Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Instructor: Mr. C. Michael...

Engineering and Technology Management

ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIESInstructor: Mr. C. Michael CarolinaOffice: Room 204, Advanced Technology Research CenterTelephone: 405-744-2446Email: [email protected] Site: www.okstate.edu/ceat/msetm/courses/etm5341ETM Department: 405-744-2337Engineering Extension: 405-744-5148

Prerequisite: Graduate Standing

Course Objective: This five-week (15-hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.


Activities/Assignments by WeekActivities/Assignments by WeekWeek I Introduction and assignment “0”(class survey/profile)(6/11)

Week II Lecture and discussion; review of HBR cases 1 & 2(6/18)

Week III Case studies 1 & 2 readouts and critique; review of HBR(6/25) case studies 3 & 4; guest executive; and research assignment

“A Successful Leader and the Keys to Their Success” (student will select a recognized leader and summarize findings in approximately 400 words).

Week IV Case studies 3 & 4 readouts and critique; guest (7/02) executive; and student readouts from Week III assign-

ment (“A Successful Leader…”).

Week V Review and wrap-up.(7/09)


Getting Started• Technology evolution• The knowledge – intensive economy• The new leadership paradigm• Principle-centered leadership/shared values• Looking for “common threads”

Establish bridge between leadership seminar and ETM program• Complementary dimension• Learning about leadership and its components• Finding the right model for individual/team success• Standards, ethics, integrity

ETM 5110 – LEADERSHIP STRATEGIESSummary – Session 1

ETM 5110 – LEADERSHIP STRATEGIESSummary – Session 1


Purpose

Connectivity

Relevance

Application

ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIES


“If we are to remain pre-eminent in transforming knowledge into economic value, the U. S. system of higher education must remain the world’s leader in generating scientific and technological breakthrough and in preparing workers to meet the evolving demands for skilled labor.”

Alan Greenspan, Chairman Federal Reserve BoardSpeaking at National Governors AssociationJuly 22, 2000


Leading a Culture of Invention and Innovation


Disruptive Technologies (Some Examples)• Analog to Digital• Cu to Fiber• Voice to Data/Broadband• Wireline to Wireless• Albums/Tapes to CD• VHS/VCR to DVD



ETM 5110 – LEADERSHIP STRATEGIESKey Leadership Attributes

ETM 5110 – LEADERSHIP STRATEGIESKey Leadership Attributes

• Visionary (think strategically, globally, commercially)• Effective communicator• Credible• Innovative and bold• Tough• Smart• Able to assess risks• Ability to build relationships (internal and external)• Objective• Ability to process diverse information• Embraces technology• Broad understanding of the business• Focuses on sustainable growth• Creates esprit de corps (passion for success)• Gets results


CEO’s “In the News"

• John Rigas (Adelphia) • Jerry Levin (AOL Time Warner)• Ken Lay (Enron)• Gary Winnick (Global Crossing)• Samuel Waksal (ImClone)• Joe Nacchio (Qwest)• Dennis Kozlowski (Tyco)• Bernard Ebbers (WorldCom/MCI)• Martha Stewart (Martha Stewart Living Omnimedia)


Leadership is about coping with change.

Management is about coping with complexity.



Three Skills for Today’s Leaders:

1. Handling ambiguity;

2. Treating the corporation as a network of multiple connections;

3. Acknowledging that leadership is present in employees at all levels.

Harvard Management Update, Product Number U9911A, 11/1/99.



“Example is leadership.”

Albert SchweitzerPhysician, Music Scholar & PhilosopherPeters, “Thriving on Chaos” (Knopf, 1987)


ETM 5110 – LEADERSHIP STRATEGIES

Ranking of Leadership Styles in Order of Positive Impact


Ranking of Leadership Styles in Order of Positive Impact

1. Authoritative (“come with me”2. Affiliate (“people come first”)3. Democratic (“what do you think?”)4. Coaching (“try this”)5. Pacesetting (“do as I do, now!”)6. Coercive (“do what I tell you”)

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.


Managers are people who do things right and leaders are people who do the right thing.

Warren Bennis & Burt Nanus, “Leaders” (Harper & Row, 1985)


Finding the Right Leadership/Management Equation for:

• Sustaining a business

• Starting a business

• Turning a business around



“A leader is a dealer in hope.”

Napoleon Bonaparte, 1769-1820

Emperor of France


Ten Key Functions Modern Leaders Must Be Able To Perform• Leading By Visioning• Leading Through Commitment• Satisfying The Customer• Coaching• Developing Human Resources• Managing Diversity• Leading Teams• Managing Work Processes• Managing Change• Managing Projects• Measuring Performance



Successful ExecutionSuccessful Execution

“Strategy and planning by successful and losing teams are amazingly similar. The offensive and defensive theories both employed would be virtually identical. The amount of time they spend practicing wouldn’t vary by more than a few minutes and their practice format would be the same. The main difference would be their attention to detail. In the successful organization, no detail is too small to receive attention. No job is minor, and everyone takes great pride in realizing they are important and their responsibilities are critical to the unit’s success.”

Lou HoltzFootball Coach(Currently University of South Carolina; formerlyArkansas, NY Jets, Notre Dame)



Worker Engagement Survey


Worker Engagement Survey

19%72%9%Japan

Source: Marcus Buckingham, Gallup Organization, October 2002

15%69%16%Germany

20%63%17%U. K.

16%54%30%U. S.

Actively DisengagedNot EngagedEngaged



Worker Engagement by Length of Service


Worker Engagement by Length of Service

22%More than 10 years

Source: Marcus Buckingham, Gallup Organization, October 2002

28%6 months – 3 years

38%Less than 6 months


ETM 5110 – LEADERSHIP STRATEGIESWorker Engagement

Hospital Corporation of America (HCA)

ETM 5110 – LEADERSHIP STRATEGIESWorker Engagement

Hospital Corporation of America (HCA)

Source: Marcus Buckingham, Gallup Organization

Metrics: •Productivity•Patient Satisfaction•Cost of Turnover

62371HCA Time 3

184933HCA Time 2

265123HCA Time 1

Actively DisengagedNot EngagedEngaged



• Vision• Core Values• Goals• Teamwork• Leadership


I start with the premise that the function of leadership is to produce more leaders, not more followers.

Ralph Nader, Consumer Advocate

Time, November 8, 1976



• Loyalty• Duty• Respect• Selfless Service• Honor• Integrity• Personal Courage

(Ret. USA) General Dennis Reimer, Executive Director, Oklahoma City National Memorial Institute for the Prevention of Terrorism (MIPT)


ETM 5110 – LEADERSHIP STRATEGIESSeven Lessons for Leading the Voyage to the

Future

ETM 5110 – LEADERSHIP STRATEGIESSeven Lessons for Leading the Voyage to the

Future

1. Leaders Don’t Wait2. Character Counts3. Leaders Have Their Head in the Clouds and Their

Feet on the Ground4. Shared Values Make a Difference5. You Can’t Do It Alone6. The Legacy You Leave Is the Life You Lead7. Leadership Is Everyone’s Business

James Kouzes and Barry Posner (Drucker, “The Leader of the Future,” page 99-110)


ETM 5110 - LEADERSHIP STRATEGIES

Action Steps for Successful Leadership


Action Steps for Successful Leadership

• Clarifying Your Vision, Values and Actions• Examining What You Pay Attention To and What You

Reward• Measuring Your Effectiveness as A Leader• Discovering What People Value• Reacting Appropriately to Critical Incidents• Becoming a Credible Leader

James Kouzes and Barry Posner, What Followers Expect from Leaders, Jossey-Bass, 1988, ISBN: 1-55542-908-4.



Five Myths of Management*

1. Leadership is a rare skill.2. Leaders are born, not made.3. Leaders are charismatic.4. Leadership exists only at the top of an organization.5. The leader controls, directs, prods, manipulates.

*List by Bennis and Nanus and included in book “Moses on Management” by David Baron, Pocket Books: ISBN: 0671-03259-3



Leader/Follower Expectations


Leader/Follower ExpectationsWhat Followers Expect from Leaders:• Honest• Competent• Sense of Direction• Constancy• Inspire

What Leaders Expect from Followers:• Honest• Competent• Dependable• Cooperative• Loyal



The Top Four Qualities of Credibility


The Top Four Qualities of Credibility

1. Honesty and Integrity (Values, Principles, Trust)

2. Competence (Capable, Effective, Sees “Big Picture”)

3. Sense of Direction (Vision, Dream, Goals, Objectives, Forward Looking)

4. Inspiring (Energetic, Positive, Knows What Makes a Difference)

Kouzes and Posner, “What Followers Expect from Leaders.” Jossey-Bass, ISBN: 1555429084



Leadership is CREDIBILITY!


ETM 5110 – LEADERSHIP STRATEGIESFrom Individual Contributor to

Leader/ManagerTen Step Process

ETM 5110 – LEADERSHIP STRATEGIESFrom Individual Contributor to

Leader/ManagerTen Step Process

1. Positive, upbeat attitude

2. Can-do spirit

3. Commitment to continuous learning

4. Team player

5. Energize others/energized by others

6. …

7. …

8. …

9. …



“If you don’t know where you’re going, any road will get you there.”




Insights on the Art of Influence*

• The only job security you have today is your commitment to continuous personal improvement.

• When you stop learning, you stop growing.• Life is about getting A’s.• None of us is as smart as all of us.• Don’t work harder, work smarter.• It’s more important as a manager to be respected than to be popular.• You get from people what you expect.• Think Big! Act Big! Be Big! (Norman Vincent Peale)• Take time to identify core values.• Never, never, never, give up!• Without vision, the people perish. (Proverbs 29:18, paraphrased)

*Ken Blanchard,“The Heart of a Leader,”Honor Books, ISBN: 1-56292-488-5


ETM 5110 – LEADERSHIP STRATEGIESThe Journey

ETM 5110 – LEADERSHIP STRATEGIESThe Journey

Leadership(Mission/Values)

Management(Operating Principals)

Business Model(Structure)

Culture for Excellence(Energy/Innovation)

Right Metrics(Stakeholder Value)

Sustained Success (Performance Measures)

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Instructor: Mr. C. Michael...

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