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Managerial Leadership MGTO 234 - 2

Managerial Leadership MGTO 234 - 2. Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management. INTRODUCTION TO CASE ANALYSES. TEAM EXERCISE Fallout Shelter Exercise

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Managerial Leadership MGTO 234 - 2

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  1. Managerial LeadershipMGTO 234 - 2 Dr. William A. Snow Hong Kong University of Science & Technology Department of Management of Organizations College of Business & Management

  2. INTRODUCTION TO CASE ANALYSES • TEAM EXERCISE Fallout Shelter Exercise • The relevance of this exercise will be discussed later • Read the situation individually (duh) • Discuss with your team • Select someone on your team to report out your team’s findings and rationale

  3. The relevance of the Fallout Shelter Exercise:

  4. INTRODUCTION TO CASE ANALYSES • WHAT’S BEHIND CASE ANALYSIS AS A LEARNING METHODOLOGY? • ELEMENTS OF CASE ANALYSIS • SUMMARY OF CASE • KEY ISSUES IN CASE • KEY ISSUES/PROBLEMS DISCUSSION • SOLUTION/DECISION • IMPLEMENTATION PLAN

  5. INTRODUCTION TO CASE ANALYSES • ELEMENTS OF CASE ANALYSIS • SUMMARY OF CASE • KEY ISSUES IN CASE • KEY ISSUES/PROBLEMS DISCUSSION • SOLUTION/DECISION • IMPLEMENTATION PLAN

  6. Webster Plant Case-Analysis A. Summary of Case • Narrative format, 1-2 pages minimum • Brief statements summarizing key points in the case B.Key Issues in the Case • Succinct, factual, specific statements • No explanation of why these are key issues • No more than 4-5 issues • ½page minimum

  7. Webster Plant Case-Analysis C. Key Issues/Problems Discussion • Review of each of the key issues/problems you have identified • Don’t reach a conclusion; this is a discussion of the possible solutions (alternatives) only • Be sure you have discussed all of the issues/problems you identified • 2-3 pages, narrative format, minimum

  8. Webster Plant Case-Analysis D. Solution/Decision • Narrative format; ½-l page minimum • Summary of which alternative you selected and why E. Implementation Plan • Include this statement, “In priority order, this is my implementation plan.” • Priority order means this is a forced choice ranking; one has to be first (1, 2, 3, and so forth) • Please follow the format you have been given

  9. Webster Plant Case Analysis-In Class A. Meet with your fellow team members and: 1. Invest 30 minutes analyzing the Webster case; focus on: - introducing yourself to your team members - identify the key issues/problems in the case(select no more than 3, your time permitting) (‘B’ - key issues in case)

  10. Webster Plant Case-Analysis -determining the possible solution(s) to the problem your team has identified (‘C’ key issues/problems discussion) -making a decision about which solution(s) your team has selected and why (’D’-solution/decision) -drafting an implementation plan based on the model provided (‘E’-implementation plan)

  11. Webster Plant Case-Analysis 2. Select a team member form yoru team to report out your collective findings 3. In writing, make a list of questions you have (if any) regarding this case analysis process. Give to Bill@ end of class

  12. Case Analysis- Implemetation Plan E. In priority order this is my implementation plan. Year One Key Activities First Second Third Fourth to ImplementQuarterQuarter Quarter Quarter 1. Replace President xx 1. Re-organize the Marketing department 2. Design and implement xx Succession planning xx 3. Hire 5 new marketing representatives

  13. Chapter 2 Leadership Involves an Interaction between the Leader, the Followers, and the Situation

  14. Leadership is a function of three elements - the leader, the followers, and the situation Leader Personality Position Expertise Situation Values Norms Cohesiveness Task Stress Environment Followers

  15. The Leader • The “Leader” element explores what the person brings as an individual to the leadership framework. These might include personal history, interests, character traits, and motivation.

  16. The Follower • There is increased pressure on organizations to function with reduced resources. • The problems faced by many organizations is so complex and the changes so rapid that more people are required to solve them.

  17. The Situation • This element, “the situation,“ may be the most ambiguous aspect of leadership because it can refer to anything: • the specific task a group is doing • to much more complex situations

  18. Chapter 10 Leadership Behavior

  19. Advantages to Examining a Leader’s Behavior • Behavior can be observed which makes it easier to measure. • People are less defensive about it and feel more in control of it than they do about their personalities or intelligence.

  20. Leadership questionnaires • Leadership questionnaires have been developed to measure different leader behaviors in work settings. Examples include: • Leader Behavior Description Questionnaire (LBDQ) • Supervisory Descriptive Behavior Questionnaire (SBDQ) • Leadership Opinion Questionnaire • Leadership Behavior Description Questionnaire – XII

  21. Leadership ineffectiveness • Why some leaders fail or encounter leadership ineffectiveness: • Inability to build relationships with co-workers • Failure to meet business objectives

  22. Leadership ineffectiveness • Inability to lead and build a team • Inability to adapt to new leaders, businesses, cultures, or structures • Inadequate preparation for promotion • Self defeating behaviors (next)

  23. Common Self-Defeating Leader Behaviors -Procrastination -Suspiciousness -Defensiveness -Overcommitted -Worrying -Overly critical -Alienating -Rigidity -Hostility -Overcontrolling -Perfectionism -Inability to trust others

  24. Factors in permanent Leader behavior change • Studies have shown that certain factors contribute to a permanent behavior change. They include: • Having written development plans • Reviewing development with direct supervisor

  25. Factors in permanent leader behavior change • Capitalizing on on-the-job experience • Seeking feedback on progress from others • Having the person’s supervisor held accountable for his/her development

  26. Coaching • Coaching – process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful.

  27. Mentoring • Mentoring - series of processes whereby the less-experienced members of an organization develop skills and leaders abilities.

  28. Management & Leadership Exemplary Leadership is assisting people-leaders and individual contributors alike-in furthering their abilities to lead others to get extraordinary things done. • James M. Kouzes, Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It (1993). Jossey-Bass Publishers, San Francisco, CA. • James M. Kouzes, Barry Z. Posner, The Leadership Challenge (1995.) Jossey-Bass Publishers, San Francisco, CA.

  29. Management & Leadership Leadership Exercise 1. Discuss the best leader you have ever known; one leader per team member maximum. 2. The person you chose to discuss with your team members should be one that you admire and with whom you have had personal experiences-either by being a follower of that leader or by personally observing that leader in action. 3. Each team member is to answer this question: “What does this person do and what qualities does this person have that makes you admire him or her as a leader? 4. Your team is to listen for common themes, threads and generalizations that come from your discussions. 5. Select a team member to report out on these common themes, threads, and generalizations to the overall group.

  30. Management & Leadership

  31. What Leaders Are Expected To Do Relations: Leadership is about relationships! Create an environment of: • Trust • Confidence • Support • Hard Work • Understanding • Be a role model-set the example

  32. What Leaders Are Expected To Do Processes: • Set up ways by which work gets done • Ties to structures (what) and processes (how) • Ensures that work gets done

  33. What Leaders Are Expected To Do Resources: • Provide equipment, tools, #, facilities to get work done • Right kind of people (Job Person fit)

  34. What Leaders Are Expected To Do Structure: • Form follows function • Establish goals, roles, procedures and norms for interpersonal functioning • Provide policies, procedures and organization form based on purpose

  35. What Leaders Are Expected To Do Purpose: • Establish and help followers understand the vision of the organization • Clarity on culture, philosophy

  36. What Leaders Are Expected To Do Rewards: • Provide various kinds of incentives • New rewards, Strategic rewards • Recognition (non financial)

  37. What Makes Leaders Effective-The Practices of Exemplary Leadership 1. Challenging the Process. Challenge is the opportunity for greatness. People do their best when there’s the chance to change the way things are now. Leaders seek and accept challenging opportunities to test their abilities. Leaders experiment and take risks. 2. Inspiring a Share Vision. Pioneering leaders rely upon a compass and a dream because there is no paved highway from here to tomorrow. Leaders look forward to the future. But visions seen only by the leaders are insufficient to create organized movement. They must get others to see the exciting future possibilities.

  38. What Makes Leaders Effective-The Practices of Exemplary Leadership 3. Enabling Others to Act. Leaders know that they cannot do it alone. It takes partners to get extraordinary things done in organizations. Leaders build teams with spirit and cohesion, teams that feel like family. Leaders make others feel like owners, not hired hands. 4. Modeling the Way. A leader needs a philosophy, a set of high standards by which the organization is measured, a set of values about how employees, colleagues, and customers ought to be treated, a set of principles that make the organization unique and distinctive. Leaders also need plans. And, leaders stand up for their beliefs.

  39. What Makes Leaders Effective-The Practices of Exemplary Leadership 5. Encouraging the Heart. Getting extraordinary things done in organizations is hard work. The climb to the summit is arduous and steep. Leaders encourage others to continue the quest. They inspire others with courage and hope. Leaders give heart by visibly recognizing people’s contributions to the common vision.

  40. “I don’t have to like my associates, but as a man I must love them. Love is loyalty. Love is teamwork. Love respects the dignity of the individual. Heartpower is the strength of your organization.” Vince Lombardi

  41. Video, “The Challenge of Leadership”

  42. Leadership Practices Inventory (LPI) • 30 items about you; scale of 1-10 • Don’t answer in terms of how you would like to see yourself or in terms of what you should be doing as a leader • Do answer in terms of the extent to which you actually engage in the behavior • The LPI has been administered to thousands of leaders at various levels; has a high degree of validity and reliability

  43. Leadership Practices Inventory (LPI) • LPI Response Sheet • “Instructions for Hand Scoring” • “Percentile Rankings for LPI Ratings” 1. LPI-IC Percentile Rankings 2. Your Summary Page and Summary Graph Page 3. Your Percentile Ranking Page 4. Your Feedback on 5 Principles

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