Mgt. 667 – LeadershipMgt. 667 – LeadershipWeekendWeekend

Rex MitchellRex MitchellSpring 2006Spring 2006

Shattered Glass CaseShattered Glass Case

True storyTrue story

Review case text and questions. Take Review case text and questions. Take notes during filmnotes during film

First three sets of questions ask about:First three sets of questions ask about:– Values (individual & organizational)Values (individual & organizational)– Ethical frameworks (claimed & actual)Ethical frameworks (claimed & actual)– Power basesPower bases

Some Ethical SystemsSome Ethical SystemsUtilitarianism: greatest good for the greatest number, or maximize the social benefit function

Universalism (Categorical imperative): would I be willing to make the basis for my action a general law binding everyone, given similar circumstances?

Enlightened self-interest: self-interest rightly understood, with long-term perspective or judging from my deathbed

Ethical Egoism: seek self-interests & promote greatest balance of good over bad for self, with constraints

Ethics of interdependence: relationships, interdependence, reciprocity

Sources of PowerSources of Power

FormalFormal

ResourcesResources

System connections & positioningSystem connections & positioning

ExpertiseExpertise

PersonalPersonal

(See Shattered Glass Case p.4)(See Shattered Glass Case p.4)

TomorrowTomorrow

Myers-Briggs workshop (follow prep. Myers-Briggs workshop (follow prep. file)file)

Complete Instrument 3 (Interpersonal/ Complete Instrument 3 (Interpersonal/ Emotional Competencies)Emotional Competencies)

Prep. Cases 3 & 4; bring Case 5Prep. Cases 3 & 4; bring Case 5

Read Web modules on Ethics & Read Web modules on Ethics & Insufficiency of HonestyInsufficiency of Honesty

Mgt. 667 – LeadershipMgt. 667 – LeadershipSaturdaySaturday

Rex MitchellRex MitchellSpring 2006Spring 2006

Myers-Briggs (MBTI)Myers-Briggs (MBTI)

Identifies preferencesIdentifies preferences

Along four dichotomiesAlong four dichotomies

16 combinations of these (16 “types”)16 combinations of these (16 “types”)

No “good” or “bad” typesNo “good” or “bad” types

Note that this identifies Note that this identifies preferencespreferences, not , not abilities or skillsabilities or skills

MB DichotomiesMB Dichotomies

MB Type TableMB Type Table

Discuss in groups, then report:Discuss in groups, then report:

1. How and for what do I like to be appreciated?

2. What irritates me on the job and/or bothers me most about others?

3. What do I do that most annoys others?

4. What approach from others wins my support for change?

5. What kinds of employees are most difficult for me to work with? (Think of specific, troublesome situations)

Some Applications of MBSome Applications of MB

Appreciation of differences in Appreciation of differences in

communications, decision making, communications, decision making,

interpersonal relations, workinterpersonal relations, work

Framing & reframing (5/18)Framing & reframing (5/18)

Development planningDevelopment planning

Development PlanningDevelopment Planning

Continue work you started before class:Continue work you started before class:

– Review self profile you prepared, based Review self profile you prepared, based on MB results (step 4)on MB results (step 4)

– Review +/- of your profile as a leader Review +/- of your profile as a leader (step 5)(step 5)

– Identify 1-3 things you can improve and Identify 1-3 things you can improve and incorporate them into your Leadership incorporate them into your Leadership Assessment & Development PlanAssessment & Development Plan

Self-DevelopmentSelf-Development(continued)(continued)

One cannot manage change. One can One cannot manage change. One can

only be ahead of it, or as close to this as only be ahead of it, or as close to this as

possible. Therefore, leader-managers possible. Therefore, leader-managers

need to develop an orientation and need to develop an orientation and

necessary skills to stay up with the next necessary skills to stay up with the next

waves.waves.

Peter DruckerPeter Drucker

We discussed earlier K & P’s contention We discussed earlier K & P’s contention that “Leadership development is self that “Leadership development is self development” (p.391)development” (p.391)

I gave an invited talk last year, on “How to I gave an invited talk last year, on “How to Be An Effective Leader” (simple topic?)Be An Effective Leader” (simple topic?)

My answer/theme was: My answer/theme was: become an emotionally mature, self-aware, centered, effective person

Working on this is a life-long, never-finished journey

Interpersonal/Emotional Interpersonal/Emotional CompetenciesCompetencies

Goleman coined the term “emotional Goleman coined the term “emotional intelligence” (EI)intelligence” (EI)

His research shows EI is an important His research shows EI is an important factor in success, especially for leadersfactor in success, especially for leaders

He defined EI as the capacity for:He defined EI as the capacity for:– Recognizing our own feelings & those of othersRecognizing our own feelings & those of others

– Motivating ourselvesMotivating ourselves

– Managing emotions effectively in us & othersManaging emotions effectively in us & others

Interpersonal/Emotional CompetenciesInterpersonal/Emotional Competencies

Can be developed and improvedCan be developed and improved

Vary in importance for different positionsVary in importance for different positions

Goleman’s 21 competencies, organized Goleman’s 21 competencies, organized into four clusters:into four clusters:– Self-awarenessSelf-awareness– Self-managementSelf-management– Social awarenessSocial awareness– Relationship managementRelationship management

Review Instrument 3Review Instrument 3

Self-Development PlanningSelf-Development Planning

Review results from Instrument 3 to gain Review results from Instrument 3 to gain insights re your interpersonal/emotional insights re your interpersonal/emotional competenciescompetencies

Write notes for yourself on the following:Write notes for yourself on the following:

Write notes for yourself on the following:Write notes for yourself on the following:

Identify 2-3 areas in which you want to Identify 2-3 areas in which you want to improve your interpersonal skillsimprove your interpersonal skills

For each, identify at least two action items For each, identify at least two action items that can help you improve your skillsthat can help you improve your skills

For each action item, identify some For each action item, identify some combination of:combination of:

Some further training or work to prepareSome further training or work to prepare

A specific situation in which you will practice A specific situation in which you will practice improved skillsimproved skills

Trusted individuals who can help coach & Trusted individuals who can help coach & encourage you in your plansencourage you in your plans

Leadership is not an affair of the Leadership is not an affair of the head.head.

Leadership is an affair of the heart.Leadership is an affair of the heart.

USS Florida CaseUSS Florida Case

Review your notes re three questions at Review your notes re three questions at end of caseend of case

Two groups discuss each of the three Two groups discuss each of the three questions & report backquestions & report back

All join inAll join in

Ethical ConsiderationsEthical Considerations

EthicsEthics

What do we mean by “ethics” or “unethical”?

Motivations to behave unethically:– Personal gain, especially power– Competition– Restoration of justice or fairness

What is “fairness?”

Some Ways to Behave UnethicallySome Ways to Behave Unethically

Selective disclosure &/or misrepresentation to others

Deception

False threats or false promises

Provide false information (lie)

Inflict intentional harm on the other party

Selective disclosure or misrepresentation to constituencies

Ethical Decisions Have ComplexityEthical Decisions Have Complexity

Multiple alternativesMultiple alternatives

Broad & long-range consequencesBroad & long-range consequences

Uncertain consequencesUncertain consequences

Mixture of economic, legal, ethical, social, Mixture of economic, legal, ethical, social, and personal benefits and costsand personal benefits and costs

Some Ethical SystemsSome Ethical SystemsUtilitarianism: greatest good for the greatest number, or maximize the social benefit function

Universalism (Categorical imperative): would I be willing to make the basis for my action a general law binding everyone, given similar circumstances?

Enlightened self-interest: self-interest rightly understood, with long-term perspective or judging from my deathbed

Ethical Egoism: seek self-interests & promote greatest balance of good over bad for self, with constraints

Ethics of interdependence: relationships, interdependence, reciprocity

Some Ethical IntrospectionsSome Ethical Introspections

Is it right?

Is it fair?

How does it smell?

Who benefits and who gets hurt?

What if details were made public?

What would you tell your child to do?

What if everyone did this?

ConsiderConsider

Learning from your mistakes

Look in the mirror & see how you like what you see

Put yourself in the other person’s shoes and see how they see you

However, don’t be naive

Some Moral DilemmasSome Moral Dilemmas

Individually, think about & take notes re Individually, think about & take notes re scenario #1 (Heinz)scenario #1 (Heinz)– Focus especially on your reasoningFocus especially on your reasoning

In groups, share & discuss your thinking re In groups, share & discuss your thinking re the scenariothe scenario

Representative from each group gives Representative from each group gives summary report to class, primarily summary report to class, primarily reasonsreasons for answers for answers

More Moral DilemmasMore Moral Dilemmas

Individually, think about & take notes re Individually, think about & take notes re scenarios #2 & 3scenarios #2 & 3– Focus especially on your reasoningFocus especially on your reasoning

In groups, share & discuss your thinking re In groups, share & discuss your thinking re the scenario assigned to your groupthe scenario assigned to your group

Representative from each group gives Representative from each group gives summary report to class, primarily summary report to class, primarily reasonsreasons for answers for answers

Case 4: A Tragic ChoiceCase 4: A Tragic Choice

Review silently the questions at end of the Review silently the questions at end of the casecase

We discuss Q.1We discuss Q.1

Each group takes one of questions 2-5 Each group takes one of questions 2-5 plus the general question: If you were Jim, plus the general question: If you were Jim, what would you do and why? - reports what would you do and why? - reports backback

All join in discussion of eachAll join in discussion of each

The Insufficiency of HonestyThe Insufficiency of Honesty

Honesty: refusal to steal, lie, or deceive in any way

Integrity: trustworthiness & incorruptibility to a degree that one is incapable of being false to a trust or responsibility

IntegrityIntegrity

Honesty is necessary, but not sufficient

The most important thing in acting is honesty; once you learn to fake that, you’re in.

- Sam Goldwyn

IntegrityIntegrityHonestyDiscerning– Examining beliefs & assumptions– Searching for "truth," avoiding error– Allowing others the same

Acting on what you have discerned– Even at personal cost

Fulfilling moral obligations– Do no harm to others– Not just the minimum

Star Trek CaseStar Trek Case

“Measure of a Man”“Measure of a Man”

Star Trek CharactersStar Trek Characters

Capt. Jean-Luc Picard (of Starship Capt. Jean-Luc Picard (of Starship Enterprise)Enterprise)

Capt. Phillipa Louvois (Chief JAG officer for Capt. Phillipa Louvois (Chief JAG officer for the sector)the sector)

Cmdr. Bruce Maddox (Starfleet Professor of Cmdr. Bruce Maddox (Starfleet Professor of Robotics)Robotics)

Lt. Cmdr. Data (android science officer on Lt. Cmdr. Data (android science officer on Enterprise)Enterprise)

Guinan (bartender, wise old soul)Guinan (bartender, wise old soul)

Cmdr. William Riker (2nd to Picard) Cmdr. William Riker (2nd to Picard)

Star Trek CaseStar Trek Case

Refer to the posted case material you Refer to the posted case material you were asked to bringwere asked to bring

At two times in the video, you will need to At two times in the video, you will need to respond to several questions in the case, respond to several questions in the case, writing individually & then discussingwriting individually & then discussing

Pay particular attention to how the Pay particular attention to how the characters, you, and others in the class characters, you, and others in the class think think

Questions at First StopQuestions at First Stop

1. Define the issue (or dilemma) faced by Captain Picard and Lt. Commander Data at this point in time.

2. Which of the six ethical frameworks* would each of the following characters (a) claim to be using in justifying his position? ...and (b) is actually using, in your opinion?– Lt. Commander Data– Commander Maddox– Captain Picard

Questions at EndQuestions at End3. How was the issue in the case finally defined in

the hearing for the purpose of making a ruling?

4. What was Guinan's contribution to Picard's thinking & approach to the hearing? Be specific in explaining how she contributed to clarifying the issue for him. What advantage did she have over the other characters in advising him?

5. What are the pros and cons of using an adversarial process in examining an ethical issue?

6. What was Commander Data's position on the decision of his "disassembly?" Did it change during the course of the story? If you think his position did change, why do you think he changed it?

7. When Captain Picard said that the mission of the Starfleet was “to seek out new life,” how did this relate to the issue in the hearing? How do mission and values differ? How do values and ethics differ?

8. Is there a BEST framework for deciding ethical issues? What lessons does this case have that can be applied to your work or life situation?

Look AheadLook Ahead

Go over midtermGo over midterm

Pfeffer ch. 1-3 (use notes for focus)Pfeffer ch. 1-3 (use notes for focus)

Instrument 4, Exercises 1 & 2, Case 6Instrument 4, Exercises 1 & 2, Case 6

Leadership assessment and Leadership assessment and development plan due 5/11development plan due 5/11