MGMT1120: Developing the Leader in Youlecture slides to revise from for the final class

Prof Roger Levermore

1e: Role Differences between managers and leaders

Leaders
Establish direction
Align people
Motivate and inspire
Create
Produce change

Managers
Plan & budget
Organize staff
Control
Systematic
Improve status quo

1g: The importance of reflecting on leadership

we live in a VUCA world

with a very complex set of
leadership dilemmas to be
met
40-60% of leaders have
been deemed to have
failed!
Fortune estimated in 2013
that poor leadership cost
US economy $450-550bn

50% of fortune 500 CEOs will be dismissed

for poor performance in the next 3 years
75% consider immediate boss most stressful
50-90% of all new businesses fail in 5 years

1h: Debating point: Are leaders needed?

Yes:
Critical to help change
successfully
For vision/direction
Some studies say that
leadership accounts
for 44% of firms
profitability

No
Outside environmental factors much
more important than leadership
Internal structure and strategy is
also more important
Studies show that leadership only
accounts for 7-15% of financial
performance
There is a cult of leadership
making leaders appear much more
important than they are (as the
leadership failure debate today
might show?)

1i: Leadership: First typology (type):

Teachers (rules
breakers/value
creators)

(e.g. Confucius?
Ghandi? Marx?)

Heroes (lead
great causes;
huge personal
sacrifice)

(e.g. Einstein?
Henry Ford?
Darwin?)

Rulers
(interested in
power and
dominance)

(e.g. Hitler,
Yoritomo, Mao
Tse-tung???)

1j: Second typology (style):

Directive (top-down, authoritarian

leader-centered decision-making)
(Machiavelli)
Participative (Decisions made jointly
by leader and follower) (Thomas
Jefferson)
free-rein (leader help shapes debate
but ultimate decisions made by
followers) (Lao-tzu)

1l: Daniel Golemans Leadership That Gets Results

Harvard Business Review study in 2000. Goleman and his team completed
a three-year study with over 3,000 leaders. Their goal was to uncover
specific leadership behaviors and determine their effect on the corporate
climate and each leadership styles effect on bottom-line profitability.
The research discovered that a managers leadership style was responsible
for 30% of the companys bottom-line profitability!

1m: The six leadership styles are:

The pacesetting
leader expects and
models excellence and
self-direction.

The coaching
leader develops
people for the
future.

The authoritative
leader mobilizes the
team toward a
common vision and
focuses on end goals,
leaving the means up
to each individual

The coercive
leader demands
immediate
compliance.

The affiliative leader

works to create
emotional bonds that
bring a feeling of
bonding and
belonging to the
organization.

The democratic
leader builds
consensus through
participation.

4e: Global Leader

Competencies and Character Traits

According to (Manfred Kets De Vries)

Deep interest in socioeconomics and the political scene

Good at relating across cultures
Pays attention to cultural non verbal behavior
Reflects on cultural affect on behavior
Speak English plus 1 more language
Likes learning
Whatever country makes an effort to learn language
Comfortable in multi-cultural teams

Keeps a sense of humor

Enjoys visiting other countries
Comfortable taking risks
High tolerance for frustration and ambiguity
Enjoys trying a wide variety of cuisines
Adventurous (spaceship door open you enter)
Adaptable
Not considered dogmatic by others
In control of his/her life

4g: Practical reflection/tip

Warren Bennis said that

10 innate qualities of a good leader are
Curiosity
Sense of responsibility
Sense of humour
Passion
Courage of conviction
Initiative
Creativity
Sense of urgency
Persistence
Confidence
Put this subtly on CV/linkedin profile?

1e: PRS
What does VUCA stand for?

1 = vulnerable, unclear, chaotic, anarchic

2 = volatile, unclear, chaotic, ambiguous
3 = Valparaiso University Center for the Arts
4 = volatility, uncertainty, complexity and ambiguity

3b: Drucker - HBR

Born leaders exist but effective leadership can be learnt

Drucker HBR chapter (Managing Oneself)
1. We have to place ourselves where we can make greatest contribution
2. Most effective quality; focusing on identifying what your strengths are and
improving them; pay less attention to your weaknesses
most people think they know what they are good at. They are usually wrong.
More often, people know what they are not good at and even then more
people are wrong than right
3. A way to know strengths is through feedback analysis
Need to read the chapter for context to be really embedded

4d: History of Leadership Theories

1900

Great Man Theories Born to Lead

1930s

Group Theory How Leadership Emerges in Groups

1940s

Trait Theory Universal Traits

1950s

Behavior Theory What Do Leaders Do

1960-70s Contingency/Situational Theories (Situation specific)

1980s

Excellence (Combination of traits, behaviors, situations)

Level 5 Leader

1990s

Participative Theories - Encourage Input

2000s

Relationship Theories - Connections Between Leader & Follower

Shared and Team Leadership

4e: A brief word though on theories

40+ theories out there
Clusters:
Trait theory (born)
There are differences between leaders and followers
1869 six traits needed to be an effective leader = need for
achievement; intelligence; decisiveness; self-confidence;
initiative; supervisory ability
2016 drive, motivation, honesty, cognitive ability, knowledge
(and extraversion??)

4g: A brief word though on theories

40+ theories out there
Clusters:
Trait theory (born)

Behaviour theory
It is possible for a leader to be made; reject born leader theory completely
structure/production (task-oriented) and consideration (peopleoriented) are two important areas that can be trained to make the leader
a good one
Democratic leaders is more likely to be the best form of leader as they
initiate structure and are helpful, trusting and respectful

4h: Leadership behaviour theory

4i A brief word though on theories

40+ theories out there
Clusters:
Trait theory (born)
Behaviour theory
Contingency/situational theory
Different situations require different skills; style needs to reflect the level of
skill and experience of your followers and take into account the external
environment the organisation operates in
Need to understand the specific situation to understand what leadership style
will work best

Transformational
Traits of a charismatic leader who has a strong vision & sets a moral
exemplar and displays a participative leader style (comes to a decision by
consulting followers)

2b: The art of listening/reading

Big problem in todays world?
the inability to listen intelligently, understandingly, and skillfully to another
person. This deficiency in the modern world is widespread and appalling
Studies: listening comprehension is 25%
example of recent experience

That misunderstanding disrupts teams and leads to very costly mistakes

Results in loss of talent to some organisations by leaders who do not listen

2c: How to improve

Ralph Nichols 10 principles of effective listening (some of these are included here)
A: Thought speed
Poor listeners let their mind wander on separate subjects when someone is
talking
Good listeners:
Anticipate what speaker is going to speak about based on what they have
already said
Keep summarising what has been said: what is the heart of the issue?
Weigh evidence
Take notes! the strongest memory is weaker than the palest ink
One of the reasons that old school lecturers ask for student to write notes a lot;
the highest graded students tend to be the ones taking notes!

Listen between the lines/body language

Listen to ideas
(not just to precise
details focus on main
points)

Hold your fire

Dont get over-excited by what is
being said at too early a stage
listen to all of what is being said

Reduce emotional
deaf spots
(in other words, some
words trigger emotional
response that cloud
what the person is
saying)

Judge content, not delivery

Find an area of interest

Many wowed by entertainment even

if the person says nothing of
substance

Dont give up early on a conversation

because it might be boring

 Challenge yourself; do you block

or deny information presented to
you so that when you walk away
from a meeting your memory has
no recollection of that news?

Resist
Distractions
Try to overcome distractions (get closer
to speaker, switch off laptop, radio etc)

Work at Listening
Not easy; do not fake attention; make
eye contact; look concerned at what is
being said; nod your head occasionally;
do not fiddle

3a: Theme today: situational factors (macro

environments)
Meaning how political,
economic, technological,
cultural (etc) environments
shape leaders

Especially the
role/understanding of culture

Question: which theory does this

link to best?

Cross culture an important

dynamic of VUCA-world
(modern day) leadership

3i: Lecture: Situational factors

1. Situation is the most important factor? Leadership challenges vary considerably

2. Size/type of organization
Small organisations; multi-role (spokesperson and organises work )

3. Social/psychological/political climate
Times of great stability and instability affect the situation considerably

4. Patterns of employment
Are changing considerably; much more flexible, cross-cultural now and short-term contracts vs longer term

5. Type, place, purpose of work

For routine jobs less directive approach needed? For less defined, a more directive approach needed

3j: Environment shapes leader

Not leader shaping their environment

This goes against the great man or trait leadership theory

Your job: to find a leader from business or politics that would not have probably been a leader had
it not been for the time/environment that they had been born into

Some examples?
Winston Churchill?
Mark Zuckerberg?
Bill Gates?
Oprah Winfrey
See: http://
www.investopedia.com/financial-edge/0811/4-billionaires-that-were-in-the-right-place-at-the-r
ight-time.aspx

4b: Culture

Culture collective programming of the mind which distinguishes the

members of one group or category from another Hofstede, 1994 National
Cultural! IBM Study

Schneider & Barsoux: Culture serves as a lens through which we perceive

the other. Like the water surrounding fish, culture distorts how we see the
world and how the world sees us. Furthermore, we tend to use our own
culture as a reference point to evaluate the other. For instance, as far as
many continental Europeans are concerned the British do not drive on the left
side of the road; they drive on the wrong side of the road

3n: Organizational culture

Unique pace/working styles

Unspoken taboos
Social structures
Hierarchies
Patterns of behaviour
How to dress; language used; food

A place for personal stories here?

South Africa and gaining access
Japan and team changes every few years

4f: National/continental differences in culture?

Hofstede is a famous name in this subject area

Hampden-Turner & Trompenaars 1994 model of value dilemmas that drives

features of national culture

1. observation of rules (strict vs flexible)

2. individual or communal society
3. internal or external focus of the population
4. perspective on time
5. status (age, education, class, race or on merit)
6. emphasis on hierarchy vs equality
7. Demonstration of emotion

4g: 10 different cultural clusters?

Leadership characteristics and the needs of followers vary across cultures in

the areas of value-based leadership, team-oriented leadership, participative
leadership, humane leadership, independent leadership, and self-protective
leadership (pg. 281)

Anglo (US preference for first four of these but not last two)
Latin Europe
Nordic Europe
Germanic Europe (Dutch society values egalitarianism and terms like leader or manager are
taboo/stigma; & gezellig (sharing personal feelings in very personal way while being together in a
small group)
Eastern Europe
Latin America
Middle East
Sub-Saharan Africa
Southern Asia
Confucian Asia

4h: Other ways of looking at cultural difference

4j: Difference between Western and Confucian Asian approaches to leadership?

Western? (many examples in this course & textbooks are Western)

Hands on; leading the way; speech/communication ability is important

Confucian Asia associated with paternalistic leadership

benevolent directing role; need for control

But also silence is a virtue and the need to walk behind people
Leader needs to be aware of connections (guanxi)
Interpersonal relationships (renqing)
Courteous and refined behaviour (keqi)
Preserve face (mainxi)

1h: MBTI: results (ESFP, ENFP, ENTJ)

2c: Theme: the importance of teams to leaders

Employees have often been treated (associated with which early
leadership theories?)
as machines
From 1920s, studies show that HR
especially through employee recognition
and management support to a
successful leadership approach
Other studies show that some companies Meaning, good relations between
more successful/productive than others
managers and workers (common trait
because of good collaborative work
in Germany and Japan) associated
relations
with which leadership theory?

Transformational theory: Role of

leader is to produce high morale and
high performance teams

2d: How teams are changing in a VUCA world (video)

Teamwork on the Fly:

http://www.youtube.com/watch?v=pV15JvPwOOE

Suggestions to watch: place lead like great conductors; pike place fish market,
the place of love in effective leadership
Team vs. Teaming
http://www.youtube.com/watch?v=T3CxfYfwgY0
What's love got to do with it?
http://www.youtube.com/watch?v=ED1R2zqdtCg

Group dynamics & role of leader in team building is also

important to effective leadership
Excellent teams have 12 characteristics:
1.
2.
3.
4.
5.

Clear mission (objective clear)

Informal atmosphere (little boredom)
Lots of discussion (everyone can participate)
All involved in active listening
Trust/openness thrives

2f: Team characteristics continued

6. Allowed to disagree
7. Criticism allowed over issues but not personal
8. Decisions reached by consensus
9. Effective leadership in this context; not who controls but getting
the job done
10. Good delegation & clarity of assignments (see slides in appendix)
11. Shared values/norms of behaviour (demarcating what right/wrong
the group)
12. Commitment
Critical comment: how close to this in reality?

in

2g: 1. Groups do not form perfectly they often go

through stages

Covered on other management courses

Due to team dynamics (see graph) and personalities in the group >>

Forming: Orientation, break the ice

Leader: facilitate social interchanges

Storming: Conflict, disagreement

Leader: Encourage participation, surface differences

Norming: Establishment of order and cohesion

Leader: Help clarify team roles, norms, values

Performing: Cooperation, problem solving

Leader: Facilitate task accomplishment
38

2l: Member versus Self

Member
Enjoy the company of others
Joins groups willingly
Avoids tasks that must be
accomplished alone
Relies on consequences of the
group for decision making
Values belonging, popularity,
and the respect of others

Self
Usually work alone
Joins groups reluctantly
Is suspicious about widely held
beliefs and opinions
Seeks to measure up to
personal standards rather than
group norms

39

2m: Member versus Self: Applying to Yourself

Member
Do you
value the company of others,
seek consensus in decisions,
prefers to work in groups, and
cares about belonging and
popularity?

Self
Do you
prefer to accomplish task
alone,
resists commonly held opinions
and groupthink, and
measures success by personal
standards rather than group
standards?

___________________________________________________________________
Member

Self
40

2n: Member vs. Self: potential conflicts

Member
The member will need to
consult others, be assured of
the support of the group, and
believe that the decision is not
only right but popular: Well, let
me get back to you on this.
Can we reschedule for
tomorrow?

Self
The self will expect
independent thinking and
individual decision making
why cant you make the
decision?

41

2o: Planner versus Juggler

Planner
Likes to make patterns,
schedules, charts and
organizational plans
Clings to plans even in the face
of changing conditions
Resists information that
contradicts existing plans

Juggler
Is skilled at minute-to-minute
adjustments to changing
conditions
Keeps many tasks in progress at
once, all in a partial state of
completion
Finds emergencies and
unexpected developments
energizing and challenging
Takes pride in the ability to handle
things and cope
42

2p: Planner versus Juggler: Applying to Yourself

Planner
Do you
Have a place for everything
and everything in its place?
Deal with change by making
schedules, assign tasks and
monitoring activities?

Juggler
Do you
Thrive of having many balls in
the air at the same time?
Find unexpected development
and emergencies somewhat
challenging and energizing?
Deal with change by coping
moment to moment with
circumstances and making up
solutions as necessary?

___________________________________________________________________
Planner

Juggler
43

2q: Planner vs. Juggler: potential conflicts

Planner

Juggler

The Planner wants to meet on

time, finish business within an
expected number of minutes,
and button up all details in a
timely manner

For a Juggler, there is no such

thing as a certain amount of
time on the schedule or
orderly processes for work.
Business life is a rush of
maybes, in a few days, it
depends, and get back to us.

44

2r: Thinker versus Empathizer

Thinker
Seeks logical links between
ideas, concepts and facts
Postpone action until
underlying causes are
ascertained
Discounts the importance of
intuition, emotional response
and irrational speculation

Empathizer
Focuses on emotional content
of situations
Evaluates ideas and events
according to how others feel
about them
Perceives self as a caring,
sensitive individual

45

2s: Thinker versus Empathizer: Applying to Yourself

Thinker

Empathizer

Do you
Care most about logic and
accuracy information who focus
on figuring out underlying
causes and future effects, and
Rather be right than popular?

Do you
Make decisions based on how
you and others feel, who values
friendship, loyalty, and who
thinks first about who will be
happy and who will be upset or
angry when dealing with work
situations?

___________________________________________________________________
Thinker

Empathizer
46

2t: Thinker vs. Empathizer: potential conflicts

Thinker
A strong thinker will spend
energy setting forth logical
positions and items of
information, assuming that such
material will lead the other team
member to a speedy decision
A thinker may be frustrated by
the Empathizers supposed
ignorance and inability to
follow a logical train of thought

Empathizer
A strong Empathizer devotes
his/her energies in
conversation to emotional
expression and self testing:
how do I really feel about what
I am listening? How will others
feel? How do I feel about the
person I am working with and
about the atmosphere in the
organization?
47

2u: Closer versus Researcher

Closer
Finds it easy to draw
conclusions and make
judgments and decisions
Feels impatient over delays for
additional information or
discussion
Ignores input that tends to
postpone decision making

Researcher
Postpone decisions and actions
to seek additional information
Ignores times and resource
constraints to seek available
knowledge
Finds it difficult to summarize or
draw conclusions from complex
information

48

2v: Closer versus Researcher : Applying to Yourself

Closer
Do you
Think that we have talked long
enough and its time to act
Feel impatient when others
want to contribute more and
more information, and
Want to end one task or
assignment as soon as
possible to move on to new
challenges?

Researcher
Do you
Welcome new information and
postpone final decision making
as long as possible
Feel that quick action is
probably unwise, and
Find excitement in the continual
search for reliable information?

___________________________________________________________________
Closer

Researcher
49

4b: Positive Group Member Roles (1)

Positive Role

Characteristics

Functions

Encourager

Friendly, diplomatic,
responsive to others

Makes others in the group feel good

Helps others make contributions to
fulfill their potential

Clarifier

Restates problems and

Create order out of chaos, replace
solutions, summarizes points confusion with clarity
after discussion

Harmonizer

Agrees with the rest of the

group

Brings cooperation versus

competition, love versus hate

Idea generator

Spontaneous and creative,

unconventional thinker

Unafraid of change and suggest

ideas that others do not

(textbook, pp219-221)

50

4c: Positive Group Member Roles (2)

Positive Role

Characteristics

Functions

Ignition key

A practical organizer who

orchestrates and facilitates
work of the group

Spark for group action, cause the

group to meet, work, and follow
through the ideas

Standard setter

A model for group members. Uphold the groups values and

Often an expert with skills
goals, inspires group pride
and knowledge valued by the
group

Detail specialist

Search for errors and

omissions

Consider the facts and implications

of a problem. Deals with small
points that often have significant
consequences
51

4d: Negative Group Member Roles

Negative Role

Characteristics

Ego tripper

Interrupts others. Demand attention

Negative artist

Rejects all ideas suggested by others. A pessimist.

Above-it-all person Withdraws from group. Wandering from subject. Talks

about personal experiences
Aggressor

Attacks and blames others

Jokester

Is present for fun, not work

Avoider

Does anything to avoid controversy. Unwilling to take a

stand or make a decision

(textbook, pp.201-202)

52

2a: Some reasons for conflict

(mentioned in session 5)
1. natural team process
2. composition of teams (negative/positive members) people conflict
3. Differences around issues

(today) 4. Informational deficiency

Links to the power of communication

2b: Conflict focus

People-focused conflicts
More like emotional disputes
Refers to in your face kind of
confrontations in which there is
intense emotional heat.
Examples of personal disputes:
accusations of harm, demands for
justice, feelings of resentment

These are a common source of

conflict because individuals
bring different backgrounds to
their roles in organizations
Conflicts stemming from
incompatible personal values
and needs are some of the most
difficult to resolve
Values discussed in sessions 8-9

55

2d. Issue-focused conflicts

More like rational negotiations, process conflicts
Can be thought of as an interpersonal decision-making process by which two
or more people agree how to allocate scarce resources
Typically parties represent the interests of their departments, functions or
projects
Generally regarded as productive conflicts

2e: Informational deficiencies

E.g. An important message may not be received, a team leaders

instructions may be misinterpreted or decision makers may arrive at
different conclusions because they use different database
Conflicts due to informational deficiencies tend to be factual, i.e.
issue-focused conflicts
They are pretty common in workplace but easy to resolve?

57

2i: Conflict management approaches

Figure 12-4, p.275

58

morale/motivation (of followers mainly)

The importance of morale is

recognized by all great leaders
An armys success depends on its size,
equipment, experience, and more. and
morale is worth more than all of the other
elements combined. (Napoleon)

(textbook, p.191)

59

4h: High morale in workplace

Having pride in what you do

Enjoying the people you are working with
Trusting the people you work for
Confidence in their performance
Dedication to the team
Enthusiasm about their work responsibilities

(textbook, p.191)

4i: 9 ways to kill morale (1)

Promise too much, deliver too little

Transparency and honesty is critical to maintaining employee loyalty
and commitment

Be insensitive to team members needs

Human being have other needs apart from money, such as basic
human respect, care, job satisfaction

Ignore team member conflict

If conflicts are not dealt with effectively, overall result can be
negative for the morale of the team

4j: 9 ways to kill morale (2)

Poor communication with team members

It will be perceived as arrogance of the leaders. It can also foster an
atmosphere of fear

Punish desired behavior

e.g. shooting the messenger following a statement to be open and
honest about your concerns

Reward undesired behavior

e.g. you show up on time or even early for a meeting but because
several people havent arrived, the meeting leader decides to postpone
for 15-20 minutes

4l: 9 ways to kill morale (3)

Play favorites
It is a problem if you start treating people unequally because you like or
are more comfortable around them

Change direction early and often

If you keep changing your mind on how you want your members to
handle a task, dont be surprised at their negative reaction. Be sure of
what you want beforehand

Freak out
If you constantly freak out over small things, your members will become
reluctant to approach you about bad news. Try to focus on how to
resolve the situation

4m: Raising workplace morale

Pay and reward systems

Job autonomy and discretion
Support services
Training

(textbook, p.191)

Organizational structure
Technical and physical aspects
Task assignments
Information and feedback
Interpersonal and group
processes

4n: Practical Leadership Tips: Build Morale

Be predictable
Be understanding
Be enthusiastic
Set the example
Show support

(textbook, pp.197-199)

Get out of the office

Keep promises
Praise generously
Hold your fire
Always be fair

15-65

5b: What is empowerment?

In its basic meaning, empowerment refers to

passing decision-making authority and
responsibility from leaders to team members.
Almost any form of participative management,
shared decision-making and delegation can be
regarded as empowerment

66

5c: Empowerment

Empowerment = Delegate leadership and decision

making to lowest level after making sure followers have resources, knowledge
and skills necessary to
make good decisions!
Delegation without development = Abandonment
Development without delegation = Micromanagement

7d: Leadership and conflict resolution:

a 3-step model

Own your part in

the conflict

Listen so long as
you are not being
abused

Involve the angry

person in the
conflict resolution
process

68

Personality Defined -Big Five Factors

EXTRAVERSION

AGREEABLENESS

CONSCIENTIOUSNESS

Sociability

Warm affection

Orderliness

Assertiveness

Modesty humility

Reliability

EMOTIONAL STABILITY

OPENNESS TO EXPERIENCE

Secure

Intelligent

Confident

Creative

2k: Leadership Styles - PDP

AUTHORITATIVE

PERSUASIVE

CARE-TAKER

CONSERVATIVE

FLEXIBLE

Tigers

Peacocks

Koalas

Owls

Chameleons

Authoritative
Forceful leader
Decisive
Grabs the lead
Needs large
reward
Goal oriented
___________

Sympathetic
Good
communicator
Persuasive
Good mixer
Optimist
Good motivator
Enthusiastic

Peace Loving
Patient
Cautious
Cooperative
Perseveres
Relaxed
Seeks
harmony

Accurate and
precise
Observes all
rules and
regulations
Detailed
Perfection
Conservative
Careful

Very adaptable
Good coordinator
Very good team
Lubricator
Very flexible
Good negotiator
Good diplomat
Strong survivor

__________

_________

__________

____________

4b: EI
EI = mix of interpersonal and intrapersonal intelligence
Interpersonal = understand other people (what motivates them, how they work, how
to work with them)
Intrapersonal = accurate picture of oneself

Four dimensions (see table on next page)

1) Self Awareness
2) Self Influence
3) Social Awareness
4) Social Influence

4g: General views from business

Four distinctive mindsets of executives when it comes to sustainability:

Deniers (eg Exxon?) [1 = wait and see]
former head of Exxon Lee Raymond: climate change scientists are 'resistant to
reasonable criticism and dissent and prone to summary conclusions that are
poorly supported by the analytical work' and there needs to be more work that
'thoughtfully explore the limitations of climate model outputs
FT, 18th June: A climate fix would ruin investors
Avoiders (some priorities are more important; technology will solve everything) [2 =
toe in water]
Camouflagers (eg General Motors?) [3 = going green]
Transformer [4 = shaping the industry]

5b: Definition of vision

Leaders develop clear/compelling picture of the future and a

path/structure on how to follow that
1. suggests future orientation

2. implies standard of excellence

3. quality of uniqueness

5e: Four different types

Quantitative
Become a $125 billion company by the year 2000.
Wal-Mart, 1990
A computer on every desk and in every home; all
running Microsoft software. Microsoft, 1990s
We will put a man on the moon and return him
safely within the decade. JFK, early 1960s

David-versus-Goliath
Crush Adidas Nike, 1960s
Yamaha wo tsubusu! We will destroy Yamaha!
Honda, 1970s

5f: Four different types

Internal Transformations

Role-Model

Become the Harvard of the West Stanford

University, 1940s

Become the Nike of the cycling industry Giro

Sport Design, 1986

Become number one or two in every market we

serve and revolutionize this company to have the
strengths of a big company combined with the
leanness and agility of a small company. GE,
1980s

Transform this company from a defense

contractor into the best-diversified high-tech
company in the world. Rockwell, 1995

Become the company most known for changing

the worldwide poor-quality image of Japanese
products. Sony, 1950s

5h: Criticisms of the belief in vision

Too generic
Meaningless
Not believable
Not plausible
Not possible
Not relevant

http://www.linkedin.com/today/post/article/20130626044531-64875646-wha
t-the-hell-is-wrong-with-mission-and-vision-statements

Trust

Including tip on how to build trust

2c: Lecture - trust

A universally important leadership trait?

Important to leaders in two ways
As an effective leadership trait to be trusted
Understanding the levels of trust that a leaders followers have
Without trust human relations a key element to effective organisations
breaks down

See appendix slides for more detail- including tip on ways to build trust
[important for the end of course quiz]

Levels of trust in followers

Differs according to personality and culture?
Trust easier in societies where respect for authority exists?
Breakdown in trust in the US workforce?
Breakdown of family structure?
Decline in social institutions and respect for some of them
(schools, churches)
Importance of materialism, hedonism, individualism
Media exposure where abuse of trust has occurred (a lot)

How to build trust?

1. Deal openly with everyone

2. Consider all points of view
3. Keep promises
4. Give responsibility to followers
5. Listen (to be able to understand) do not always be suspicious or
fear the work
6. Know your followers that develops care

2d: 1st theme: responsible leadership

Definition: being fair, appropriate, caring personal/social decisions as well as

good behaviour and communication as well as promoting good values
throughout an organisation
A key part of effective leadership?

4b: Moral development: Stages/levels

stages 1, 2 = egocentric
stages 3, 4= community-oriented
stages 5, 6 = principled?
Level 1 = will I go to jail?
Level 2 = will my reputation suffer?
Level 3 = what is the right thing to do?
Research shows how difficult it is to reach stage 6 (not accepting and
campaigning against the norm and the ease with which it is possible to justify
actions/provide rationale for behaviour)

4c:
Groupthink example

the Milgram Experiment

The Game of Death https://www.youtube.com/watch?v=ZCamiWs-KMs;
https://www.youtube.com/watch?v=3yz-P5CWE1E

Breaking Groupthink, 10th Man concept

To know more about 10th man concept, here is the link:
http://www.pamross.ca/save-your-company-from-the-undead-with-a-10th-man-business-strategy/

4f: Viewpoints based on societal norms

(Academic/philosophical views)

Western context
Deontology (Kant)
Certain types of morality should be binding on all peoples, so
regulation needed
There should be universal moral ethics
right decisions should be supported by right motives (otherwise,
right is cheapened)
Virtue ethics (Aristotle)
Context is everything; only a virtuous person can make
the right moral decisions: laws cannot do that
Ethics is something that is carefully nurtured

4g: Western philosophy continued

Ethical egoism = what is right is what is in ones own interest

Pleasure; physical enjoyment and avoidance of pain is the highest state of
goodness! (egoism)

Utilitarianism = an action is right if it promotes the greatest good for the

greatest number of people
Pragmatism = that which is good is that which works (sometimes linked to
utilitarianism)