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Models of Leadership

Models of Leadership. Professors Barron and Daly Teaching Assistant: Chang September 12 th .,2000 6.00-8.50 pm. Rules of Engagement: Attendance and Seating. Attendance and Attention Expected One excused cut, (e.g. family emergency, not recruiting soirees), plus Religious Holidays

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Models of Leadership

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  1. Models of Leadership Professors Barron and Daly Teaching Assistant: Chang September 12th.,2000 6.00-8.50 pm.

  2. Rules of Engagement: Attendance and Seating • Attendance and Attention Expected • One excused cut, (e.g. family emergency, not recruiting soirees), plus Religious Holidays • Unexcused absences “count” • No recording or videotaping • Late arrivals or early departures:grade reduced • Keep same seat • Name card in place

  3. Rules of Engagement: Participation • Engaged, whether as speaker or listener • Respect for colleagues paramount • Raise hand and wait to be called upon • Cogent comments, succinctly stated, adding value • Quality, not Quantity • Uninterrupted • Conflict of ideas welcomed • Difficulties? See Prof. Barron

  4. Rules of Engagement:Access • Gdaly@stern.nyu.edu; 11thfloor,KMEC • Pbarron@stern.nyu.edu; 9-167, KMEC; 988-0809 • Yhc231; 6th Floor TA Office • Meet with Prof Barron, at least once; e-mail to schedule • Class Web Page

  5. Learning ProcessTwo Class Formats • Conventional • Lecture • Cases, Readings Analysis • Discussion • Guest Speakers • Short presentation • Q and A

  6. Learning Process:Ingredients • Text and Articles • Background and Frameworks • Cases, Profiles • Stylistic, Situational Examples • Class Experience • Reality, Comparisons, Perspectives • Guest Speakers • Exemplars, Dialogue

  7. Learning Process:Class Preparation • Thorough preparation goes beyond reading to analysis • Prior readings and classes inform future classes • Notes are helpful for class participation • One page memo required each week on one of the questions posed for the readings

  8. Learning Process:Assignments • Write Diary at end of each class • Discussion Leaders: Teams of two • Provide succinct analysis of subject and introduce class discussion • Counts as a memo • Weekly Memo, based on class preparation questions • Two Short Essays, 2-4 pages • Final Exam, Open Book, 10-12 pages

  9. Learning Process:Communications • Oral and written communications should be structured as though addressing your CEO or Board • The principles are: • Analysis, not regurgitation of the material as written • Crisp, clear, articulation of your perspective, with 2-3 supporting arguments or points of evidence • Avoid stream of consciousness

  10. Learning Process:Communications • Written communications should have: • Clear and logical structure • Well articulated and supported reasoning • Grammatical soundness, including spelling

  11. Learning Process:Communications • Verbal communications involves respect: • Listening as well as talking • Understanding different points of view • Challenging ideas without making (or receiving) the challenge as a personal attack

  12. Learning Process: Communications • With Guest Speakers: • Remember….”CEO Communications”! • Focus on the Speaker’s background and story and prepare questions • Keep questions and comments focused on the leadership aspects of the speaker’s role and remarks

  13. Grading • Class Participation 40% • Short Papers 20% • Final Exam Essay 40%

  14. Ethics • Outstanding Leadership is rooted in a deep seated belief in and application of a code of ethics • The highest standards are expected of members of Stern Students • The Honor Code process and procedures will be followed by Profs. Daly and Barron

  15. The Work of the Leader(Kotter) • Vision and Strategy • Resource Alignment • Measurement and Monitoring • Development of People, Culture • Communication

  16. Leadership Qualities • Demonstrable Competence • Unassailable Integrity • High Standards • Effective Communicator • Sense of Group, of Common Enterprise • Strong Sense of Self but Checks Ego at Door • Capacity to Believe and Commit and Get Others to do the Same • Willingness to Accept Risk and Conflict Arising from Change

  17. Leadership Qualities (Cont.) • Patiently decisive • Stays the course

  18. The Development of Leaders • Right Stuff and Right Path • Early Experiences Important • Know Thyself • Successive Stretch Assignments • Defining Moments • Broadening Experiences • Mentoring and Mentors • Exit and Farewell

  19. Churchill Overview • Born 1874 to prominent English family • Achieves fame in Boer War, 1899-1900 • Elected to Parliament 1901, rapid ascent • Changes parties, achieves Cabinet rank • Dardanelles debacle, leaves Cabinet • Changes parties again, re-joins Cabinet, 1924 • To the Wilderness, 1929-39 • Prime Minister, 1940-45, (also 1950-55)

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