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SUBJECT TO MODIFICATION Syllabus-Self-Leadership for Executives_2014_MGMT 7421.docx Page 1 of 19 Executive MBA Program | 2014 Summer | 54900 – MGMT 7421M50 INTRODUCTION / PURPOSE / OBJECTIVE / PROMISE OF OPPORTUNITY [COURSE DEEP LEARNINGSYLLABUS] EMBA DEGREE LEARNING OUTCOMES: GOAL 1–"GRADUATES WILL BE EFFECTIVE LEADERS" Leading others carries and unspoken assumption: one knows and understands how and why to lead one’s own self. As an introspective exercise, selfleadership is a strong personal challenge. This specific leadership course provides a structured, yet selfdriven assessment of how you perceive (i.) yourself, (ii.) your ability to lead, (iii.) and your capacity for a self examination of what drives you to lead. Sustainable excellence in SelfLeadership is one of the extensions of reflective self examination. The purpose of this customized course is to advance your capacity to expand and sustain excellence. Being in the Fogelman Executive MBA program, you have already both demonstrated a level excellence in Management as well as embraced the concept that exceptional management requires selfexamination as a continuous process. As such, please treat this course as one further opportunity to advance and increase your pursuit of individual excellence. In most formal management education, 'Leadership' has been considered something you are either capable of or you are nota limitedly transferrable 'soft' skill at best. Why? Because until relatively recently, almost all managerial/career training received focused on teaching us aspects of either planning actions, doing actions, and/or evaluating actions once they have been takenparticularly in terms of how to get one's subordinates to do it. The objective of this course, however, is to help you expand (a.) how you lead, (b.) what you consider as leading, (c.) what it takes to lead, and (d.) the role you have to assume in understanding why you have chosen to lead. Introspection and Reflection originally implied some form of passive participation rather than an active leadership role. However, what we now know about current volatilities in executive performance, managing critically accelerating rates of change, increasing competitive intensity, and rising incidents of Black Swans all suggest the exact opposite to be more probable. Why then does The Fogelman EMBA Program choose to pursue SelfLeadership for Executives rather than an overall “How To…” course on leadership in general? It is our observation that many managers either want to become “Leaders” and/or currently believe they already are effective leaders. Yet most who achieve higher organizational leadership

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 Executive  MBA  Program  |  2014  Summer  |  54900  –  MGMT  7421-­‐M50  

 INTRODUCTION  /  PURPOSE  /  OBJECTIVE  /  PROMISE  OF  OPPORTUNITY  

[COURSE  ‘DEEP  LEARNING’  SYLLABUS]    

EMBA  DEGREE  LEARNING  OUTCOMES:  GOAL  1  –  "GRADUATES  WILL  BE  EFFECTIVE  LEADERS"  

 Leading   others   carries   and   unspoken   assumption:   one   knows   and   understands   how   and  why  to  lead  one’s  own  self.  As  an  introspective  exercise,  self-­‐leadership  is  a  strong  personal  challenge.  This  specific  leadership  course  provides  a  structured,  yet  self-­‐driven  assessment  of  how  you  perceive  (i.)  yourself,  (ii.)  your  ability  to  lead,  (iii.)  and  your  capacity  for  a  self-­‐examination  of  what  drives  you  to  lead.    Sustainable   excellence   in   Self-­‐Leadership   is   one   of   the   extensions   of   reflective   self-­‐examination.  The  purpose  of  this  customized  course  is  to  advance  your  capacity  to  expand  and  sustain  excellence.  Being   in   the  Fogelman  Executive  MBA  program,  you  have  already  both  demonstrated  a  level  excellence  in  Management  as  well  as  embraced  the  concept  that  exceptional   management   requires   self-­‐examination   as   a   continuous   process.   As   such,  please  treat  this  course  as  one  further  opportunity  to  advance  and  increase  your  pursuit  of  individual  excellence.    In  most   formal  management   education,   'Leadership'   has   been   considered   something   you  are   either   capable   of   or   you   are   not-­‐-­‐a   limitedly   transferrable   'soft'   skill   at   best.   Why?  Because  until  relatively  recently,  almost  all  managerial/career  training  received  focused  on  teaching   us   aspects   of   either   planning   actions,   doing   actions,   and/or   evaluating   actions  once  they  have  been  taken-­‐-­‐particularly  in  terms  of  how  to  get  one's  subordinates  to  do  it.    The  objective  of   this  course,  however,   is   to  help  you  expand  (a.)  how  you   lead,   (b.)  what  you  consider  as  leading,  (c.)  what  it  takes  to  lead,  and  (d.)  the  role  you  have  to  assume  in  understanding  why  you  have  chosen  to  lead.    Introspection   and  Reflection   originally   implied   some   form   of   passive   participation   rather  than  an  active   leadership  role.  However,  what  we  now  know  about  current  volatilities   in  executive   performance,   managing   critically   accelerating   rates   of   change,   increasing  competitive  intensity,  and  rising  incidents  of  Black  Swans  all  suggest  the  exact  opposite  to  be  more  probable.    Why   then   does   The   Fogelman   EMBA   Program   choose   to   pursue   Self-­‐Leadership   for  Executives   rather   than   an   overall   “How   To…”   course   on   leadership   in   general?   It   is   our  observation  that  many  managers  either  want  to  become  “Leaders”  and/or  currently  believe  they  already  are  effective   leaders.  Yet  most  who  achieve  higher  organizational   leadership  

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 positions   tend   to  have   little-­‐to-­‐no   idea  of  what   is   required  of   them   to   lead   -­‐-­‐  particularly  from  within  themselves.    In   reality,   we   lead   in   singular   and   circumstantial   ways   constantly-­‐-­‐but   not   consciously-­‐-­‐from   almost   dawn-­‐‘til-­‐dusk.   To   lead   effectively   however,   one   has   to   understand   how   to  follow.   Good   leaders   know   the   need   to   comprehend   and   perform   in   both   circumstances.  Strong   leaders   understand   how   they’ve   come   to   lead.   Great   leaders   understand   that   to  effectively  and  consciously   lead  others,  you  have   to  understand  how   to  manage  and   lead  one’s  own  self.    The  current  world  environment  absolutely  demands  new  ways  to  think  of  Leadership  and  of  Leaders.  Your  personal  decision  to  be  a  part  of  The  Fogelman  Executive  MBA  Program  has   set   your   trajectory.   This   course   should   help   you   better   use   and   accelerate   your  reflective   observation   and   self-­‐examination   abilities.   Current   events   have   contributed  significantly  to  this  course’s  framing,  not  the  least  of  which  includes  the  accelerating  rates  of  global  change  against  which  all  up-­‐coming  executives,  business  owners,  entrepreneurs,  not-­‐for-­‐profit  senior  administrators,  and  multi-­‐disciplinary  Leaders  must  now  manage.    Please  use  this  course  as  a  private  executive  coaching  opportunity.  Take  the  opportunity  to  hone  your  personal  ability  to  sustain  critical  self-­‐evaluation  as  a  part  of  how  and  why  you  have   chosen   to   lead   others.   Such   reflective   leadership   is   an   observed   skill   and   constant  companion  to  those  who  have  proven  themselves.      

OTHERS’  OBSERVATIONS  ON  GLOBAL  ENVIRONMENT:    (1)  Mohammad  A.   El-­‐Erian   (CEO/CIO  of   investment   house,   PIMCO)  posits   the   next   three  years   in   the  Global   economy  as  being   “unusually   uncertain.”   This   is   one  of   the   few   times  PIMCO   has  made   fully   public   portions   of   its   private   client   update   forum.   The   statement  alone  from  a  conservative  and  successful  institution  is  troubling.    (2)  In  2009,  the  innovation,  planning  observationalist,  and  management  theorist,  Simon  O.  Sinek   (RAND   Corporation   and   Sinek   Partners),   publicly   presented   his   “Golden   Circle”   of  human   motivation.   In   essence,   Sinek   presented   concentric   circles   built   outward   from  “Why”   to   “How”   to   “What”   and   organization   does.   Most   companies,   he   explains,   run  themselves  by  “What”  they  do  rather  than  by  the  far  more  critical  “Why”  do  they  do  it.  Sinek  then   tied   this   observation   to   successful   organizations   as   led   by   exceptional   individuals.  Sinek’s   lecture,   "How  Great   Leaders   Inspire   Action",   for  TED   can   be   viewed   on   YOUTUBE  (http://www.youtube.com/watch?v=qp0HIF3SfI4).    On   just   this  past  May  19th   (and  again   through  YOUTUBE)  Dr.  Sinek  released  his   latest  TED  talk,  “Why  Good  Leaders  Make  You  Feel  Safe.”  Sinek  likewise  posits,  “What  makes  a  great  leader?”  Sinek  further  suggests,  it's  someone  who  makes  their  employees  feel  secure,  who  

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 draws  staffers  into  a  circle  of  trust.  But  creating  trust  and  safety  -­‐-­‐especially  in  an  uneven  economy-­‐-­‐  means  taking  on  big  responsibility.    (http://www.youtube.com/watch?v=lmyZMtPVodo).    While   recognizing   that   the   assumption   of   responsibility   is   not   necessarily   within   the  current   lexicon  of  modern  management,  please  understand  that  all  of  us  either   follow,  or  are  deeply  driven  by,  our  own  comprehension  of  Dr.  A.  H.  Maslow’s  Hierarchy  of  Needs.  If  you  lead,  by  either  choice  and/or  circumstance,  then  at  some  point  you  have  or  will  choose  to  do  so.      Please  view  and  study  both  of  Dr.  Sinek’s  vid-­‐clips  before  our   initial   June  14,  2013  Class  Session.      (3)   Exceptional   leadership   is   often   proven   by   the   behavior   of   leadership   under   unusual  challenge  and  extended  stress  of  duty.  For  four  years  Daniel  Patrick  Forrester,  now  founder  and   CEO   keenly   observed   the   powerful   role   of   individual   Reflection   upon   successful  decision-­‐making   under   highly   challenging/stressful   circumstances.   In   2011   his   extensive  interviews  (as  reported  in  his  Leadership  Award  business  book,  CONSIDER:  Harnessing   the  power   of   reflective   thinking   in   your   organization)   documented,   with   their   permission,   how  extraordinary   individuals  processed   the  needs  of   finding   themselves   in  highly  challenged  situations.  Mr.  Forrester’s  observations  continue  to  receive  broad  attention.    (4)   At   Bentley  University   on   January   24,   2012,   the   global   private   advisory   network,  THE

CAMBRIDGE INSTITUTE FOR APPLIED RESEARCH, INC.,   made   public   its   Six(6)   Critical   Issues  Impacting  Sustainable  Global  Stability.    The  Institute’s  third  finding  dealt  with  Leadership:    

“Erosion  of  Leadership  and  an  understanding  of  what   that  now  means.  Most  who  want   to  Lead,   choose   this  as  a  path   to  power   rather   than  an   intent   to   serve.  This  incorporates   Governance,   Ethics,   Transparency,   Direction,   and   will   project   the  Image   of   an   Institution,   Organization,   and/or   Enterprise.   Self-­‐examination,   Self-­‐clarity,   a   capacity   to   Serve,   and   an   ability   to   understand   Decisions   are   (a.)   not  readily  present,   (b.)  absolutely  essential   to  managing  under  high  uncertainty,  and  (c.)  an  exposure  process  that  very  few  can  teach.”  

 In  both  November  2013  and  March  2014,   these  observations  were  updated  to  reflect   the  accelerating   rates   of   global   change   impact.   Some  of   these  updates   are  being   shared  with  you  as  part  of  this  course.    (5)   Across   40+   years   of   some   of   some   the   most   extraordinary   upper-­‐most   executive  selection,   customized   training,   and   executive   search   assignments,   Dr.   Gerald   D.   Bell   has  achieved  one  of  the  most  extensive  databases  on  Executive  Leadership  styles,  approaches,  and  known  to  privately  exist.  Even  in  its  one-­‐page  form,  Dr.  Bell’s  “Achiever  Model”  (based  on  recognizing  both  your  six  core  competencies  for  strengthening  as  well  as  targeting  your  

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 six   extreme   personality   patterns   for   improvement)   provides   a   uniquely   strong   tool   for  initial  self-­‐examination.  Dr.  Bell’s  observations  of  this  approach,  its  components,  and  why  it  functions   as   well   as   it   has   over   so   long   a   period   of   time   are   summarized   in   his   1997  publication  (see  Appendix  'B').    (6)   In   PricewaterhouseCoopers’   two   annual   CEO   surveys   (14th|June   2011   and   15th|June  2012),   the   search   for   talent   remains   the   #1   global   management   issue.   DiversityInc.com  (June  15,  2011)  maintained  that,  “The  critical  question  of  where  to  find  and  how  to  effectively  manage   talent   tops   the  priorities   of   1,201  business   leaders   from  more   than  69   countries…”  While  both  PwC’s  and  DI’s  studies   focused  on   ‘talent,’   the  critical  matter  on   the   table  are  not  just  talented  people  with  skills.  It  is  very  much  a  leadership  in  decision-­‐making  as  much  as  it   is   in  how  to  actually   lead/inspire  such  greatly  needed  people.  [CIfAR  notes  that  while  functionally  critical,  both  the  terms  (i.)  motivate  and  (ii.)  reward  are  falling  further  behind  the  need  to  Inspire  through  the  presence  of  what  a  Leader  actually  does.]      However,  by  17th  annual  CEO  survey  in  published  January  22,  2014,  world-­‐wide  concerns  had  shifted  to  Technology  (risk,  advances,  obsolescence,  future,  and  the  impacts  on  internal  corporate  Capability  and  effective  cohesion  (i.e.:  “…cohesive  internal  approach…”)  across  an  organization.   What’s   now   different:   rather   than   identifying   management   people   (or  leaders),  per  se;  in  less  than  two  years  the  greater  CEO  concern  has  shifted  to  the  specific  capacities  a  leader  must  assure  his  organization  and  people  are  capable  of  doing.      (7)  While  organizations  do  a  professional  job  of  guiding  people  as  to  how  to  get  promoted,  most  management   systems  do   little-­‐to-­‐nothing   to  prepare   them   for  what   to  do  once   they  have   been   promoted   into   the   executive   ranks.   More   over,   if   the   newly   anointed   holds   a  tenuous  grasp  on  how  they  actually  lead  and  why  they  do  it  (below  superficial  levels  such  as   money,   success,   etc.);   errors   in   organizational   direction   are   inevitable.   In   the   early  1970s,   the   late   Dr.   Peter   F.   Drucker  made   a  more   prescient   observation   (paraphrased):  ‘most  executives   spend  a   career  getting   to  be   the  CEO  with  very   little   idea  of  what   to  do  when  they  become  the  CEO.’    To  summarize,  we  teach  people  how  to  get  promoted.  However  we  seem  not  to  teach  key  decision-­‐making/reflection   skills   nor   emphasize   the   rigorous   reflection/self-­‐evaluation  needed  to  handle  the  demands  of  executive  jobs  as  they  have  now  evolved.    (8)  And  In  The  Year  2013?:  Now  for  the  most  important  input:  Yourself.  What  perspectives  do  you  bring  to  this  effort?  How  do  you  see  your  own  capacity  to  lead?  And,  what  do  you  see  as   the   strongest   changes  you   could  make   in  your  own  approaches   to   leadership   that  would  significantly  increase  your  own  sustained  successes?  And  what  can  you  then  bring  to  others?    

 

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 THE  LEARNING  CHALLENGE:  

Those   who   have   been   in   full   leadership   roles   would   attest   that   self-­‐reflection   and   self-­‐examination  are  the  precursors  to  being  able  to  lead…or  more  importantly,  to  sustaining  a  proven   leader’s   ability   to   lead.   Tackling   this   effort   within   a   hybrid   on-­‐line   experience  requires   a   conscious   commitment   to   practice   leading   one’s   Self;   an   exercise   that  may  be  worth   more   to   you   than   the   course   itself.   As   such,   this   course   directs   you   through  substantial  readings,  video-­‐clips  and  personal  written  assignments.    For  some,   this  might  be  an  exercise  potentially  outside  of  one’s  personal  comfort  zone.   If  this  approach  strikes  you  as   such,   you  will  be   in  very  good  company.   I   encourage  you   to  think   in   terms  of   this   Spring’s  Fogelman  Executive  MBA  program  graduate,  Ms.   Jicara  M.  Boone   of   FedEx   Services,   in   her   work   leadership   observation   of   the   need   to   be  “…Comfortable  in  the  Uncomfortable”:    

“Whenever  I  work  with  staff  members  I  advise  them  to  “become  comfortable  in  the  uncomfortable  space.”  The  uncomfortable  space  is  that  place  where  you  are  forced  to   engage   in   activities   or   responsibilities   that   you   are   unfamiliar   with   and   not  absolutely  certain  how  to  proceed  most  effectively.    It  is  figuring  your  way  through  situations   like   that  where   true  growth  as  a   leader  occurs.   You  will   inherently  be  able  to  impact  others  and  receive  increased  levels  of  challenge  when  you  commit  to  becoming  comfortable  in  that  uncomfortable  space.”  

 In  practice,  reflective  leadership  proves  an  observed  skill  and  constant  companion  to  those  who   have   proven   themselves.   As   your   efforts   progress,   treat   this   course   as   a   private  coaching   opportunity   to   hone   your   personal   ability   to   sustain   critical   self-­‐appraisal   as   a  part  of  how  and  why  you  have  chosen  to  lead  other.      Use   all   that   you   learn   in   critical   self-­‐examination   to   help   meet   the   following   COURSE  OBJECTIVES:  

i. Reinforce   an   interest   in,   and   develop   of,   what   constitutes   your   own   sense   of  excellence   in   self-­‐leadership   and   determine   how   to   apply   all   that   you   know  towards  that  goal.  

ii. Assist  other  executive-­‐level  graduate  students  with  learning  the  application  and  impact  of  self-­‐leadership  skills  on  others  as  well  as  themselves.  

iii. Begin   the   process   of   helping   your   current   and   future   most   promising/higher  performing  people  to  achieve  their  own  leadership  capacity  as  well.  

iv. Develop   a  well-­‐articulated   individualized   self-­‐leadership   action   plan   inclusive   of   both  specific  professional  and  personal  life  objectives.  

 Reflect,  internalize,  and  "Bring  your  ‘A'  game"  to  the  table.        

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 CORE  SYLLABUS  

 

Instructor:   Darryl  Vernon  Poole,  SM,  CIA       Instructor,  Graduate  Faculty  and  Adjunct  Professor  of  Accounting       School  of  Accountancy  |  The  Fogelman  College  of  Business  &  Economics       The  University  of  Memphis  

Founding  Executive,  The  Cambridge  Institute  For  Applied  Research,  Inc.  Memphis,  TN  |  Brazil,  China  |  Kyrgyzstan  |  the  Netherlands  |  Spain  |  the  United  States    

Classes:   Room  369,  Fogelman  Classroom  Building  

Office:   2nd  Floor  Fogelman  Administration  Wing  -­‐  Room  218  

Office  Hours:   By  Appointment  through  Summer  2013  (June  2nd  -­‐  thru  -­‐  August  16th)  Telephone:   (Preferred)    Private  Study:    901-­‐308-­‐0765    (messages  can  be  left)     Mobile  Line:   901-­‐515-­‐6827     Fogelman  Line:   901-­‐678-­‐1452  

E-­‐mail:   [email protected]     ALWAYS  send  messages  to     [email protected]     BOTH  e-­‐mail  addresses!  

Course  Books  (6):     Following  a  study/reading  of  40+  leading  books,  six  (6)  from  several  strata  have  been  chosen  for  you  based  upon  the  following  pragmatic  criteria:  

i. Impact  on  observation  and  ones  ability  to  Lead  ii. Ease  of  reading/understanding  and  focus  on  'who  you  are'  iii. Immediate  applicability  to  executive  decision-­‐making  iv. Grounding  in  both  management  practice  and  organization  theory  

1.   CONSIDER  (Harnessing  the  power  of  reflective  thinking  in  your  organization)  Daniel  Patrick  Forrester,  Palgrave/MacMillan,  New  York,  2011.  

COMMENT:  Over  a  period  of  4  years,  Mr.  Forrester  worked  with  and  interviewed  some  of  the  more  remarkable  people  in  recent  leadership  roles,  particularly  focusing  on  how  they  faced  extraordinary  circumstances  and  how  they  thought  throughout  their  toughest  decision-­‐making.  Fascinating  real  experiences  of  people  under  organizational  challenges,  change,  and  transformation.  

 

2.   OUTLIERS  (The  story  of  success)  Malcolm  T.  Gladwell,  Back  Bay  Books/Little,  Brown  &  Company,  New  York,  2008.  

COMMENT:  Since  his  2000  blockbuster  book,  The  Tipping  Point,  Mr.  Gladwell’s  mini-­‐case  &  documented  observations  of  what  and  how  events/people/circumstances/leadership  have  shaped  (1)  decision-­‐making,  (2)  leadership,  and  (3)  ethical  crises;  and  have  created  a  very  different  body  of  knowledge  re:  what  leadership  means,  what  it  faces,  and  how  &  why  critical  turning-­‐points  have  either  been  resolved  or  been  sacrificed.  

 

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 3.   DOING  MORE  WITH  TEAMS  (The  new  way  to  winning)  

Bruce  Piasecki,  John  Wiley  &  Sons,  Hoboken,  New  Jersey,  2013.  

COMMENT:  for  over  35  years  Dr.  Piasecki  has  successfully  advised/counseled  the  senior  executives  of  large  corporations  within  some  of  the  world’s  most  difficult  and  challenged  energy  and  heavy  industries  think  through  new  approaches  to  strategy,  environmental  investment,  governance,  and  global  stresses.  Now  he  turns  his  attention  to  how  Teams  must  be  used  to  deliver  as  well  as  implement  solutions  to  extraordinary  competitive  forces.  In  doing  so,  Bruce  begins  to  alter  how  most  senior  managers/executives  need  to  think  about  teams,  what  they  must  do,  and  what  they  can  do,  and  how  they  need  to  function  to  do  it.    

 

4.   The  Leading  Indicators  (A  Short  History  of  the  Numbers  That  Rule  Our  World)  Zachary  Karabell,  Simon  &  Schuster,  New  York,  2014.  

COMMENT:  A  critical  observation  of  the  past  35  years  stems  from  the  late  Mason  Haire’s  dominant  axiom:  “That  which  gets  measured  gets  done.”  Yet,  most  senior  managers  have  little  fluency  with  ‘numbers’  and  much  less  proficiency  in  communicating  their  importance  throughout  an  organization.  Understand  that  the  emergence  of  “big  numbers,”  the  complexity  of  worldwide  rates  of  change,  and  increasing  institutional  dependency  on  benchmarks  (incl.:  dashboards,  key  indicators,  critical  indexes,  etc.);  have  altered  what  executives  need  to  know  and  communicate  in  order  to  lead.  Leading  must  now  include  clarity  and  understanding  of  what  tools  and  measurements.  Tone  and  content  by  which  people  can  achieve  critical  institutional  performance  goals  as  well  as  their  personal  performance  objectives  requires  more  executive  understandings  of  measurements  and  how  such  measurements  will  impact  human  behaviors.  

 

5.   The  Black  Swan  (The  impact  of  the  highly  improbable)  Second  Edition  Nasim  Nicholas  Taleb,  Random  House  Trade  Paperbacks,  New  York,  May  2010.  

COMMENT  #1:    Please  skim  this  book  rather  than  read  or  study  in-­‐depth.  

COMMENT  #2:    Because  most  management  trains  strong  professionals  to  deal  with  hard  facts,  circumstances,  defined  conditions,  and  containable  expectations;  few  senior  managers/executives  are  prepared  to  deal  with  the  unpredictable.  Events  of  the  past  7-­‐8  years  (tsunamis,  earthquakes,  meteorites,  terrorism,  etc.)  show  a  marked  increase  in  the  occurrence  of  the  unpredictable  –  situations  that,  no  matter  how  unlikely,  when  they  occur  (rather  than  if  they  occur)  the  effects  are  catastrophic.  What  has  this  already  done  to  how  one  can  and  must  think  about  Leadership?  

 

6.   The  LIVES  OF  A  CELL  (Notes  of  a  biology  watcher)  Lewis  Thomas,  Penguin  Books,  New  York,  1978.  

COMMENT:  A  distinguished  Cancer  researcher  and  highly  successful  leader  (CEO  of  the  Sloan-­‐Kettering  Memorial  Hospital  in  New  York),  the  late  Dr.  Thomas  was  both  (a)  a  product  and  ambassador  of  the  “Golden  Age”  of  medicine  and  (b)  

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 profound  observer  as  well  as  a  philosopher  of  human  organizations  as  organisms  and  their  behaviors.  Direct  and  personal,  the  perspectives  are  applicable  to  understanding  how  circumstances  can  be  defined.  

   Course  Prerequisite:       The  prerequisite   for   this   course   is  Management  7130   (Organizational  Behavior  

and  Performance),  its  equivalent,  or  specific  permission  from  the  Director  of  the  EMBA  program.  

 Course  Description:     Although  facilitated  as  a  Quasi  On-­‐Line  effort,  this  is  an  experiential  course,  one  

that  reviews  major  concepts  of,  and  approaches  to,  executive  self-­‐leadership.  While  focus  is  given  to  understanding  the  overall  logic  of  self-­‐leadership,  each  stage  of  the  self-­‐leadership  process,  and  to  applying  critical  thinking  skills  to  each  element  within  each  stage  of  self-­‐leadership;  the  seminar’s  stronger  emphasis  will  be  on  the  impacts  of  present  conditions  of  leadership  in  the  world  and  –  relative  to  each  student  –  where  should  their  leadership  journey  take  them  both  immediately  and  in  the  future.  

  Course  Requirements:    

Each  student  will  prepare  several  individual-­‐effort  documents  including:  

i. A  1600  word  introductory  essay  on  “How  Would  I,  as  a  Post-­‐EMBA  Student,  Direct  the  Future  Issues  of  Global  Leadership?”    

ii. A  detailed  self-­‐leadership  analysis  (in  two  parts).  

iii. An  analysis  of  individually  chosen  leaders  and  their  characteristics.  

iv. An  analysis  of  personal  characteristics  using  the  work  of  Dr.  Gerald  R.  Bell.  

v. A  personal  self-­‐leadership  action  plan.  

vi. Schedule  an  optional  one-­‐on-­‐one  Executive  Coaching  conversation  with  the  Instructor.  Subject  focus  is  of  the  Executive  Student’s  choosing  and  ranges  from  a  direct  personal  executive  advisory  session  to  a  conversation  focusing  on  how  and  why  to  select  an  executive  coach.  This  individualized  personal  option  (i.)  is  treated  as  highly  confidential,  (ii.)  has  no  impact  on  participant  grade,  and  (iii.)  has  become  a  popular  business  advantage.  

 

<<    Each  EMBA  Member  has  the  of  one-­‐or  two  OPTIONAL  Executive  Advisory  counseling  sessions.    >>    

<<    Each  EMBA  Member  will  receive  a  permanent  Personal  Self-­‐Leadership  Binder  at  the  end  of  the  Course.    >>    

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COURSE  PROCEDURES    

   Self-­‐Leadership   Action   Plan.     During   this   course’s   2nd   half,   you  will   prepare   a   self-­‐leadership  

action  plan  to  be  turned  in  at  the  end  of  the  semester  for  partial  fulfillment  of  the  course  requirements.  Your   plan  will   cover   four   elements:   1)   A   personal   purpose   and   core   values   statement,   2)   Leadership  vision,  3)  Self-­‐assessment  of  personal  strengths  and  weaknesses,  and  4)  Specific  developmental  action  plan.  You  will  receive  a  detailed  handout  that  explains  the  requirements  of  the  plan  will  be  provided  and  posted  during  the  week  of  July  2nd.    

Critical  Thinking  and  Writing  Assignments.    For  various  topics  in  self-­‐leadership  covered  during  the  semester,  I  may  assign  critical  thinking  and  writing  assignments.  In  addition,  you  will  be  completing  various   diagnostics   chosen   to   assist   with   your   self-­‐assessments   and   self-­‐leadership   action   plan.   For  example,  self-­‐assessment  is  one  of  the  most  crucial  elements  of  self-­‐leadership.  In  class  critical  thinking  and  writing  assignment  for  self-­‐assessment  may  include  writing  a  self-­‐analysis  to  identify  your  purpose  for  working  and  to  aid  establishment  of  long-­‐range  goals.    

Turning  in  Assignments.    All  assignments  must  be  turned  in  on  the  specified  dates.    

Honesty  and  Discipline.    Although  you  are  an  elite  Executive  group  and  treated  as  such  by  the  Fogelman  College  of  Business  &  Economics,  all  University  of  Memphis  students  fall  under  the  individual  performance   expectations   for   academic   integrity   and   student   conduct   as   described   in   detail   on   the  website  of  the  Office  of  Student  Judicial  and  Ethical  Affairs  (http://saweb.memphis.edu/judicialaffairs).  Please   review   the   sections   about   “Academic   Dishonesty,”   “Student   Code   of   Conduct   and  Responsibilities,”   and   “Disruptive   Behaviors.”   I   expect   all   Executive   MBA   candidates   to   be   aware   of  these  guidelines  and  to  conduct  themselves  accordingly.  You  are  required  to  do  your  own  work  on  all  assignments.    

Attendance on Saturday, June 14th and Saturday July 26th is Mandatory. Please make every effort to be at class on time. The Course Instructor and/or the EMBA Program Director must approve any absence.    If  you  miss  any  one  of  the  two  officially  dedicated  class  dates,  it  continues  your  responsibility  to  complete  all  materials  and  meet  changes  class  schedules.

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COURSEWORK  SCHEDULE   (BOTH  ON-­‐L INE  &   IN -­‐CLASS)    

(Week  of  June  8th  &  Saturday,  June  14th)  Overview  of  Self-­‐Leadership;  Introduction  to  On-­‐line  Leadership  Learning;  Exercises   Read: Introduction to OUTLIERS, by Malcolm T. Gladwell

Read: Introduction to CONSIDER, by Daniel Patrick Forrester

Read: Prologue to THE BLACK SWAN, by Nassim Nicholas Taleb

Read: Introduction and Chapter #1, LEADING INDICATORS, by Zachary Karabell

Review & View: Course Instructor background information Including: YouTube lecture extracts provided by Bentley University and the University of the District of Columbia by Dr. Sergey Ivanov.

View: Both Simon  O.  Sinek  lectures  for  TED  on  YOUTUBE:  (1.)  "How  Great  Leaders  Inspire  Action",  (http://www.youtube.com/watch?v=qp0HIF3SfI4)  and  (2.)  “Why  Good  Leaders  Make  You  Feel  Safe”  (http://www.youtube.com/watch?v=lmyZMtPVodo).  Please  view  and  study  before  the  initial  June  14,  2014  Class  Session.

IN-CLASS (June 14th): Global Leadership challenges; Introductions to Self-Leadership; Beginning Self-Assessment Exercises. Discussions of your individual viewpoints ASSIGNMENTS (for June 14th): Work on 1st draft of Answers to Self-Assessment Exercises (instructions attached). Include three individual lists of your personal Top 12 (twelve) of the following:

1. Top 12 Things Leaders DO. 2. Top 12 Habits Leaders Share in Common 3. Top 12 Things Leaders Empower Others to Do

(Week  of  June  15th)  Self-­‐Assessment  and  the  Courage  to  Lead  One’s  Self;  Bell  Achiever’s  Model   Read: Chapters # 1 thru #5, LIVES OF A CELL by Lewis Thomas

Read: Chapters #1 & #2, OUTLIERS

Read: Chapters #1 & #2, CONSIDER

Skim or Read: Chapter #1, THE BLACK SWAN

Read: Chapters #2 & #3, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

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 * Robert Hogan, Gordon J. Curphy, Joyce Hogan. 1994. What we know about leadership: Effectiveness

and personality. American Psychologist, Vol. 49, pp. 493-504. * John Mayer, Peter Salovey, & David Caruso. 2004. Emotional intelligence: Theory, findings, and

implications. Psychological Inquiry, Vol. 15: pp. 197-215. DUE (by June 22nd): Self-Assessment drafts for review. ASSIGNMENT (for June 19th): Prepare and submit a detailed outline for short personal 1600 word

polished Essay based upon your own observations and experience on, “How Would I, as a Post-EMBA Student, Direct the Future Issues of Global Leadership.”

 (Week  of  June  22nd)  Observing  Those  Who  Lead,  Analyzing  Six(6)  Chosen  Leaders   Read: Chapter #1, DOING MORE WITH TEAMS, by Bruce Piasecki

Read: Chapters #6 thru #9, LIVES OF A CELL

Read: Chapters #3 & #4, OUTLIERS

Read: Chapters #3 & #4, CONSIDER

Skim or Read: Chapters #3 & #4, THE BLACK SWAN

Read: Chapters #4 & #5, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Timothy Judge, Joyce E. Bono, Remus Ilies, Megan W. Gerhardt. 2002. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, Vol. 87, pp. 765-780. DUE (on June 26th): Complete and submit your 1600 word short, polished essay on, “How Would I, as a Post-EMBA Student, Direct the Future Issues of Global Leadership.” ASSIGNMENT (for June 28th): A Preliminary Analysis of Your Six(6) Chosen Leaders. (Week  of  June  29th)  Self-­‐Assessment;  Bell  Self-­‐Analysis  Exercises   Read: Chapter #2, DOING MORE WITH TEAMS

Read: Chapters #10 thru #13, LIVES OF A CELL

Read: Chapters #5 & #6, OUTLIERS

Read: Chapters #5 & #6, CONSIDER

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 Skim or Read: Chapters #6 & #10, THE BLACK SWAN

Read: Chapters #6 & #7, LEADING INDICATORS

READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Bill George, Peter Sims, Andrew N. McClean, Diana Mayer. 2007. Discovering your authentic leadership. Harvard Business Review, February, pp. 129-138.

 DUE  (on  July  6th):  Your  final  completed  Six(6)  Chosen  Leaders  Analysis.    ASSIGNMENT  (for  July  8th):  Continue  work  on  Self-­‐Assessment  and  Dr.  Gerald  D.  Bell  Achiever  Model  self-­‐analysis  exercise.        (Week  of  July  6th)  Beginning  Personal  Self-­‐Development  Plan;  Optional  Executive  Advisory  –  1  of  3   Read: Chapter #3, DOING MORE WITH TEAMS

Read: Chapters #14 thru #17, LIVES OF A CELL

Read: Chapters #7 & #8, OUTLIERS

Read: Chapters #7 & #8, CONSIDER

Skim or Read: Chapter #11, THE BLACK SWAN

Read: Chapters #8 & #9, LEADING INDICATORS

READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Allan Church. 1997. Managerial self-awareness in high-performing individuals. Journal of Applied Psychology, Vol. 82, n. 2: pp. 281-292.

DUE (on July 10th): Dr. Gerald D. Bell Achiever Model self-analysis exercise. ASSIGNMENT (for July 14th): 1st draft of your Personal Self Development Plan (Template will be posted

online). (Week  of  July  13th)  Personal  Self-­‐Development  Plan  Reviews  -­‐  1  of  2;  Optional  Executive  Advisory  -­‐  2  of  3   Read: Chapter #4, DOING MORE WITH TEAMS

Read: Chapters #18 thru #22, LIVES OF A CELL

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 Read: Chapters #9 & Epilogue, OUTLIERS

Read: Chapters #9 & #10, CONSIDER

Skim or Read: Chapters #13 & #14, THE BLACK SWAN

Read: Chapter #10, LEADING INDICATORS READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Laura Morgan Roberts, Jane E. Dutton, Gretchen M. Spreitzer, Emily D. Heaphy, Robert E. Quinn. 2005. Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, Vol. 30, 712-736.

DUE (on July 19th): Your 1st draft of your Personal Self Development Plan. ASSIGNMENT (for July 19th): Prepare 1st Review Draft of your Personal Self Development Plan. (Week  of  July  20th)  Personal  Self-­‐Development  Plan  Review  2  of  2;  Optional  Executive  Advisory  -­‐  3  of  3   Read: Chapter #5 & #6, DOING MORE WITH TEAMS

Read: Chapters #23 thru #29, LIVES OF A CELL

Read: Postscript Essay VIII: "The 10 Principles for a Black-Swan-Robust Society", THE BLACK SWAN.

READINGS IN SELF-LEADERSHIP RESEARCH (posted online):

* Thomas Gilovich and Victoria Husted Medvec. 1995. The experience of regret: What, when, and why? Psychological Review, Vol. 102. Pp. 379-395.

* David Dunning, Chip Heath, & Jerry Suls. 2004. Flawed self-assessments: Implications for health,

education, and the workplace. Psychological Science in the Public Interest. Vol. 15, n 3: pp: 69-106.

DUE (on July 21st): Submit 2nd Working Draft of your Personal Self Development Plan. DUE EITHER IN CLASS (July 26th) or Submit eCopy (by July 31st): Your Final Personal Self-Development Plan w/any other work, exhibits, research, and/or additional efforts to eCourseware.  

========================================  

     (Week  of  July  27th)  Optional  Executive  and/or  Career  Advisory  

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PLEASE NOTE:

ONGOING INFORMATION IS PROVIDED THROUGH ECOURSEWARE

1. AS THE COURSE PROGRESSES ADDITIONAL READINGS, VIDEO-CLIPS, DISCUSSIONS, ETC. WILL BE ASSIGNED AND/OR CHANGED.

1(a) Readings will be uploaded to eCourseware by June 8th.

1(b) Video-clips will be uploaded to eCourseware beginning June 8th and ongoing.

2. ONGOING POSTING WILL USUALLY BE MADE AVAILABLE THROUGH E-COURSEWARE ON EITHER MONDAY MORNING AND/OR BY THURSDAY MORNING OF EACH WEEK.

3. RESPONSES TO EITHER THE WHOLE CLASS AND/OR INDIVIDUAL REQUESTS MAY BE MADE AT ANY TIME.

4. FEED BACK FOR BOTH REVIEWS AND REQUESTS WILL BE DONE AS QUICKLY AS POSSIBLE IN THE ORDER RECEIVED.

5. INDIVIDUAL ALERTS WILL BE ISSUES FOLLOWING ANY ONE-WEEK ASSIGNMENT-DUE DELINQUENCY.

6. THE COURSE WILL BE ENHANCED OVER THE NEXT THREE WEEKS TO BRING IT MORE COMPLETELY ONTO THE ECOURSEWARE PLATFORM. UNTIL THE DROPBOXES ARE ACTIVATED, WE WILL USE E-MAIL.

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GRADING  

[based  upon  completeness  of  assignments  &  quality  of  evident  individual  effort]   Critical Thinking: Essay on Global Leadership: 10% Self-Assessment Exercise - Draft: 5% “6 Leaders” Analysis: 10% Bell Achiever Model Self-Analysis: 10% Self-Assessment Exercise – Final: 20% Self-Development Action Plan - Draft: 10% Self-Development Action Plan - Final: 25% Quality of Leadership Represented During Your June 26th Innovation Presentation: 10%

100% Grading Scale: A=100-85 B=84-70 C=Minimal Completion Course Assumption: The level of self-determination and self-direction assumes conscientious completion. As such within this type of course historic individual Grading has tended to stay within the 'A' ranges. 1 This class schedule may change as the Instructor deems necessary. Changes will be announced either by e-Mail and/or in class. Students not attending class are responsible for obtaining this information from their Fellow classmates.

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 APPENDIX A

6 BOOKS CHOSEN FOR THE “SELF-LEADERSHIP FOR EXECUTIVES” COURSE CONSIDER (Harnessing the power of reflective thinking in your

organization) Daniel Patrick Forrester, Palgrave/MacMillan, New York, 2011.

OUTLIERS (The story of success) Malcolm Gladwell, Back Bay Books/Little, Brown & Company, New York, 2008.

DOING MORE WITH TEAMS (The new way to winning) Bruce Piasecki, John Wiley & Sons, Hoboken, New Jersey, 2013.

THE LEADING INDICATORS (A short history of the numbers that rule our world) Zachary Karabell, Simon & Schuster, New York, 2014

The Black Swan, 2nd ed. (The impact of the highly improbable) Nasim Nicholas Taleb, Random House Trade Paperbacks, New York, May 2010. SKIM ONLY (Detailed Reading Is Optional)

THE LIVES OF A CELL (Notes of a biology watcher) Lewis Thomas, Penguin Books, New York, 1978

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 APPENDIX B

35 OPTIONAL BOOKS FOR FUTURE PERSONAL PROFESSIONAL REFERENCE A CHRISTMAS CAROL (IN PROSE) [Original written by Charles Dickens and

illustrated by John Leech, London, 1843 and further illustrated by Sol Eytinge Jr. in 1868] {THE ANNOTATED CHRISTMAS CAROL | Edited with an Introduction, Notes, and Bibliography by Michael Patrick Hearn, W.W. Norton & Company, Inc., New York, 1st Ed. 1976, 2nd Ed. 2004}

THE ACHIEVERS MOTIVATIONAL ANALYSIS AND STYLES OF LEADERSHIP

Gerald D. Bell, Bell Leadership Institute, Chapel Hill, North Carolina, 1997.

THE ADVANTAGE (Why organization health trumps everything else in business)

Patrick Lencioni, Jossey-Base/Wiley, San Francisco, 2012. THE ART OF WAR

Sun Tzu (translated. by Samuel B. Griffith), Oxford University Press, Oxford, UK, 1963, paperback 1973.

BEAUTIFUL SOULS (Saying no, breaking ranks, and heeding the voice of

conscience in dark times) Eyal Press; Farrar, Straus and Giroux, New York, 2012.

BETTER UNDER PRESSURE (How great leaders bring out the best in themselves

and others) Justin Menkes, Harvard Business Review Press, Boston, 2011.

THE BLACK SWAN (the Impact of the Highly Improbable) [2nd Edition]

Nassim Nicholas Taleb, Random House, New York, May, 2010. BUSINESS LESSONS FROM A RADICAL INDUSTRIALIST

Ray C. Anderson (with Robin White), St. Martin’s Griffin, New York, 2011.

THE BUSINESS OF ME (Your Job … Your Career … Your Value)

Linwood Bailey, iUniverse, Bloomington, Illinois, 2012. CONTROL ALT DELETE: Reboot Your Business. Reboot Your Life. Your Future

Depends on It. Mitch Joel, Business Plus, New York, 2013.

CORPORATE SUSTAINABILITY (Integrating performance and reporting)

Ann Brockett, CPA & Zabihollah Rezaee, PhD.; John Wiley & Sons, New Jersey, 2013.

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  CRITICAL CHAIN (a business novel)

Eliyahu M. Goldratt, North River Press, Great Barrington, Massachusetts, 1997.

DECLARATION OF INDEPENDENCE (JULY 4, 1776), ARTICLES OF CONFEDERATION (NOVEMBER 15, 1777), CONSTITUTION OF THE UNITED STATES OF AMERICA (RAT. JUNE 21,1788), AND AMENDMENTS TO THE CONSTITUTION OF THE UNITED STATES OF AMERICA (BILL OF RIGHTS RAT. DECEMBER 15, 1791) By approval of the Congress of the United States of America.

DOING MORE WITH LESS (The new way to wealth)

Bruce Piasecki, John Wiley & Sons, Inc., New Jersey, 2012. Ethical Reasoning (Understanding the Foundations of)

Richard Paul and Linda Elder, The Foundation for Critical Thinking, Tomales, CA, 2011.

THE FIVE MOST IMPORTANT QUESTIONS YOU WILL EVER ASK ABOUT YOUR ORGANIZATION

Peter F. Drucker (with Jim Collins, Philip Kotler, James Kouzes, Judith ROdin, V. Kasturi Rangan, and Frances Hesselbein), Jossey-Bass/Wiley, San Francisco, 2008.

THE GOAL (a process of ongoing improvement) [20th Anniversary Edition]

Eliyahu M. Goldratt and Jeff Cox, North River Press, Great Barrington, Massachusetts, 2004.

GOOD STRATEGY BAD STRATEGY (the Difference and why it matters)

Richard Rumelt, Profile Books, LTD., London, 2011.

IT WORKED FOR ME: IN LIFE AND LEADERSHIP Hon. Colin Powell (with Tony Koltz), HarperCollins Publishers, New York, 2012.

LEADERSHIP (Enhancing the lessons of experience) [7th edition]

Rich Hughes, Robert Ginnett, and Gordy Curphy, McGraw-Hill/Irwin, New York, 2012.

THE LEADERSHIP CHALLENGE [3rd Edition]

James M. Kouzes and Barry Z. Posner, Jossey-Bass, San Francisco, 2002.

LUST, COMMERCE, AND CORRUPTION (An Account of What I Have Seen and Heard*

Translations Editors: Mark Teeuwen and Kate Wildman Makai, Columbia University Press, New York, 2014. * {Originally the Seiji kenbunroku, by Buyo Inshi, written in 1816, retired Samurai of Edo, at the end of Tokugawa society}

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  MERCHANT KINGS (When Companies Ruled the World 1600-1900)

Stephen R. Bown, Thomas Dunne Books (St. Martin’s Press), New York, 2009.

MIRROR TO AMERICA [the autobiography of John Hope Franklin]

John Hope Franklin, Farrer, Strauss and Giroux, New York, 2005. THE NATURAL (The misunderstood Presidency of Bill Clinton)

Joe Klein, Broadway Books, New York, 2002, paperback 2003. ORGANIZATION CULTURE (Getting it right)

Naomi Stanford; The Economist/Profile Books, London, 2010. THE POST-AMERICAN WORLD (Release 2.0) [Updated & Expanded]

Fareed Zakaria, W. W. Norton & Company, New York, 2012. THE PRINCE

Niccolo Machiavelli, 1513, [translated by W. K. Marriott] Everyman’s Library, 1908 | Alfred Knopf, New York, 1992.

ROUNDTABLE VIEWPOINTS: ORGANIZATIONAL VIEWPOINTS

Joyce Huth Munroe, McGraw-Hill/Dushkin, New York, 2007. THE SECOND MACHINE AGE (Work, Progress, and Prosperity in a Time of

Brilliant Technologies) Erik Brynjolfsson and Andrew NcAfee, W.W. Norton & Company, Ltd., New York, 2014.

SELF-DISCIPLINE IN 10 DAYS (How to go from thinking to doing)

Theodore Bryant, HUB Publishing, Seattle, Washington, 2011. START WITH WHY (How Great Leaders Inspired Everyone to Take Action)

Simon O. Sinek, Penguin Press, New York, 2009. THIS TIME IS DIFFERENT (Eight Centuries of Financial Folly)

Carmen M. Reinhart & Kenneth S. Rogoff, Princeton University Press, Princeton, New Jersey, 2009.

USA INC. (a basic summary of America’s financial statements)

Compiled by Mary Meeker, KPCB.com Press, New York, February 2011. WASHINGTON (A LIFE)

Ron Chernow, Penguin Press, New York, 2010.