leadership
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Presentation at VGU - BIS 2012TRANSCRIPT
LeadershipTeam members:• Mai Nam Chuong• Pham Tan Liem• Nguyen Huu Quang
Instructor: Prof. Tomas
Benz
2
Agenda
• Leadership vs. management• Characteristics of leader• Behavior of leader• Leadership by context• Contemporary theories
Theories
• Ethics• Trust• Culture• Remote leadership
Challenges
• Find a suitable leader• Train a leader
Practices
3
Theories
• Leadership vs. management• Characteristics of leader• Behavior of leader• Leadership by context• Contemporary theories
Theories
• Ethics• Trust• Culture• Remote leadership
Challenges
• Find a suitable leader• Train a leader
Practices
Leadership
• The ability to influence a group toward the achievement of a vision
• Formal influence due to organization structure
• Informal influence outside the formal structure
4
Leadership Trait Behavior Context Contemporary theories
Leadership vs. Management
• Leader:
• Challenge status
• Create visions
• Inspire members
• Manager:
• Formulate plans
• Oversee day-to-day operation
5
Leadership Trait Behavior Context Contemporary theories
Trait theories
• Who is a leader?
• Identify a set of traits (personal attributes) that distinguished leaders from non-leaders.
• Predict a leader
6
Leadership Trait Behavior Context Contemporary theories
Trait theories (2)
• Big Five
• Openness
• Conscientiousness
• Extraversion
• Agreeableness
• Neuroticism
• Emotional Intelligence
7
Leadership Trait Behavior Context Contemporary theories
Behavioral theories
• What do leaders do?
• Can we train people to be leader?
8
Leadership Trait Behavior Context Contemporary theories
Behavioral categories
• Task oriented: Focus on the completion of particular tasks as a measure of success
• People oriented: Focus on employee’s feeling and treat employees with respects
9
Leadership Trait Behavior Context Contemporary theories
Contingency theories
• Situational influences
• Under which conditions are certain leadership styles more effective?
10
Contingency• Fiedler Model• Situational leadership• Path-Goal theory• Leader Participant theory
Leadership Trait Behavior Context Contemporary theories
Contingency theories (2)
• Fiedler Model
• Identify leadership style
• Define situation
• Match style and situation
11
Leadership Trait Behavior Context Contemporary theories
Contingency theories (3)
• Situational Leadership
• Is employee able to work?
• Does employee willing to work?
12
Leadership Trait Behavior Context Contemporary theories
Contingency theories (4)
• Other theories
• Path-Goal theory
• Leader-Participation theory
13
Leadership Trait Behavior Context Contemporary theories
Contemporary theories
• Charismatic leaders
• Refer to someone with certain gifts or abilities
• Gain followers through personality rather than through power
• Have a vision
• Willing to take risk to achieve that vision
• Sensitive to followers needs
• Exhibit extraordinary behaviors
Are charismatic leaders born or made?
Does effective charismatic leadership depend on the situation?
14
Leadership Trait Behavior Context Contemporary theories
Transformational vs. transactional leadership
15
Transactional leaders
• Path-goal theory• Task focused
Transformational leaders
• Inspired followers• People focused
Leadership Trait Behavior Context Contemporary theories
16
Challenges of leadership
• Leadership vs. management• Characteristics of leader• Behavior of leader• Leadership by context• Contemporary theories
Theories
• Ethics• Trust• Culture• Remote leadership
Challenges
• Find a suitable leader• Train a leader
Practices
17
Challenges of leadership
What are critical issues a leader will cope with?
ETHICS TRUST CULTUREREMOTE
LEADERSHIP
18
Ethics
The problem is:
A leader, who has lots of rights, is easy to abuse power!
Ethics Trust CultureRemote
leadership
19
Ethics (2)
• Know what’s right & wrong • Encourage ethical behaviors• Use their power to serve the
others
Ethical leaders
• Enhance power over followers• Use power to serve themselves
Unethical leader
Ethics Trust CultureRemote
leadership
20
Trust
The problem is:
Loses followers’ trust negative effects:
• Employees do not believe the leader any more
• Leader cannot encourage employee
• Employees will refuse to do task assigned by leader
Ethics Trust CultureRemote
leadership
21
Trust (2)
The solution authentic leaders:
• Know who you are
• Know what you value
• Share information
• Encourage open communication
• Stick to your ideals
Ethics Trust CultureRemote
leadership
22
Culture
The problem is:
Different cultures need different leader characteristics!
Ethics Trust CultureRemote
leadership
23
Culture (2)
To become effective leaders:
• Sensitivity to cultural differences
• Adapt style when work with people from different cultures
Ethics Trust CultureRemote
leadership
24
Remote leadership
The problem is:
Due to the lack of interacting face-to-face, it’s hard to:
• Read nonverbal cues
• Express opinions
• Build trust & relationship
• Manage conflict
What does this
emoticon mean?
Ethics Trust CultureRemote
leadership
25
Remote leadership (2)
The good solution is:
• Develop & maintain TRUST
• Inspiration through keyboard words
• Accurately read emotion in other’s messages
Ethics Trust CultureRemote
leadership
26
Practices
Theories
• Leadership vs. management• Characteristics of leader• Behavior of leader• Leadership by context• Contemporary theories
Challenges
• Ethics• Trust• Culture• Remote leadership
Practices
• Find a suitable leader• Train a leader
27A talented programmer got a new assignment - lead a team of 15 others
28A senior programmer got a new assignment - lead a team of 15 others
• Can he survive?
• He will need a significant “upgrade”
• Leadership
•Communication, delegation
• Paradigm shift: “me” to “them”
• Some people never get it!
29
Foundation of teamwork – HRT Principles
Source: Brian W., Ben C., Team Geek – A Software Developer’s Guide to Working Well with Others
The art of “playing well with others”
30
Steve Ballmer, Microsoft CEO, 2000 – 2013 Leading Microsoft into the future
Microsoft case
31
Microsoft case (2)
“Maybe I'm an emblem of an old era, and I have to move on ... As much as I love everything about what I'm doing,
the best way for Microsoft to enter a new era is a new leader who will accelerate
change.”
Source: http://www.businessinsider.com/steve-ballmer-heres-the-real-reason-im-leaving-microsoft-2013-11
32
Trait
• Extraversion• Openness• Conscientiousnes
s• Emotional
intelligence
Behavior
• Initiating structure
• Consideration• Authentic: ethics
and trustworthy
Context
• People oriented• Situational
awareness• Charismatic and
Transformational
Microsoft case (3)
33
•Understand company culture
• Visionary
• Leadership track records
Microsoft case (4)
34
• Proven track record at Autodesk: revenues $300 million -> $1.5 billion
• Fired as CEO of Yahoo after 2.5 years
• Task-oriented
• Unclear vision and strategic direction
Yahoo CEO 2009-2011: Carol Bartz
35
Source: http://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431 http://finance.yahoo.com/q/bc?s=YHOO
Generations of Yahoo CEOs
36
Source: https://www.ge.com/about-us/leadership/past-leaders http://finance.yahoo.com/q/bc?s=GE
Generation of General Electric CEOs
37
Energy
Energize
Edge
Execution
Passion
Integrity
Intelligent
Maturity
Employee
Leadership
Source: Jack Welch and Suzy Welch, Winning
GE leadership framework: 4E – 1P
38
Summary
Trait
Behavior
Context
4E – 1P
Leadership
Q&A If you have any questions, please
ask us!
39
EXERCISES More practices to do
41
What are the characteristics of leaders
• Form 3 groups of 3-5 members.
• Brainstorm (at least 5 points):
• What are the characteristics of a leader?
• What do you think about a leader?
• What do you expect in this topic?
42
Ethical dilemma: Undercover leaders
Summary:
• Television show: Leader working undercover in his/her
company to find out how the organization really works
• Some criticize the show for its faux realism: CEOs
know the camera so every word & facial expression is
for the camera
• Recently, Australian government created a program
that places CEOs undercover in their own workplaces
43
Ethical dilemma: Undercover leaders
Questions:
1. Do you think it is ethical for a leader to go
undercover in his or her organization? Why or why
not?
2. Do you think leaders who work undercover are really
changed as a result of their experiences?
3. Would you support a government program that gave
companies incentives to send leaders undercover?
44Case Incident 1: Leadership Mettle Forged in Battle
45Case Incident 1: Leadership Mettle Forged in Battle
Summary:
In 2008, facing a serious shortage of leadership-ready employees at the
store management level, Walmart decided to recruit from the U.S.
military: 150 junior military officers. The result:
• Walmart claims that it’s been able to bring in world-class leaders
who were ready to take over once they had learned the retail
business that Walmart could easily teach them.
46Case Incident 1: Leadership Mettle Forged in Battle
• Military veterans do have a variety of valuable skills learned through
experience
• Make decision in less than optimal conditions
• Negotiate across cultures
• Operate under extreme stress.
• However, they do have to relearn some lessons from the service (ex: at
Google, there is nothing like the chain of command military leaders are
used to)
• Still, most forecasts suggest there will be an ample supply of battle-
tested military leaders ready to report for corporate duty in the near
future, and many companies are eager to have them.
47Case Incident 1: Leadership Mettle Forged in Battle
Questions:
1. Do you think leaders in military contexts exhibit the same
qualities as organizational leaders? Why or why not?
2. In what ways not mentioned in the case would military
leadership lessons not apply in the private sector? What might
military leaders have to re-learn to work in business?
3. Are specific types of work or situations more likely to benefit
from the presence of “battle-tested” leaders? List a few
examples.
48
Case Incident 2: Leadership Factories
49
Case Incident 2: Leadership Factories
Questions:
1. Management consulting firms did very well on a per-employee basis,
partly because they are mostly made up of managers (as opposed to
blue-collar or entry-level workers). How big a factor do you think
composition of the workforce is in likelihood of producing a CEO?
2. Do you think so-called leadership factories are also better places for non-
leaders to work? Why or why not?
3. Assume you had job offers from two companies that differed only in how
often they produced CEOs. Would this difference affect your decision?
4. Do these data support the value of leader selection and leader
development? Why or why not?