Models of Leadership

1
Models of Leadership

• Professors Barron and Daly
• Teaching Assistant Chang
• September 12th.,2000
• 6.00-8.50 pm.

2
Rules of Engagement Attendance and Seating

• Attendance and Attention Expected
• One excused cut, (e.g. family emergency, not
  recruiting soirees), plus Religious Holidays
• Unexcused absences count
• No recording or videotaping
• Late arrivals or early departuresgrade reduced
• Keep same seat
• Name card in place

3
Rules of Engagement Participation

• Engaged, whether as speaker or listener
• Respect for colleagues paramount
• Raise hand and wait to be called upon
• Cogent comments, succinctly stated, adding value
• Quality, not Quantity
• Uninterrupted
• Conflict of ideas welcomed
• Difficulties? See Prof. Barron

4
Rules of EngagementAccess

• Gdaly_at_stern.nyu.edu 11thfloor,KMEC
• Pbarron_at_stern.nyu.edu 9-167, KMEC 988-0809
• Yhc231 6th Floor TA Office
• Meet with Prof Barron, at least once e-mail to
  schedule
• Class Web Page

5
Learning ProcessTwo Class Formats

• Conventional
• Lecture
• Cases, Readings Analysis
• Discussion
• Guest Speakers
• Short presentation
• Q and A

6
Learning ProcessIngredients

• Text and Articles
• Background and Frameworks
• Cases, Profiles
• Stylistic, Situational Examples
• Class Experience
• Reality, Comparisons, Perspectives
• Guest Speakers
• Exemplars, Dialogue

7
Learning ProcessClass Preparation

• Thorough preparation goes beyond reading to
  analysis
• Prior readings and classes inform future classes
• Notes are helpful for class participation
• One page memo required each week on one of the
  questions posed for the readings

8
Learning ProcessAssignments

• Write Diary at end of each class
• Discussion Leaders Teams of two
• Provide succinct analysis of subject and
  introduce class discussion
• Counts as a memo
• Weekly Memo, based on class preparation questions
• Two Short Essays, 2-4 pages
• Final Exam, Open Book, 10-12 pages

9
Learning ProcessCommunications

• Oral and written communications should be
  structured as though addressing your CEO or Board
• The principles are
• Analysis, not regurgitation of the material as
  written
• Crisp, clear, articulation of your perspective,
  with 2-3 supporting arguments or points of
  evidence
• Avoid stream of consciousness

10
Learning ProcessCommunications

• Written communications should have
• Clear and logical structure
• Well articulated and supported reasoning
• Grammatical soundness, including spelling

11
Learning ProcessCommunications

• Verbal communications involves respect
• Listening as well as talking
• Understanding different points of view
• Challenging ideas without making (or receiving)
  the challenge as a personal attack

12
Learning Process Communications

• With Guest Speakers
• Remember.CEO Communications!
• Focus on the Speakers background and story and
  prepare questions
• Keep questions and comments focused on the
  leadership aspects of the speakers role and
  remarks

13
Grading

• Class Participation 40
• Short Papers 20
• Final Exam Essay 40

14
Ethics

• Outstanding Leadership is rooted in a deep seated
  belief in and application of a code of ethics
• The highest standards are expected of members of
  Stern Students
• The Honor Code process and procedures will be
  followed by Profs. Daly and Barron

15
The Work of the Leader(Kotter)

• Vision and Strategy
• Resource Alignment
• Measurement and Monitoring
• Development of People, Culture
• Communication

16
Leadership Qualities

• Demonstrable Competence
• Unassailable Integrity
• High Standards
• Effective Communicator
• Sense of Group, of Common Enterprise
• Strong Sense of Self but Checks Ego at Door
• Capacity to Believe and Commit and Get Others to
  do the Same
• Willingness to Accept Risk and Conflict Arising
  from Change

17
Leadership Qualities (Cont.)

• Patiently decisive
• Stays the course

18
The Development of Leaders

• Right Stuff and Right Path
• Early Experiences Important
• Know Thyself
• Successive Stretch Assignments
• Defining Moments
• Broadening Experiences
• Mentoring and Mentors
• Exit and Farewell

19
Churchill Overview

• Born 1874 to prominent English family
• Achieves fame in Boer War, 1899-1900
• Elected to Parliament 1901, rapid ascent
• Changes parties, achieves Cabinet rank
• Dardanelles debacle, leaves Cabinet
• Changes parties again, re-joins Cabinet, 1924
• To the Wilderness, 1929-39
• Prime Minister, 1940-45, (also 1950-55)