Mbs508 - 3 Leadership

8/14/2019 Mbs508 - 3 Leadership

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2008 The McGraw-Hill Companies, Inc. All rights reserved.

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MBS508: 3. Leadership


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Leadership: Traditional Views


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Today


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The Trait Approach and the Heroic Leader

The Great Man?


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Leadership Traits?

IntelligenceSelf-confidenceDeterminationHonesty/IntegrityExtroversionConscientiousness



Whatelse?



TRANSACTIONAL LEADERS



Transactional leaders

1 . Maintain status quo, stability, levels of efficiency

2 . Achieve Incremental changes and improvements

3 . Identify with organisations stated goals, industry standards,officially - accepted practices

4 . Avoid high risk decisions and changes

5 . Assist consolidation, systematic procedures, settling in,bringing order to relationships and tasks.



TRANSFORMATIONAL LEADERS

Bass, B. M. (1998). Transformational leadership: Industrial,military, and educational impact. Mahwah, NJ: Erlbaum.



Transformational leaders

1. Challenge and criticise status quo, accepted best practice andcommon assumptions

2. Surface followers dissatisfaction with current situation

3. Can achieve radical change in behaviour, perceptions andculture

4. Prefer high risk decisions and changes

5. Often ignore details, costs, interpersonal problems, conflict, taskissues, custom and practice.



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Leadership BrandUlrich, D. & Smallwood, N. (2006).


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C h a p

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Goals



Leadership Brand


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C h a p

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Goals for this morning


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Elements of Leadership Brand

Leadership code(Common)

LeadershipDifferentiators

LeadershipBrand

X

d h d


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Leadership Brand, Part 1: THE CODE:Conclusions and Challenges

Good news: Competencies typically account forapprox. 65% of the variance in leadershipeffectiveness

Bad news: What about the other 35%?

That other 35% is the difference between genericleaders and branded leadership


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Leadership Matters: Leaders should provide value ineyes of different stakeholders

CustomerShare

Employee:competencecommitmentcontribution

Investorintangibles

Quality ofleadership

Line manager:Organizationcapabilities


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Leadership as a Brand


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C h a p

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THINK: About the shift from leader to leadership and

from leadership to leadership brand About how to build a leadership brand

BEHAVE:Identify things that leaders do that deliver

value

FUN:Enjoy the experience together

Goals for this morning


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Declaration of leadership: implications

Johnson & Johnson, whose credo begins, Webelieve our first responsibility is to the doctors,nurses and patients, to mothers and fathers and allothers who use our products andservices,

It is celebrated for developing leaders who provide

scientifically sound, high quality products andservices that help heal and cure disease andimprove the quality of life.


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A Johnson & Johnson manager is known for beingsocially responsible and a stickler for productdevelopment and differentiation. She takes a productto market in a disciplined way; she is committed to

building consumer trust, to product quality, and tosafety.


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Eg., Bon Secours


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Good help to those in need is the mission of Bon SecoursHealth System, a nonprofit health care firm based inMarriottsville, Maryland, that operates a variety ofhospitals and nursing care facilities. Consistent with its

purpose as a Catholic health care ministry, the 19,000-person organization develops leaders who put a premiumon reflective integration.

That means Bon Secours expects its managers to do morethan just run health care units. They must also balance thebusiness of health care with compassion and caring.

Leadership Brand Part 1: THE CODE:


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Leadership Brand, Part 1: THE CODE:Conclusions and Challenges

Wal-Mart wants to be known for its everyday lowprices, so it hires managers who are frugal andunassuming themselves, and who can drive ahard bargain. The worlds largest

generic

pharmaceuticalcompany


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When Teva, the worlds largest generic pharmaceuticalcompany, set about developing such a statement, its topleaders decided they wanted their company to be knownfor these qualities:

leadership of the market, global reach,partnership, integrity, and productaffordability.

Building a Leadership Brand at TEVA


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In the category of integrity, Teva wanted leaderswho could make sure that employees deliveredproducts and services on time, every timefulfilled promises and met targets. To buildpartnerships, the firm needed leaders who knewhow to recruit and develop talent, so thatphysicians, health care organizations, andconsumers would view Tevas employees asexperts who could help them solve problems.



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To bring products to market cost efficiently,Tevas leaders had to be proficient at sourcingand at wringing the highest possible productivityfrom the companys assets. Finally, when it cameto market leadership, Teva would look to itsleaders to foster innovation by Finally, when itcame to market leadership, Teva would look to itsleaders to foster innovation by Long-term success



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After extensive deliberations Teva

developed a statement of leadership brand thatclearly established the companys priorities:

Teva leaders set ambitious goals based onexcellence in execution, have a global mind-set,master complexity, and embody team leadershipso that Teva retains the most talented employees,doubles sales every five years, and provides abroad basket of qualitative products thatcustomers trust.


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This statement of leadership brand is unique incontent other companies do not necessarily needthese abilities to deliver these specific results.Critically, it integrates business and customer goals(retain employees, double sales every five years,provide a broad basket of trusted products) with asmall, targeted set of leadership skills (excellence atexecution, mastery of complexity, and teamleadership).


Link Firm Brand to Leadership


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Link Firm Brand to LeadershipBrand

CustomerExperience

Employee Actions

FirmUnity ofIdentity

LeadershipBrand

Make Real toCustomer Make Real to

Employees

Culture/Firm Brand

How we want our

target customer todescribe theirexperience with us

Employees deliverdesired customer

experience

Leadership capability thatensures employee actions

deliver customerexperience


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Compelling case

for leadership

Declare leadershipneeded for strategicresults

Assess leaders andleadership

Invest in leadershipcapability

Measureimpact ofinvestment

Invest

Articulate

LeadershipBrand

Ensurereputation

How to build a Leadership Brand


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SUMMARY


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Leadership Brand Summary

Leadership matters more than leaders

Leadership brand helps define sustained

leadership

Leadership brand reflects Firm Brand(outside in, then inside out)

Leadership brand can be personalized andassimilated

Mbs508 - 3 Leadership

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