ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS Summer 2003

1. ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALSSummer 2003 Instructor: Mr. C. Michael Carolina Dates: June 11 – July 9

2. ETM 5110 – LEADERSHIP STRATEGIES Instructor: Mr. C. Michael Carolina Office: Room 204, Advanced Technology Research Center Telephone: 405-744-2446 Email: carolcm@okstate.edu MSETM Department: 405-744-9219 Prerequisite: Graduate Standing Course Objective: This five-week (15-hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.

3. Biographical Summary C. Michael Carolina • Mr. Carolina is a research consultant with the Education, Research, and Economic Development Foundation of Oklahoma State University (OSU). He is also an adjunct professor in OSU’s College of Engineering, Architecture and Technology. • He received his B.S. degree from OSU in 1967 and his M.S. from the University of Oklahoma (OU) in 1971. He completed AT&T’s Executive Development Program at Princeton, NJ, in 1986. Mr. Carolina served in several of AT&T’s New Jersey-based operations, including technology transfer of Bell Laboratories-designed telecommunications products to AT&T’s and Lucent Technologies’ joint ventures in India, Korea, Taiwan, The Netherlands, Spain, Brazil and St. Petersburg, Russia. In 1996, he was named engineering director at Lucent’s Manufacturing and Global Provisioning Center in Oklahoma City. He retired in 2001 after 28 years with the Western Electric Co., AT&T and Lucent. Mr. Carolina serves on the board of directors of the Oklahoma Medical Research Foundation, the National Memorial Institute for the Prevention of Terrorism, the Jim Thorpe Association, and serves on engineering advisory boards at OSU and OU.

4. ETM 5110 – LEADERSHIP STRATEGIES Text and Reference Materials Required TextPeter Drucker, The Leader of the Future: New Visions, Strategies and Practices for the Next Era, 1996. ISBN 0787901806 Reference Materials (Articles/Books): • Leadership That Gets Results (Goleman), Harvard Business Review. Reprint Number R00202 (March, 2000). • Meeting the Challenge of Disruptive Change (Christensen and Overdorf), Harvard Business Review. Reprint Number R00202 (3/01/01). • Leadership Transitions (Watkins), Harvard Business Review. Product Number 8024D (9/14/01). • Where Leadership Starts (Eckert), Harvard Business Review. Product Number R00110B (11/01/01). • Steven Covey, The 7 Habits of Highly Effective People. ISBN 0671663984 • Moving Mountains, Harvard Business Review. Reprint R0301B (January, 2003) • Leading for Value (Pittman),Harvard Business Review. Reprint R0304B (4/03/03) • The Top 25 Managers of the Year and Managers to Watch in 2001, Business Week.

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

6. ETM 5110 – LEADERSHIP STRATEGIESSession 1 “Immersion” thru anthology – video, HBR, news magazines, anecdotes • Technology evolution • The knowledge – intensive economy • Next generation leadership • Looking for “common threads” Establish bridge between leadership seminar and MSETM program • Complementary dimension • Learning about leadership and its components • Finding the right model for individual/team success • Standards, ethics, integrity

7. ETM 5110 – LEADERSHIP STRATEGIESCourse Structure • Review of leadership styles • Examples of recognized leaders • Examples of emerging leaders • Values and integrity • HBR case studies for relevance and application • Guest executive lectures

8. Activities/Assignments by Week: Week I Introduction and assignment “0”(class survey/profile) (6/11) Week II Lecture and discussion; review of HBR cases 1 & 2 (6/18) Week III Case studies 1 & 2 readouts and critique; review of HBR (6/25) case studies 3 & 4; guest executive; and research assignment “A Successful Leader and the Keys to Their Success”(student will select a recognized leader and summarize findings in approximately 400 words). Week IV Case studies 3 & 4 readouts and critique; guest (7/02) executive; and student readouts from Week III assign- ment (“A Successful Leader…”). Week V Review and wrap-up. (7/09)

9. ETM 5110 – LEADERSHIP STRATEGIES • Better understanding of leadership styles and their impact on an organization • Better understanding of, and differentiation between, a leader and a manager • Better understanding of the landscape and dynamics that influence an enterprise • Better understanding of the principles that should form the linchpin of an enterprise • Create an increased sense of entrepreneurship • Each student should be better able to map a course toward acquiring an expanded set of leadership and management skills