Prasanna Bhaskar Leadership

Leading for Change Hong Kong University of Science and Technology

Roadmap for Today
Segment 1
Getting acquainted: Team Game
Segment 2
What is leadership?
movie clips and discussion
Leadership vs. Management
Segment 3
Leadership style - analyzing two exemplary leadership styles
What shapes a leader: Case discussion
Segment 4
Leadership and organizational transformation
Leadership within: Know yourself

Team Game

Rules
Do not communicate with other groups
Each group must agree on a single choice for each round
Present cards simultaneously
Note: Remember your objective at all times: Win As Much As You Can!

Payoffs

Lessons from the Exercise

Lessons from the Exercise
The central lesson of this game is that you can often profit more through cooperation than conflict
When you negotiate, you should not try to beat anyone else.
When negotiating, if you are thinking about whether your final outcomes are better than the other party’s, you don’t do as well as you could.
In many bargaining situations, when you bargain well you and everyone else involved will obtain very good outcomes.
Ask for others’ intentions- people like to think of themselves as consistent.

Collaboration
“ ... the process of shared creation: two or more individuals with complementary skills interacting to create a shared understanding that none had previously possessed, or could have come to on their own ... it’s the creation of value.”
— Michael Schrage

What is your greatest challenge to collaboration?
What does it take to truly collaborate?

Driving Principles
Believe in common ground
Learn to rely on others and to be reliable
Partner for results
Build trust and be trust worthy

What is your own personal definition of leadership?
Why is leadership important?

What Is Leadership?
Leadership is a source of influence
by Max Weber
Leadership appears to be the art of getting others to want to do something that you are convinced should be done
by Vance Packard
Leadership is creating constructive or adaptive change
by John Kotter
Leadership is creating a context in which people can achieve their full potential in serving the organization’s mission
by Morgan McCall, Jr.

Video I -George Patton
While watching the video, take notes on how leadership is exhibited.
Note how Patton promotes change and commitment
Pay attention to details, spoken as well as non-spoken.

Without Words : How can you see Patton is a leader? Listening to Words : How can you tell Patton is a leader?

Leadership Without Words
Flag
Uniform
Medals
Pistol (non-standard)
Body language
Voice tone
Staff (stick)
Eyes
Confident posture
An older man who is very fit

Leadership Conveyed via Words
Speaks soldier’s language, one of them
Clear goals, vision, high standards
Decisive, encouraging, motivating, energetic
Dogmatic, American spirit, confidence
Intimidation, shock, fear, aggression

What are the Soldiers Thinking About?
Will I die ? (the unspoken fear)
Will I be a coward?
Can I kill?
Will we win?

How is Patton a Leader?
Reaches out to subordinates
Confronts their passion, anxieties, fears as well as potential
Operating at a deeper, human level
Connecting through empathy to his troops
Using symbols, stories and their own languages
Not crafting rules and regulations

Video II: Mahatma Gandhi
While watching the video, take notes on what Gandhi teaches us about leadership
How he influenced and created change
Pay attention to ideas, spoken as well as non-spoken

What We Learn from Gandhi
Vision and ambitious goals
Conviction and strong associates
Moral authority
Selfless
Personal strength
Art of framing issues

What are the similarities between Patton and Gandhi?
What are the differences between Patton and Gandhi?

Leadership not personality-bound. Question is “will you be?”
Leadership involves risks (assume deeper responsibility for people)
Leadership involves simultaneous attention to big ideas - understand past and present, create vision for the future, develop a path from past to future
Leadership involves small acts - listening, humility, confidence, trust, and influence
Leadership may differ depending on cultures and environments
The bottom line: “Do you really care?”
Summary of Patton and Gandhi

What is Leadership? Leadership is influence!

Leadership As Incremental Influence LOW HIGH Degree of influence Management Leadership 30% - 70% of untapped human potential

Comparing Management and Leadership

LEADERSHIP Superiors Peers Customers Subordinates Which ways did Patton lead? Which ways did Gandhi lead? Which ways do you need to lead? How about yesterday? Multidirectional Leadership Process

Leadership Research
Period Research Focus
1920’s-1950’s traits of effective leaders
1950’s-1960’s behaviors of effective leaders
1960’s-1970’s situational leadership
1970’s-1980’s symbolic role of leaders
1980’s-1990’s return to “traits” and “behaviors”
1990’s leadership in multicultural settings
the 00s transformational leadership

Case Discussion: The Caring Dictator
How would you describe Jack Harnett’s leadership style?
Why is he successful?
Would you work for him?

Case Discussion: Judy Buchanan
What are the elements of Buchanan’s leadership style?
How would you compare Buchanan’s leadership style with that of Jack Harnett?

Summary of Two Exemplary Leadership Styles
People-oriented
primary attention is on the people
Preference for other’s involvement in decisions
Major concern is on employee well being and development
Emphasis is on delegation and freedom
Task-oriented
Primary attention is on the task
Preference for making own decisions
Major concern is on task quality and production efficiency
Emphasis is on control and structure

Leadership effectiveness: Contingent on both the situation and on the leader

Situational Factors Influencing Leadership Effectiveness
The nature of societal culture e.g., tolerance for ambiguity
The nature of the corporate culture e.g., normative leadership style
The stage of the organization’s life cycle e.g., growth versus stable
The nature of the organizational structure e.g., network organizations
The nature of the task e.g., formalization of rules
The nature of the subordinates e.g., professional maturity and needs

Situational Leadership Selling Delegating Telling Coaching Willingness Ability Lo Hi Hi (Follower Readiness: Willingness and Ability)

What Shapes a Leader?
Family background
Basic personality
Education
Career path
Accumulated knowledge and relationships
Experiences

Two Leaders of the 1990s
If leadership measured by $$$, consider MVA, “market value added”
In a survey mid 1990s,
Microsoft up US$30 billion ($30,000,000,000)
Merck up $32 billion
Wal-mart up $35 billion
GE up $52 billion
Coca Cola up $61 billion
Why these two firms, GE and Coke, on top??
Each had ONE leader this time period

Jack Welch
Led General Electric from 1981 to 2000
Got out of many businesses, into others
Set goal: # 1 or 2 in all we do
Total value of all stock up $52 billion ($52,000,000,000.00)

Roberto Goizueta
Led Coca Cola from 1981 to 1997
Got out of side businesses, focused on Coke
Reaffirmed Coke as a global company
Total value of all stock up $61 billion ($61,000,000,000.00)

Jack Welch
Born average family, New York
Slow start in education
Start at top? NO
Roberto Goizueta
Born well-to-do family, Cuba
Good education
Start at top? NO
Is It Where They Started? NO

Jack Welch
Fighter, athlete
Focus in college: beer
Entertain guests? Get into sports! play hard!
Polite to bosses, others? NO
respected, hated
Never seen with a coat ON
Roberto Goizueta
High culture, smooth
Studied hard, Yale
Entertain? Opera?
In the bureaucracy, kept quiet, did his job
respected, liked
Never seen with his coat OFF
Is It Their Style? NO

Jack Welch
Came into a stagnant business
Looked to find right business to be in
Focused on making tradition bound bureaucracy accept change
Roberto Goizueta
Came into a stagnant business
Looked to find right businesses to be in
Focused on making tradition bound bureaucracy accept change
Was It Their Approach? MAYBE!

Roberto Goizueta vs. Jack Welch
How can we explain the extraordinary success by both Goizueta and Welch in spite of the stark differences between them?
How did their life experiences influence their leadership styles and beliefs?
Would Jack Welch have been as effective at Coke? Goizueta at GE? Why and why not?

Why Some Companies Failed In The 80’s
Observations:
Between 1981 to 1990, about half of Fortune 500 companies were dropped from the list.
U.S.: GM, IBM, DEC, Sears, Kodak, Westinghouse, Citicorp.
Europe: Volkswagen, Philips, Lloyd’s of London.
Asia: Mazda, NEC.

Why Some Companies Succeeded
Suppose that in 1972, you were asked to pick and invest in the five best performing firms over the next 20 years in the U.S., how would you approach your assignment?
______________________________________________________________________________________________________________________________

Michael Porter’s Framework
Five fundamental forces that Porter says determine the ability of firms in an industry to earn above normal returns:
entry of new competitors
threat of substitutes
bargaining power of buyers
bargaining power of suppliers
rivalry among existing competitors

Best Performing Firms in the U.S. (1972 –1992) What are their common characteristics?

Case Discussion: Southwest Airlines (SW)
Questions:
Why is Southwest a success?
What is their strategy?
What does it take to execute this strategy?
Are these sustainable? Imitatable?
What can we learn from Southwest Airlines?

Some Facts About Southwest.. AMR DELTA NW SW UAL USAIR Cost per available seat mile 8.9 cents 9.6 cents 7.0 cents 9.4 cents 10.8 cents Passengers per employee Employee per aircraft 840 1,114 919 2,443 795 1,118 111 157 81 127 134 152 9.1 cents

Southwest Airlines: Case Discussion

The McKinsey 7-S Framework STRUCTURE SHARED VALUES SYSTEMS STYLE STAFF SKILLS STRATEGY

The McKinsey 7-S Framework Strategy : A set of actions aimed at gaining a sustainable advantage over the competition. Structure : The organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated. Systems : The processes and flows that show how an organization operates on a daily basis (e.g. information systems, capital budgeting systems, manufacturing processes, quality control systems, and performance measurement systems). Style : What managers consider to be important by the way they collectively spend their time and attention and how they use symbolic behavior. It is more important how management behaves than what management says SHARED VALUES SYSTEMS STYLE STAFF SKILLS STRATEGY STRUCTURE

The McKinsey 7-S Framework SHARED VALUES SYSTEMS STYLE STAFF SKILLS STRATEGY STRUCTURE Staff: What companies do to foster the process of developing managers and shaping the basic values of the management team. Shared values: The values that go beyond, but usually include, statement of goals and objectives in determining a firm’s destiny. These values are shared by most of the people in the organization. Skills: Those dominant attributes of capabilities that are possessed by an organization.

Analysis of SW Using 7S Model
Style
Role Model
Playful
Service-oriented
Committed
Shared Values
Speed  Cost focus
Fun  Team
Staffing
Friendly
Versatile
Hard Working
Youthful
Flexible
Structure
Lean
Few layers
Vision
Friendly flying car
System
737 aircraft
Profit-sharing
Low cost
Reservations
Boarding
Luggage
No hubs
Tactics
Low Fares  Reliable
Frequent  Point to point
Skills
Customer friendliness
Speed
Teamwork

SW Strategy
Limited passenger service
Low cost
High volume
Customer satisfaction
Employee commitment and productivity

Low cost Limited passenger service High volume Customer satisfaction High employee productivity No meals No travel agents Secondary airports Low prices No CRS No connections High employee ownership Friendly service On-time High employee commitment Flexible union contracts High-volume city pairs No assigned seats Fast turnaround Standard fleet ‘ Ticketless’ travel Point-point routes Frequent flights Meet expectations; ‘ Low Fare Airline’ Strategy of Southwest Airlines

What Does It Take to Execute This Strategy?
Critical Tasks
keep costs down, productivity up
consistency (strategy and service)
high utilization
People
energetic
positive
committed
interpersonally skilled
affiliative (family)
friendly

What Does It Take to Execute This Strategy?
Culture
initiative
fun
teamwork
cost conscious
Formal Organization
flat structure
compensation
Leadership
egalitarian
hard work
autonomy
teams
unionized

Lessons about Leadership from Herb Kelleher
How would you describe Kelleher’s leadership style?
How does Kelleher lead?
Why is he effective?

Five Leadership Practices
Challenge the process
Model the way
Inspire a shared vision
Enable others to act
Encourage the heart
Kouzes, J. & Posner, B. The leadership challenge: How to get extraordinary things done in organizations , Jossey-Bass, 1995.

Fundamental Practices of Exemplary Transformational Leadership
Practice #1:
Challenging the process, searching out opportunities, experimenting

Practice #2:
Setting high personal standards; Role modeling; Acting with integrity
 Building Credibility

Practice #3:
Creating a shared vision and set of common core values, focusing on future, including followers ’ vision
Exercise : Developing an effective mission statement.

Practice #4:
Enabling followers to implement vision through collaboration and empowerment

Practice #5:
Encouraging the heart through enthusiasm, frequent positive feedback, and effective use of language.

Understand Yourself: Strength Deployment Inventory (SDI)
Background
Developed to measure individuals’ styles in absence or presence of conflict
Based on the Relationship Awareness Theory
Allows individuals to identify their strength deployment patterns when things are going well and when things are in conflict

Scoring the SDI ---1
Complete the SDI survey
Verify that the three numbers in Column 1,2, and 3 on page 1 equal 100. Columns 4,5,and 6 on page 2 equal 100
Transfer these number to lower right hand corner boxes on page 5.

Scoring SDI ---2
For each number, divide by 10.
Use a ruler to help locate the point on the blue scale where your column 1 number falls. Draw a straight line perpendicular to the scale. Repeat for red and green scales.
The three lines shown intersect at the same point. If not, check additions and drawing

Scoring SDI---3
Make a heavy dot at the intersection of the three lines and erase the lines.
Repeat for the scores in columns 4, 5, and 6.
Connect the two dots. Draw a line and add an arrow at the end of the line where the scores for 4, 5, and 6 are pointed
If you finish early, read the rest of the survey

Col. 6 (1.0) Col. 5 (7.5) Col. 2 (4.0) Col. 4 (1.5) Col. 1 (2.5) Col. 3 (3.5) 2.5 1.5 4.0 7.5 1.0 3.5 Col. 1 Col. 2 Col. 4 Col. 3 Col. 6 Col. 5 B A

Patterns of Motivation
Assertive-Directing (Red)
Analytic-Autonomizing (Green)
Altruistic-Nurturing (Blue)
Flexible-Cohering (Rainbow)

Characteristics of an Assertive-Directing Individual (Red)
Doer
Fighter
Pushes for authority, responsibility, and leadership
Uses persuasion
Challenges others
Takes Risks
Is alert to opportunity

Thinks
Plans
Searches for meaningful order
Control emotions
Is concerned that things have been properly thought through
Is cautious and thorough
Is fair and principled
Characteristics of an Analytic-Autonomizing Individual (Green)

Is friendly helper
Is open and responsive to others
Avoids being a burden to others
Promotes harmony
Makes life easier for others
Is supportive
Is warmhearted
Characteristics of an Altruistic-Nurturing Individual (Blue)

Is task-oriented
Is a flexaholic
Show concern for feelings of others
Is thorough
Is supportive
Is open and responsive to the ideas of others
Is strong at times in providing own ideas
Characteristics of a Flexible-Cohering Individual (Rainbow)

How We Deal with Conflict from Strength Deployment Theory
Strengths are deployed sequentially during conflict and opposition, and therefore behavior changes as a conflict escalates
At first appearance of conflict -
Blues press for harmony or deny the seriousness of the problem
Reds challenge the opposition and present their solution forcefully
Greens become cautions and rely on analysis to provide a solution

If conflict is not resolved, people try different angles -
Blues preserve whatever harmony can be salvaged
Reds accept that a fight is required and prepare for it
Greens retreat to prevent further intrusion and chaos

When conflict continues despite all efforts for resolution -
Blues surrender in complete defeat
Reds fight to the bitter end
Greens break off contact and leave

How Others See Us

Assertive-Directing (Red)

Analytic-Autonomizing (Green)

Altruistic-Nurturing (Blue)

Flexible-Cohering (Rainbow)

STRENGTH DEPLOYMENT INVENTORY (Additional Information)

ALTRUISTIC - NURTURING
VALUE RELATING STYLE
Being open and responsive to the needs of others
Seeking ways to bring help to others
Trying to make life easier for others
Trying to avoid being a burden to others
Ensuring others reach their potential
Ensuring others are valued
Defending the rights of others
Concern for the Protection, Growth and Welfare of Others

ASSERTIVE - DIRECTING
Competing for authority, responsibility and positions of leadership
Exercising persuasion
Being alert to opportunity
Claiming the right to earned rewards
Accepting challenges
Accepting risk-taking as necessary and desirable
Demonstrating competitiveness
Concern for Task Accomplishment Concern for Organization of People, Time, Money and Any Other Resources to Achieve Desired Results

ANALYTIC - AUTONOMIZING
Being objective
Being right, Being principled
Being in control of one’s emotions
Being practical
Being cautious and thorough
Being fair
Being resolute
Being serious
Being their own “judge and jury”
Being their “own person”
Thinking things through before acting
Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence

FLEXIBLE - COHERING
Being curious about what others think and feel, open minded and willing to adapt
Experiments with different ways of acting
Proud to be a “member”
Likes to know a lot of people
Likes to be known by a lot of people
Likes to be known as flexible
Concern for Flexibility Concern for the Welfare of the Group Concern for the Members of the Group & for Belonging in the Group

ASSERTIVE - NURTURING
Actively seeking opportunities to help others
Persuading others to ensure maximum growth and development of others
Being open to proposals for creating welfare and security for others
Creating enthusiasm and support in tackling obstacles to success
Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership

JUDICIOUS - COMPETING
Providing rational leadership that can assess risks and opportunities
Being decisive and proactive when all the facts are in
Challenging opposition through thoughtful process and strategy
Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition

CAUTIOUS - SUPPORTING
Building effective processes and resources to protect or enhance welfare of others
Offering assistance for greater self-sufficiency and independence
Supporting activities that lead to growth
Fighting for principles that are fair
Concern for Affirming and Developing Self-Sufficiency in Self & Others Concern for Thoughtful Helpfulness with Regard for Justice

Individual Feedback: What Color is Your Dot?
Each person has colored dots representing the 4 styles of behavior
You are to go around the room and put the color dot on the page you think represents the behavior of every other person in the room.
If you do not know the person at all do not put a dot on that person’s page

Reflection
Is this what you expected? Why or why not?
How can you use this strength to help your team and your organization?
How can you be sure not to overdo the strength?

雁的啟示 Lessons from Geese

雁的啟示 - Lessons from Geese
當每隻雁展翅高飛 , 也為後邊的隊友提供了“向上之風” ,“V” 字隊形 , 為雁群增加了 71% 的飛行范圍 :
As each goose flaps its wings, it creates an uplift for the birds that follow. By flying in a V formation, the whole flock adds 71% extra flying range.
啟示 - Lesson:
分享團隊默契 , 能互相幫助 , 更輕鬆地到達目的地 .. 因為他們的旅程建立在相互信任的基礎上 .
People who share a sense of community can help each other get where they are going more easily, because they are traveling on the trust of one another.

當某隻雁偏離隊伍時 , 它會立即發現單獨飛行的辛勞和阻力 . 它會立即飛回隊伍 , 善用同伴的“向上之風” .
When a goose falls out of formation, it suddenly feels the drag and resistance of flying alone. It quickly moves back to take advantage of the lifting power of the birds in front.
啟示 - Lesson ：
若我們與雁一般 , 我們就會緊跟大隊伍 , 樂於接受他人的協助 , 并幫助別人 .
If we have as much sense as geese, we stay in formation with those headed where we want to go. We are willing to accept their help and give our help to others.

飛在隊伍的雁會發出“呱呱”叫聲 , 鼓勵前導的雁保持速度 .
The geese flying in formation honk to encourage those up front to keep with their speed.
啟示 - Lesson ：
我們必須確定發出的聲音是鼓勵 . 在團隊中 , 有鼓勵表現就會更好 . 最完美的自我表現 , 通常來自正面的鼓勵 .
We need to make sure our honking is encouraging. In groups where there is encouragement, production is much greater. Individual empowerment results from high quality honking.

當前導的大雁疲倦時 , 它會退到隊伍的後方 , 而另一隻雁則會飛到前導位置彌補 .
When the lead goose tires, it drops back into formation and another goose flies to the point position.
啟示 - Lesson ：
艱巨的任務需要輪流付出 . 我們要尊重、保護每個人獨特的技術、才能、天分資源 .
It pays to take turns doing the hard tasks. We should respect and protect each other’s unique arrangement of skills, capabilities, talents, and resources.

當某隻雁生病時 , 會有兩隻雁飛出隊伍 , 跟在後邊 , 幫助并保護它 .
When a goose gets sick, two geese drop out of formation to follow it down to help and protect it.
啟示 - Lesson ：
如果我們如雁一般 , 就會在困境中彼此支持 , 一如我們在順境中茁壯 .
If we have as much sense as geese, we will stand by each other in difficult times as well as when we are strong.

Where Have We Been?
Management is important, but leadership is essential. The key is “will you be?”
Leadership… influence
Many ways to lead (videos)
People? Task?

Where Have We Been?
What shapes a leader?
Leadership Practices in Transformation:
Challenge the process
Inspire shared vision
Model the way
Enable others to act
Encourage the heart
Leadership within: Understand yourself

Thank you! [email_address]

Prasanna Bhaskar Leadership

by Prasanna Bhaskar

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