models of Leadership

• November 21, 2000

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Agenda

• Abby Joseph Cohen Discussion
• Craig Venter Discussion (Contd.)
• Profiles
• Alfred Sloan Jeanine Maresca
• George Marshall Linda Lei Zang,Felice
  Schwartzburg
• Managing Your Team
• Andrew Hinchcliff, John Mitchell
• Rudi Gassner and the Executive Committee of BMG
  International Case and Discussion
• Jerry Schneider, Kelly Shanley

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Craig Venter

• What qualities are essentialfor the leadership of
  radical or breakthrough activities?
• Is Venter
• A Jerk?
• A Genius?
• A Pragmatist?
• A Victim?
• A Leader?

4
Alfred Sloan

• How and why were Fords and Sloans approaches to
  leadership different?
• To what extent do Sloans leadership philosophies
  and practices have validity in the current
  business environment?
• How might Sloan encounter difficulties if he was
  a leader today?

5
George Marshall

• What were his key Leadership capabilities?
• In which environments was he most successful, and
  why?
• Contrast Marshalls abilities as a direct and
  indirect leader

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Managing Your Team

• Hallmarks of effective teams
• Quality and value of its output
• Development of its members
• Revitalization and regeneration
• Managers as Coaches
• Team selection, processes and culture
• Leadership and Managerial Challenges?

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Rudi Gassner
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Rudi Gassner/BMG

• What Characteristics of this Industry are
  critical to this the situation analyzed in this
  Case
• Key Leadership Challenges 1987-93
• Taking Charge
• Structure/Strategy
• Team Building

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The Executive Committee, 1993

• Committee Role
• Committee Makeup
• The Key Question Adjusting Business Targets
• No one at the table responded or looked in
  Gassners direction. Gassner then wondered how he
  could get them to address the questiona
  possibility they seemed unwilling to even
  consider.
• Resolution