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MSETM 5110 – LEADERSHIP STRATEGIES Session 2

MSETM 5110 – LEADERSHIP STRATEGIES Session 2. Review “Rules of Engagement” Summary of Student Profiles Recap Session 1 Management/Leadership Divergence and Convergence: Looking for the Common Threads Video: Craig Weatherup, Former President and CEO, Pepsi Cola, North America

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MSETM 5110 – LEADERSHIP STRATEGIES Session 2

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  1. MSETM 5110 – LEADERSHIP STRATEGIESSession 2 • Review “Rules of Engagement” • Summary of Student Profiles • Recap Session 1 • Management/Leadership Divergence and Convergence: Looking for the Common Threads • Video: Craig Weatherup, Former President and CEO, Pepsi Cola, North America • Reengineering Leadership

  2. MSETM 5110 – LEADERSHIP STRATEGIESCourse Structure • Review of Leadership Styles • Examples of Recognized Leaders • Examples of Emerging Leaders • A Look at Values and Virtuality • Use of HBR Case Studies for Relevancy and Application • Presentations by Guest Executives

  3. MSETM 5110 – LEADERSHIP STRATEGIESCase Studies • Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade Transformation: Jack Welch’s Leadership.” Product Number 301040. • Case Study 2: Harvard Business Review. “A Video with Craig Weatherup” (former CEO, Pepsico). Product Number 494518 (4/4/94). • Case Study 3: Harvard Business Review (Hutton), “Lycos, Inc.: The USA Network, Lycos and TMCS Merger.” Product Number 100048 (4/16/00). • Case Study 4: Harvard Business Review (Hill and Farkas) “Meg Whitman at e-Bay, Inc.” Product Number 401024 (2/28/01). -or- • Harvard Business Review (Ryans and Vandenbosh) “Compaq Computer Corp.: The Dell Challenge.” Product Number 900M14 (7/01/00).

  4. MSETM Program A Master of Science degree designed for practicing… Engineers and Scientists whose careers involve… Management of People, Projects, Technology, and Strategy

  5. MSETM 5110 – LEADERSHIP STRATEGIES Overarching/Fundamental Question: What is Leadership? Vision/Mission <—> (Strategy) Values <—> (Principles) Executing/Implementing <—> (Aligning) Performance/Results <—> (Metrics) Continuous Improvement <—> (Leveraging)

  6. MSETM 5110 – LEADERSHIP STRATEGIES Doing the Right Things to: • Sustain Employment • Advance Career • Achieve Personal Balance …Personalizing Leadership

  7. MSETM 5110 – LEADERSHIP STRATEGIES The Ten-Chit Exercise: How Do I Spend My Capital? • Intellectual • Physical • Emotional • Political • Financial

  8. MSETM 5110 – LEADERSHIP STRATEGIES Purpose Connectivity Relevancy Application

  9. MSETM 5110 – LEADERSHIP STRATEGIESSession 1 “Immersion” Thru Anthology – Video, HBR, News Magazines, Anecdotes • Technology Evolution • The Knowledge – Intensive Economy • Next Generation Leadership • Start – and Continue – to Look for Common Threads Establish Bridge Between Leadership Seminar and MSETM Program • Complementary Dimension • Learning About Leadership, Not Teaching How to Lead • Finding the Right Model for Individual/Team Success • Standards, Ethics, Integrity

  10. MSETM 5110 – LEADERSHIP STRATEGIESEnvironment • Technology Evolution • Shorter Product Lifecycles • Globalization • Increased Competition • Downsizing/Rightsizing • Entrepreneurial/Intrapreneurship • Virtual Corporation • Enron Collapse ???

  11. MSETM 5110 – LEADERSHIP STRATEGIES Lost Market Capitalization in Last Two Years ($’s B): • Cisco - $399 • Lucent - $216 • AT&T - $93 • Enron - $70 Source: CNN News, 1/14/02

  12. MSETM 5110 – LEADERSHIP STRATEGIES • Leadership Pre 9-11 • Leadership Post 9-11 • Rudy Giuliani • George Bush – Presidential Directive 39 (Anti-Terrorism); established Homeland Defense (Tom Ridge); launched “Operation Enduring Freedom.” • Colin Powell • Don Rumsfeld • The Harley-Davidson Posse Ride (10-day, 2300-mile, So. Padre-to-Canada biking experience including retired bikers, yuppie weekend warriors, “serious outlaws” to build brand loyalty, brand community) • The Abilene Paradox (Jerry Harvey), ISBN 0-669-19179-5. (“The trip no one wanted to take or project the corporation wanted/would kill.”)

  13. MSETM 5110 – LEADERSHIP STRATEGIES(cont’d.) • Emotional Intelligence (EI) vs. IQ • A Walk in the Woods • The Leader/Manager as Portfolio Manager • Leveraging the Art of Leadership into the Science of Results • Developing a “Bag of Tricks”

  14. MSETM 5110 – LEADERSHIP STRATEGIES Leadership is about coping with CHANGE. Management is about coping with COMPLEXITY.

  15. MSETM 5110 – LEADERSHIP STRATEGIES Vision + Technology Innovation + Knowledge Management = Improved Productivity and Sustained Performance

  16. MSETM 5110 – LEADERSHIP STRATEGIESLeadership Characteristics • Visionary (Thinking Strategically, Globally, Commercially) • Effective Communicator • Character (Honesty and Integrity) • Innovative and Bold • Tough • Smart • Able to Assess Risks • Ability to Build Relationships (Internal and External) • Ability to Process Diverse Information • Embraces Technology • Broad Understanding of the Business • Focuses on Sustainable Growth • Creates Esprit de Corps • Gets Results • Role Model Behavior

  17. MSETM 5110 – LEADERSHIP STRATEGIES Leadership Teamwork Trust Benchmark Competitive Advantage Results

  18. MSETM 5110 – LEADERSHIP STRATEGIESLeader/Manager Partnering and Convergence Results: • Customer Satisfaction • Quality Indices (Six Sigma, 1 in 10K, etc.) • Reliability (MTBF, MTBM) • Time to Market/Cycle Time • Time to Cash • Return on Sales (ROS); Assets (ROA); Equity (ROE); Capital (ROC) • Gross Margin • Revenue/Profitability The Enabler/Differentiator?

  19. MSETM 5110 – LEADERSHIP STRATEGIES Finding the Right Leadership/Management Equation for: • Sustaining a Business • Starting a Business • Turning a Business Around

  20. MSETM 5110 – LEADERSHIP STRATEGIES Level 5 Leadership • Humility • Will • Ferocious Resolve • Tendency to Give Credit to Others • Assign Blame to Themselves Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.)

  21. MSETM 5110 – LEADERSHIP STRATEGIES What Wartime Leaders Do: • Define the business of the business; • Create a winning strategy; • Communicate persuasively; • Behave with integrity; • Respect others; • Act. Judith Bardwick, “Peacetime Management and Wartime Leadership.” (The Leader of the Future, page 131-141.)

  22. “Heroes are those who do exceptional things in exceptional times…” From the movie U571 (Author unknown) THESE ARE EXCEPTIONAL TIMES CMC

  23. MSETM 5110 – LEADERSHIP STRATEGIESThe Six Basic Leadership Styles • Affiliate (“people come first”) • Authoritative (“come with me”) • Coaching (“try this”) • Coercive (“do what I tell you”) • Democratic (“what do you think?”) • Pacesetting (“do as I do, now!”) Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

  24. MSETM 5110 – LEADERSHIP STRATEGIESRanking of Leadership Styles in Order of Positive Impact • Authoritative • Affiliate • Democratic • Coaching • Pacesetting • Coercive Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

  25. MSETM 5110 – LEADERSHIP STRATEGIES Habit 1. Be Proactive Habit 2. Begin with the End in Mind Habit 3. Put First Things First Habit 4. Think Win/Win Habit 5. Seek First to Understand, Then to Be Understood Habit 6. Synergize Habit 7. Sharpen the Saw Steven Covey, “The 7 Habits of Highly Effective People.”

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