The document outlines an agenda for a workshop on leadership, beginning with team-building exercises to explore cooperation versus conflict. It then covers definitions and theories of leadership, analyzing styles through case studies and comparing exemplary leaders like Patton and Gandhi. The workshop evaluates situational factors and organizational transformations influenced by leadership qualities.
2. 2
Roadmap for Today
Segment 1
Getting acquainted: Team Game
Segment 2
What is leadership?
movie clips and discussion
Leadership vs. Management
Segment 3
Leadership style - analyzing two exemplary leadership styles
What shapes a leader: Case discussion
Segment 4
Leadership and organizational transformation
Leadership within: Know yourself
4. Rules
Do not communicate with other groups
Each group must agree on a single choice
for each round
Present cards simultaneously
Note:
Remember your objective at all times:
Win As Much As You Can!
5. 5
Payoffs
4 Reds
3 Reds
1 Green
2 Reds
2 Greens
1 Red
3 Greens
4 Greens
Lose
Win
Lose
Win
Lose
Win
Lose
Win
$10 each
$10 each
$30
$20 each
$20 each
$30
$10 each
$10 each
7. 7
Lessons from the ExerciseLessons from the Exercise
The central lesson of this game is that you can often
profit more through cooperation than conflict
When you negotiate, you should not try to beat
anyone else.
When negotiating, if you are thinking about whether
your final outcomes are better than the other
party’s, you don’t do as well as you could.
In many bargaining situations, when you bargain
well you and everyone else involved will obtain very
good outcomes.
Ask for others’ intentions- people like to think of
themselves as consistent.
8. Collaboration
“... the process of shared creation: two or
more individuals with complementary skills
interacting to create a shared understanding
that none had previously possessed, or
could have come to on their own ... it’s the
creation of value.”
—Michael Schrage
9. What is your greatest challenge to
collaboration?
What does it take to truly collaborate?
10. Driving Principles
Believe in common ground
Learn to rely on others and to be reliable
Partner for results
Build trust and be trust worthy
11. 11
What is your own personal
definition of leadership?
Why is leadership important?
12. 12
What Is Leadership?
Leadership is a source of influence
by Max Weber
Leadership appears to be the art of getting others
to want to do something that you are convinced
should be done
by Vance Packard
Leadership is creating constructive or adaptive
change
by John Kotter
Leadership is creating a context in which people
can achieve their full potential in serving the
organization’s mission
by Morgan McCall, Jr.
13. 13
Video I -George Patton
While watching the video, take notes on how
leadership is exhibited.
Note how Patton promotes change and
commitment
Pay attention to details, spoken as well as
non-spoken.
15. 15
Without Words:
How can you see Patton is a leader?
Listening to Words:
How can you tell Patton is a leader?
16. 16
Leadership Without Words
Flag
Uniform
Medals
Pistol (non-standard)
Body language
Voice tone
Staff (stick)
Eyes
Confident posture
An older man who is very fit
17. 17
Leadership Conveyed via Words
Speaks soldier’s language, one of them
Clear goals, vision, high standards
Decisive, encouraging, motivating, energetic
Dogmatic, American spirit, confidence
Intimidation, shock, fear, aggression
18. 18
What are the Soldiers Thinking About?
Will I die ? (the unspoken fear)
Will I be a coward?
Can I kill?
Will we win?
19. 19
How is Patton a Leader?
Reaches out to subordinates
Confronts their passion, anxieties, fears as well
as potential
Operating at a deeper, human level
Connecting through empathy to his troops
Using symbols, stories and their own languages
Not crafting rules and regulations
20. 20
Video II: Mahatma Gandhi
While watching the video, take notes on
what Gandhi teaches us about leadership
How he influenced and created change
Pay attention to ideas, spoken as well as
non-spoken
22. 22
What We Learn from Gandhi
Vision and ambitious goals
Conviction and strong associates
Moral authority
Selfless
Personal strength
Art of framing issues
23. 23
What are the similarities between Patton
and Gandhi?
What are the differences between Patton
and Gandhi?
24. 24
Leadership not personality-bound. Question is “will you
be?”
Leadership involves risks (assume deeper responsibility
for people)
Leadership involves simultaneous attention to big ideas
- understand past and present, create vision for the
future, develop a path from past to future
Leadership involves small acts - listening, humility,
confidence, trust, and influence
Leadership may differ depending on cultures and
environments
The bottom line: “Do you really care?”
Summary of Patton and Gandhi
26. 26
Leadership As Incremental Influence
LOW
HIGH
Degree of
influence
Management Leadership
30% - 70% of
untapped
human
potential
27. 27
Comparing Management and Leadership
Management Leadership
Creating an agenda Planning and
budgeting
Establishing
Direction
Developing a human
network for achieving
agenda
Organizing and
staffing
Aligning people
Execution Controlling and
problem solving
Motivating and
inspiring
Outcomes Produces results
expected by
various
stakeholders
Produces change
29. 29
Leadership Research
Period Research Focus
1920’s-1950’s traits of effective leaders
1950’s-1960’s behaviors of effective leaders
1960’s-1970’s situational leadership
1970’s-1980’s symbolic role of leaders
1980’s-1990’s return to “traits” and “behaviors”
1990’s leadership in multicultural settings
the 00s transformational leadership
30. 30
Case Discussion: The Caring Dictator
How would you describe Jack Harnett’s
leadership style?
Why is he successful?
Would you work for him?
31. 31
Case Discussion: Judy Buchanan
What are the elements of Buchanan’s leadership
style?
How would you compare Buchanan’s leadership
style with that of Jack Harnett?
32. 32
Summary of Two Exemplary
Leadership Styles
People-oriented
primary attention is on
the people
Preference for other’s
involvement in decisions
Major concern is on
employee well being
and development
Emphasis is on
delegation and freedom
Task-oriented
Primary attention is on
the task
Preference for making
own decisions
Major concern is on task
quality and production
efficiency
Emphasis is on control
and structure
34. 34
Situational Factors Influencing
Leadership Effectiveness
The nature of societal culture
e.g., tolerance for ambiguity
The nature of the corporate culture
e.g., normative leadership style
The stage of the organization’s life cycle
e.g., growth versus
stable
The nature of the organizational structure
e.g., network organizations
The nature of the task
e.g.,
formalization of rules
The nature of the subordinates
e.g., professional maturity and
36. 36
What Shapes a Leader?
Family background
Basic personality
Education
Career path
Accumulated knowledge and relationships
Experiences
37. 37
Two Leaders of the 1990s
If leadership measured by $$$, consider MVA,
“market value added”
In a survey mid 1990s,
Microsoft up US$30 billion ($30,000,000,000)
Merck up $32 billion
Wal-mart up $35 billion
GE up $52 billion
Coca Cola up $61 billion
Why these two firms, GE and Coke, on top??
Each had ONE leader this time period
38. 38
Jack Welch
Led General Electric from 1981 to 2000
Got out of many businesses, into others
Set goal: # 1 or 2 in all we do
Total value of all stock up $52 billion
($52,000,000,000.00)
39. 39
Roberto Goizueta
Led Coca Cola from 1981 to 1997
Got out of side businesses, focused on Coke
Reaffirmed Coke as a global company
Total value of all stock up $61 billion
($61,000,000,000.00)
40. 40
Jack Welch
Born average family, New
York
Slow start in education
Start at top? NO
Roberto Goizueta
Born well-to-do family,
Cuba
Good education
Start at top? NO
Is It Where They Started? NO
41. 41
Jack Welch
Fighter, athlete
Focus in college: beer
Entertain guests? Get into
sports! play hard!
Polite to bosses, others?
NO
respected, hated
Never seen with a coat
ON
Roberto Goizueta
High culture, smooth
Studied hard, Yale
Entertain? Opera?
In the bureaucracy, kept
quiet, did his job
respected, liked
Never seen with his coat
OFF
Is It Their Style? NO
42. 42
Jack Welch
Came into a stagnant
business
Looked to find right
business to be in
Focused on making
tradition bound
bureaucracy accept
change
Roberto Goizueta
Came into a stagnant
business
Looked to find right
businesses to be in
Focused on making
tradition bound
bureaucracy accept
change
Was It Their Approach? MAYBE!
43. 43
Roberto Goizueta vs. Jack Welch
How can we explain the extraordinary
success by both Goizueta and Welch in spite
of the stark differences between them?
How did their life experiences influence their
leadership styles and beliefs?
Would Jack Welch have been as effective at
Coke? Goizueta at GE? Why and why not?
44. 44
Why Some Companies Failed In The 80’s
Observations:
Between 1981 to 1990, about half of Fortune 500
companies were dropped from the list.
U.S.: GM, IBM, DEC, Sears, Kodak,
Westinghouse, Citicorp.
Europe: Volkswagen, Philips, Lloyd’s of London.
Asia: Mazda, NEC.
45. 45
Why Some Companies Succeeded
Suppose that in 1972, you were asked to pick and
invest in the five best performing firms over the next
20 years in the U.S., how would you approach your
assignment?
__________________________________________
__________________________________________
__________________________________________
46. 46
Michael Porter’s Framework
Five fundamental forces that Porter says
determine the ability of firms in an industry to
earn above normal returns:
entry of new competitors
threat of substitutes
bargaining power of buyers
bargaining power of suppliers
rivalry among existing competitors
47. 47
Best Performing Firms in the U.S.
(1972 –1992)
Company Stock Return Industry
Southwest
Airlines
21,775% Airline
Wal-Mart 19,807% Retailing
Tyson Foods 18,118% Food
Circuit City 16,410% Retailing
Plenum
Publishing
15,689% Publishing
What are their common characteristics?
48. 48
Case Discussion:
Southwest Airlines (SW)
Questions:
Why is Southwest a success?
What is their strategy?
What does it take to execute this strategy?
Are these sustainable? Imitatable?
What can we learn from Southwest Airlines?
49. 49
Some Facts About Southwest..
AMR DELTA NW SW UAL USAIR
Cost per
available
seat mile
8.9
cents
9.6
cents
7.0
cents
9.4
cents
10.8
cents
Passengers
per
employee
Employee
per
aircraft
840 1,114 919 2,443 795 1,118
11115781127134152
9.1
cents
51. The McKinsey 7-S Framework
STRUCTURE
SHARED
VALUES
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY
52. The McKinsey 7-S Framework
SHARED
VALUES
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY
STRUCTURE
StrategyStrategy: A set of actions aimed at gaining
a sustainable advantage over the
competition.
StructureStructure: The organization chart and
associated information that shows who
reports to whom and how tasks are both
divided up and integrated.
SystemsSystems: The processes and flows that
show how an organization operates on a
daily basis (e.g. information systems, capital
budgeting systems, manufacturing
processes, quality control systems, and
performance measurement systems).
StyleStyle: What managers consider to be important by the way they
collectively spend their time and attention and how they use symbolic
behavior. It is more important how management behaves than what
management says
53. The McKinsey 7-S Framework
SHARED
VALUES
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY
STRUCTURE
Staff:Staff: What companies do to foster
the process of developing managers
and shaping the basic values of the
management team.
Shared values:Shared values: The values that go
beyond, but usually include,
statement of goals and objectives in
determining a firm’s destiny. These
values are shared by most of the
people in the organization.
Skills:Skills: Those dominant attributes of
capabilities that are possessed by
an organization.
54. Analysis of SW Using 7S Model
StyleStyle
•Role Model
•Playful
•Service-oriented
•Committed
Shared Values
•Speed Cost focus
•Fun Team
StaffingStaffing
•Friendly
•Versatile
•Hard Working
•Youthful
•Flexible
StructureStructure
•Lean
•Few layers
VisionVision
•Friendly
flying car
SystemSystem
•737 aircraft
•Profit-sharing
•Low cost
•Reservations
•Boarding
•Luggage
•No hubs
TacticsTactics
•Low Fares Reliable
•Frequent Point to point
SkillsSkills
•Customer
friendliness
•Speed
•Teamwork
55. 55
SW Strategy
Limited passenger service
Low cost
High volume
Customer satisfaction
Employee commitment and productivity
56. Low cost
Limited passenger
service
High volume
Customer
satisfaction
High employee
productivity
No meals
No travel
agents
Secondary
airports
Low prices
No CRS
No connections
High employee
ownership
Friendly
service On-time
High
employee
commitment
Flexible
union
contracts
High-volume
city pairs
No assigned
seats
Fast
turnaround
Standard
fleet
‘Ticketless’
travel
Point-point
routes Frequent
flights
Meet expectations;
‘Low Fare Airline’
Strategy of Southwest Airlines
57. 57
What Does It Take to Execute This
Strategy?
Critical Tasks
keep costs down, productivity up
consistency (strategy and service)
high utilization
People
energetic
positive
committed
interpersonally skilled
affiliative (family)
friendly
58. 58
What Does It Take to Execute This
Strategy?
Culture
initiative
fun
teamwork
cost conscious
Formal Organization
flat structure
compensation
Leadership
egalitarian
hard work
autonomy
teams
unionized
59. 59
Lessons about Leadership from
Herb Kelleher
How would you describe Kelleher’s
leadership style?
How does Kelleher lead?
Why is he effective?
60. 60
Five Leadership Practices
Challenge the process
Model the way
Inspire a shared vision
Enable others to act
Encourage the heart
Kouzes, J. & Posner, B. The leadership challenge: How to get extraordinary things
done in organizations, Jossey-Bass, 1995.
61. 61
Fundamental Practices of Exemplary
Transformational Leadership
Practice #1:
Challenging the process, searching out
opportunities, experimenting
62. 62
Fundamental Practices of Exemplary
Transformational Leadership
Practice #2:
Setting high personal standards; Role
modeling; Acting with integrity
Building Credibility
63. 63
Fundamental Practices of Exemplary
Transformational Leadership
Practice #3:
Creating a shared vision and set of common
core values, focusing on future, including
followers’ vision
Exercise: Developing an effective mission statement.
64. 64
Fundamental Practices of Exemplary
Transformational Leadership
Practice #4:
Enabling followers to implement vision
through collaboration and empowerment
65. 65
Fundamental Practices of Exemplary
Transformational Leadership
Practice #5:
Encouraging the heart through enthusiasm,
frequent positive feedback, and effective use of
language.
66. 66
Understand Yourself:
Strength Deployment Inventory (SDI)
Background
Developed to measure individuals’ styles in
absence or presence of conflict
Based on the Relationship Awareness
Theory
Allows individuals to identify their strength
deployment patterns when things are going
well and when things are in conflict
67. 67
Scoring the SDI ---1
Complete the SDI survey
Verify that the three numbers in Column 1,2,
and 3 on page 1 equal 100. Columns 4,5,and
6 on page 2 equal 100
Transfer these number to lower right hand
corner boxes on page 5.
68. 68
Scoring SDI ---2
For each number, divide by 10.
Use a ruler to help locate the point on the blue
scale where your column 1 number falls. Draw
a straight line perpendicular to the scale.
Repeat for red and green scales.
The three lines shown intersect at the same
point. If not, check additions and drawing
69. 69
Scoring SDI---3
Make a heavy dot at the intersection of the three
lines and erase the lines.
Repeat for the scores in columns 4, 5, and 6.
Connect the two dots. Draw a line and add an
arrow at the end of the line where the scores for
4, 5, and 6 are pointed
If you finish early, read the rest of the survey
72. 72
Characteristics of an
Assertive-Directing Individual (Red)
Doer
Fighter
Pushes for authority, responsibility, and
leadership
Uses persuasion
Challenges others
Takes Risks
Is alert to opportunity
73. 73
Thinks
Plans
Searches for meaningful order
Control emotions
Is concerned that things have been properly
thought through
Is cautious and thorough
Is fair and principled
Characteristics of an
Analytic-Autonomizing Individual (Green)
74. 74
Is friendly helper
Is open and responsive to others
Avoids being a burden to others
Promotes harmony
Makes life easier for others
Is supportive
Is warmhearted
Characteristics of an
Altruistic-Nurturing Individual (Blue)
75. 75
Is task-oriented
Is a flexaholic
Show concern for feelings of others
Is thorough
Is supportive
Is open and responsive to the ideas of others
Is strong at times in providing own ideas
Characteristics of a
Flexible-Cohering Individual
(Rainbow)
76. 76
How We Deal with Conflict from
Strength Deployment Theory
Strengths are deployed sequentially during conflict and
opposition, and therefore behavior changes as a conflict
escalates
At first appearance of conflict -
Blues press for harmony or deny the seriousness of
the problem
Reds challenge the opposition and present their
solution forcefully
Greens become cautions and rely on analysis to
provide a solution
77. 77
How We Deal with Conflict from
Strength Deployment Theory
If conflict is not resolved, people try different angles -
Blues preserve whatever harmony can be
salvaged
Reds accept that a fight is required and
prepare for it
Greens retreat to prevent further intrusion and
chaos
78. 78
How We Deal with Conflict from
Strength Deployment Theory
When conflict continues despite all efforts for resolution -
Blues surrender in complete defeat
Reds fight to the bitter end
Greens break off contact and leave
79. 79
How Others See Us
Characteristic Known As Also Known As
Altuistic-Nuturing
(Blue)
Friendly helpers, nice
guys, and warm-
hearted caretakers
Pushovers, bleeding
hearts, and doormats
Assertive-Directing
(Red)
Winners, go-getters,
and fighters
Dictators, task
masters and bullies
Analytic-
Autonomizing
(Green)
Thinkers, planners,
organizers and
analyzers
Nit-pickers, loners,
and analysis-
paralysis sufferers
Flexible-Cohering
(Rainbow)
Team players,
socializers and
compromisers
Wishy-washies, the
unpredictables,
chameleons and
company people
83. 83
Flexible-Cohering (Rainbow)
Characteristic Strengths If Overdone Become
Flexible
Open to change
Socializer
Experimenter
Curious
Adaptable
Tolerant
Open to compromise
Looksfor options
Socially sensitive
Team player
Meditor
Wishy-wishy
Inconsistent
Unable to stand alone
Aimless
Nosy
Spineless
Uncaring
Unprincipled
No clear focus
Deferent to others
Other dependent
Without own convictions
85. 85
ALTRUISTIC - NURTURING
VALUE RELATING STYLE
Being open and responsive to the
needs of others
Seeking ways to bring help to others
Trying to make life easier for others
Trying to avoid being a burden to
others
Ensuring others reach their potential
Ensuring others are valued
Defending the rights of others
Concern for the Protection, Growth and Welfare of Others
86. 86
ASSERTIVE - DIRECTING
VALUE RELATING STYLE
Competing for authority,
responsibility and positions of
leadership
Exercising persuasion
Being alert to opportunity
Claiming the right to earned rewards
Accepting challenges
Accepting risk-taking as necessary
and desirable
Demonstrating competitiveness
Concern for Task Accomplishment
Concern for Organization of People, Time, Money and Any Other
Resources to Achieve Desired Results
87. 87
ANALYTIC - AUTONOMIZING
VALUE RELATING STYLE
Being objective
Being right, Being principled
Being in control of one’s emotions
Being practical
Being cautious and thorough
Being fair
Being resolute
Being serious
Being their own “judge and jury”
Being their “own person”
Thinking things through before acting
Concern for Assurance That Things Have Been Properly Thought Out
Concern for Meaningful Order Being Established and Maintained
Individualism, Self-Reliance & Self-Dependence
88. 88
FLEXIBLE - COHERING
VALUE RELATING STYLE
Being curious about what others
think and feel, open minded and
willing to adapt
Experiments with different ways of
acting
Proud to be a “member”
Likes to know a lot of people
Likes to be known by a lot of
people
Likes to be known as flexible
Concern for Flexibility
Concern for the Welfare of the Group
Concern for the Members of the Group & for Belonging in the Group
89. 89
ASSERTIVE - NURTURING
VALUE RELATING STYLE
Actively seeking opportunities to
help others
Persuading others to ensure
maximum growth and development
of others
Being open to proposals for creating
welfare and security for others
Creating enthusiasm and support in
tackling obstacles to success
Concern for the Protection, Growth and Welfare of Others
Through Task Accomplishment and Leadership
90. 90
JUDICIOUS - COMPETING
VALUE RELATING STYLE
Providing rational leadership that
can assess risks and
opportunities
Being decisive and proactive
when all the facts are in
Challenging opposition through
thoughtful process and strategy
Concern for Intelligent Assertiveness, Justice, Leadership, Order, and
Fairness in Competition
91. 91
CAUTIOUS - SUPPORTING
VALUE RELATING STYLE
Building effective processes and
resources to protect or enhance
welfare of others
Offering assistance for greater
self-sufficiency and independence
Supporting activities that lead to
growth
Fighting for principles that are fair
Concern for Affirming and Developing Self-Sufficiency in Self & Others
Concern for Thoughtful Helpfulness with Regard for Justice
92. 92
Individual Feedback:
What Color is Your Dot?
Each person has colored dots representing the 4
styles of behavior
You are to go around the room and put the color
dot on the page you think represents the
behavior of every other person in the room.
If you do not know the person at all do not put a
dot on that person’s page
93. 93
Reflection
Is this what you expected? Why or why not?
How can you use this strength to help your team
and your organization?
How can you be sure not to overdo the strength?
95. 95
雁的啟示 - Lessons from Geese
當每隻雁展翅高飛 , 也為後邊的隊友提供了“向上之風” ,“V” 字隊形 , 為雁
群增加了 71% 的飛行范圍 :
As each goose flaps its wings, it creates an uplift for the birds that follow.
By flying in a V formation, the whole flock adds 71% extra flying range.
啟示啟示 - Lesson:
分享團隊默契 , 能互相幫助 , 更輕鬆地到達目的地 .. 因為他們的旅程建立
在相互信任的基礎上 .
People who share a sense of community can help each other get where
they are going more easily, because they are traveling on the trust of
one another.
96. 96
雁的啟示 - Lessons from Geese
當某隻雁偏離隊伍時 , 它會立即發現單獨飛行的辛勞和阻力 . 它會立即
飛回隊伍 , 善用同伴的“向上之風” .
When a goose falls out of formation, it suddenly feels the drag and
resistance of flying alone. It quickly moves back to take advantage
of the lifting power of the birds in front.
啟示 - Lesson :
若我們與雁一般 , 我們就會緊跟大隊伍 , 樂於接受他人的協助 , 并幫助
別人 .
If we have as much sense as geese, we stay in formation with those
headed where we want to go. We are willing to accept their help and
give our help to others.
97. 97
飛在隊伍的雁會發出“呱呱”叫聲 , 鼓勵前導的雁保持速度 .
The geese flying in formation honk to encourage those up front to
keep with their speed.
啟示 - Lesson :
我們必須確定發出的聲音是鼓勵 . 在團隊中 , 有鼓勵表現就會更好 .
最完美的自我表現 , 通常來自正面的鼓勵 .
We need to make sure our honking is encouraging. In groups where
there is encouragement, production is much greater. Individual
empowerment results from high quality honking.
雁的啟示 - Lessons from Geese
98. 98
當前導的大雁疲倦時 , 它會退到隊伍的後方 , 而另一隻雁則會飛到
前導位置彌補 .
When the lead goose tires, it drops back into formation and another
goose flies to the point position.
啟示 - Lesson :
艱巨的任務需要輪流付出 . 我們要尊重、保護每個人獨特的技術、
才能、天分資源 .
It pays to take turns doing the hard tasks. We should respect and
protect each other’s unique arrangement of skills, capabilities,
talents, and resources.
雁的啟示 - Lessons from Geese
99. 99
當某隻雁生病時 , 會有兩隻雁飛出隊伍 , 跟在後邊 , 幫助并保護它 .
When a goose gets sick, two geese drop out of formation to follow it
down to help and protect it.
啟示 - Lesson :
如果我們如雁一般 , 就會在困境中彼此支持 , 一如我們在順境中茁
壯 .
If we have as much sense as geese, we will stand by each other in
difficult times as well as when we are strong.
雁的啟示 - Lessons from Geese
100. 100
Where Have We Been?
Management is important, but leadership is
essential. The key is “will you be?”
Leadership… influence
Many ways to lead (videos)
People? Task?
101. 101
Where Have We Been?
What shapes a leader?
Leadership Practices in Transformation:
Challenge the process
Inspire shared vision
Model the way
Enable others to act
Encourage the heart
Leadership within: Understand yourself
Can you make a argument that leaders make a real difference vs. leaders make no difference?
How many of you believe that leaders make no difference vs. leaders make a real difference?