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Models of Leadership

Models of Leadership. November 21, 2000. Agenda. Abby Joseph Cohen Discussion Craig Venter Discussion (Contd.) Profiles Alfred Sloan: Jeanine Maresca George Marshall: Linda Lei Zang,Felice Schwartzburg Managing Your Team Andrew Hinchcliff, John Mitchell

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Models of Leadership

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  1. Models of Leadership November 21, 2000

  2. Agenda • Abby Joseph Cohen Discussion • Craig Venter Discussion (Contd.) • Profiles • Alfred Sloan: Jeanine Maresca • George Marshall: Linda Lei Zang,Felice Schwartzburg • Managing Your Team • Andrew Hinchcliff, John Mitchell • Rudi Gassner and the Executive Committee of BMG International: Case and Discussion • Jerry Schneider, Kelly Shanley

  3. Craig Venter • What qualities are essentialfor the leadership of “radical” or “breakthrough” activities? • Is Venter: • A Jerk? • A Genius? • A Pragmatist? • A Victim? • A Leader?

  4. Alfred Sloan • How and why were Ford’s and Sloan’s approaches to leadership different? • To what extent do Sloan’s leadership philosophies and practices have validity in the current business environment? • How might Sloan encounter difficulties if he was a leader today?

  5. George Marshall • What were his key Leadership capabilities? • In which environments was he most successful, and why? • Contrast Marshall’s abilities as a direct and indirect leader

  6. Managing Your Team • Hallmarks of effective teams • Quality and value of its output • Development of its members • Revitalization and regeneration • Managers as Coaches • Team selection, processes and culture • Leadership and Managerial Challenges?

  7. Rudi Gassner

  8. Rudi Gassner/BMG • What Characteristics of this Industry are critical to this the situation analyzed in this Case • Key Leadership Challenges: 1987-93 • Taking Charge • Structure/Strategy • Team Building

  9. The Executive Committee, 1993 • Committee Role • Committee Makeup • The Key Question: Adjusting Business Targets • “No one at the table responded or looked in Gassner’s direction. Gassner then wondered how he could get them to address the question…a possibility they seemed unwilling to even consider.” • Resolution

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