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Leadership Matters (week 1)
- 1. What is leadership and does it matter?
- 2. MANA333543464346 CrowdSourcing Leading for Impact - Areas of Focus On your card, write a problem you want to help solve through the Leading for Impact Team Challenge. 5 words or less Make sure we will understand – Share with your neighbor to check. 2
- 3. MANA333543464346 InfernalTower Objective: Competition to see which team can stack the most cubes in each round and across several rounds. Materials: • Team number card • A dozen sugar cubes • 1 direction sheet per team member (use as a blind fold when the builder) 3
- 4. MANA333543464346 Rules 1. Construct tower on the tabletop during the announced building times. 2. Build the tower one block at a time. 3. One tower only. Number of cubes stacked when time is called counts. 4. Only the builder may handle the cubes. 5. The builder is lead by the person to the right. The builder must stand and cannot see the stacking area. Honor System! 6. The builder must only use one hand to stack the cube—the nondominant hand. 7. When time begins, leader guides builder (verbal instructions only!). Once the cube is placed on the tower, team members rotate one position. The person who has just built is now the designated leader. 8. Once the order is set, no one can change places during a round. Changing after each round is an option. 9. If the tower falls, rebuild before time runs out. The next builder begins stacking on the remaining cubes. 10.Do not interfere with the play of the other teams. 4
- 5. MANA333543464346 InfernalTower Teams Goal Round 1 Round 2 Round 3 Round 4 1 2 3 4 5 6 7 8 9 10 Add a footer
- 6. MANA333543464346 Debrief • Which leadership structure was most effective for your team? Why? • Which leadership roles were most crucial to your team's success – why? • What were the keys to your success (e.g., communication strategies, learning tactics)? • What aspects of this task made leadership important? Were there aspects that made leadership irrelevant or replaceable? 6
- 8. MANA333543464346 Week1:Prompt Take a moment to introduce yourself to the class and tell us about an influential leadership experience. You could talk about a leadership role that you have had (formal or informal) or an experience (positive/negative) that impacted you in a major way. Explain what you learned and how you developed through this experience. *Deadline is Sunday at 11 pm each week DON’T make a habit of posting at the deadline! 8
- 9. MANA33354346 WEEKLY WORKFLOW MON TUES WED THUR FRI SAT SUN Complete Prework Take Quiz Participate in Class Weekly Wrap-Up Discussion Individual Project Work Team Project Work Readings and Self-Assessments Yellowdig – Due Sunday 11 pm Leading for Impact Charity Challenge Leader Interview; Leadership Self-Development TH 4-5:30 pm Mindtap – Due TH 3 pm Teamwork Session
Editor's Notes
- To Do Send reminder about class Check quiz participation Send Yellowdig invitation Come up with Yellowdig prompt Materials - Name tags Note cards Sugar cubes Instruction sheets
- http://www.liberatingstructures.com/12-2510-crowd-sourcing/ 2. How Space Is Arranged and Materials Needed Open space without chairs or tables Participants will be standing and milling about Index cards, one for each participant
- Contemporary organizations contain unprecedented numbers and varieties of teams performing all levels of work and management. The myth of the single leader implies that there is a coherent, whole function or role to be performed. However, leadership and communication can be provided according to who is the right person in the right place at the right time. This exercise is about self-managed work teams. when it falls, it often elicits colorful language from participants and because the changing nature of leadership is “devilishly” complex). Conducting the Exercise The accompanying rules (see the appendix) for the exercise can be duplicated on two sides of a single sheet of paper (also to be used as the blindfold) and should be distributed to the groups after they are formed and with as little preamble as possible. It is best to allow the groups to engage in the activity before spending a lot of time discussing the nature of team leadership. The instructor or facilitator should also reviewthe rules with the groups prior to the beginning of the exercise.Testing the limits and assumptions of the rules is a normal part of the exercise. Finally, a grid should be developed on a chalkboard or flip chart showing groups and outcomes across the three rounds of activity. DO THIS ON POWERPOINT --- Groups should be allowed time to plan and experiment, which will be followed by a practice round in which they announce their goals (number of cubes to be stacked) and build to that goal only. This allows groups to see others’ facility in the task and to test their building and communication strategies. A second planning session to allow learning from the practice round should follow, and the exercise will then continue on as indicated in the work schedule section of the rules. The winning team often receives some small prize, and ties can be decided through another round in which all teams are allowed to compete.
- Time Requirements This activity generally takes 90 minutes to plan, build, and enable debriefing of building strategies along with a discussion of application of learning to leadership and other current organizational issues (approximately 60 min. for planning/building rounds and 30 min. for debriefing and group discussion). However, 40 minutes can be enough to build (without a practice round) and stimulate interest in the issues. Materials All that is needed are tables around which groups of 4 to 8 can operate, a set of directions for each participant, and a large box of 1/4 in. sugar cubes. Who’s really leading in the horizontal organization? and What is the nature of leading when teams act as one? Many organizations run based on processes, with flattened hierarchy, and teams performing to achieve desired outcomes many businesses today are trying fundamentally different organizational designs that allow greater flexibility, rapid redeployment of resources, closer interaction with customers and suppliers, and unremitting innovation (Beckhard & Prichard, 1992). “managing across, not up and down” (Byrne, 1993) – is important! Attention to single-person leadership often excludes lessons about the differences made by all other participants in team effectiveness. In addition, exercises with only one leadership role encourage the perpetuation of gender and ethnic role stereotypes and discourage the active participation of all team members as leaders. Who’s really leading in the horizontal organization? and What is the nature of leading when teams act as one? Teams of 4 to 8 members compete to stack the highest single tower of sugar cubes 4 to 8 members compete to stack the highest single tower of sugar cubes. Rounds of fast-paced production work ask for decisions to be made on-line and in real time. Towers are raised by teams encircling their table work surface, rapidly taking turns in all the essential roles. Effective teams accept ownership of the work and learning processes in a way that is independent of management and/or the instructors. The original Block Tower Leadership Game is found in Kolb, Rubin, and McIntyre’s (1971) classic organizational behavior (OB) text Organizational Psychology. That version called for a blindfolded builder, who stacked with a nondominant hand, a leader, and a scorekeeper, essentially competing against preset standards.
- Who’s really leading in the horizontal organization? and What is the nature of leading when teams act as one? Many organizations run based on processes, with flattened hierarchy, and teams performing to achieve desired outcomes many businesses today are trying fundamentally different organizational designs that allow greater flexibility, rapid redeployment of resources, closer interaction with customers and suppliers, and unremitting innovation (Beckhard & Prichard, 1992). “managing across, not up and down” (Byrne, 1993) – is important! Attention to single-person leadership often excludes lessons about the differences made by all other participants in team effectiveness. In addition, exercises with only one leadership role encourage the perpetuation of gender and ethnic role stereotypes and discourage the active participation of all team members as leaders.
- Understanding leadership roles helps explain leadership. A role is an expected set of activities or behaviors stemming from the job. The nine leadership roles covered here are: 1. Figurehead (ceremonial activities). 2. Spokesperson (keeping key groups informed about the activities of the organization or organizational unit). 3. Negotiator (making deals with others for needed resources). Coach and motivator (recognizing achievement, giving feedback, giving suggestions for mance improvement). Team builder (building an effective team). 6. Team player (being a good team member oneself). 7. Technical problem solver (advising others on solving problems and being an individual contributor). 8. Entrepreneur (suggesting innovative ideas and furthering the business). Strategic developer (setting a direction for the organization, helping the firm deal with the external environment, and policy setting). Executor (making things happen, often translating plans into action). One analysis concluded that the most basic role for corporate leaders is to release the human spirit that makes initiative, creativity, and entrepreneurship possible. An important implication of these roles is that managers at all levels can and should exert leadership. Research and Opinion: Leadership Does Make a Difference Research shows leadership matters when: Leader is perceived to be responsible and inspirational. Leaders throughout the organization are involved in making decisions and these individuals are knowledgeable about the problem to be resolved. Leaders change, company performance changes. Research and Opinion: Formal Leadership Does Not Make a Difference Arguments against the importance of leadership include: Substitutes exist for leadership. Factors in the work environment make the leader’s role almost superfluous. (e.g., closely knit teams, intrinsic satisfaction, professional norms) Leaders can be irrelevant. Factors outside the leader’s control have a larger impact on business outcomes than do leadership actions. Organizational systems are complex. Forces outside the leader’s control determine a company’s fate. Research and Opinion: Leadership Does Make a Difference Anecdotal evidence about the importance of leadership exists. Substantial evidence supports the contention that leadership affects organizational performance. A study at the Center on Leadership & Ethics at Duke University concluded that executive leadership actions can affect performance, but only if the leader is perceived to be responsible and inspirational. Such behaviors included engaging employees in the company’s vision, and inspiring employees to elevate their goals. Another study found that the choice of a CEO leader is as important as the choice of whether to remain in the same industry or enter a different one An overview of research on managerial succession over a 20-year-period found a consistent relationship between who is in charge and how well an organization performed by a variety of indicators. A leader might be responsible for somewhere between 15 and 45 percent of a firm’s performance. A synthesis of 200 studies about the impact of leadership found that the leader’s activities had a 66-percent probability of achieving a positive outcome. A study of sales representatives found that the combined influence of interacting with a company leader and meeting with an internal beneficiary attained more sales and higher revenue than three other groups. B. Research and Opinion: Formal Leadership Does Not Make a Difference According to the anti-leadership argument, leadership has a smaller impact on organizational outcomes than do situational forces. One viewpoint is that many organizations contain substitutes for leadership, factors in the work environment that provide guidance and incentives to perform, making the leader’s role almost superfluous. These substitutes for the leader and the leadership function include closely knit teams of highly trained individuals, and intrinsic satisfaction. Another argument for leadership irrelevance is that in the modern organization effective leadership means widespread collaboration in obtaining ideas, rather than the heroic leader doing all the innovating. Leaders may be constrained in in terms of what they can do, but still have plenty of room to influence others. Hackman and Wageman suggest that instead of asking if leaders make a difference, we should be asking under what conditions they make a difference. For example, in a crisis mode a leader usually makes a difference.
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- What is your greatest accomplishment thus far in your life? Take a moment to introduce yourself to the class and tell us An your greatest accomplishment. You can also tell us about your interests, reasons for joining the class, projects you’re working on or anything else you’d like us to know. It’s the start of a new year and an important time not only for new plans but for reflection. leadership self-assessment quiz 1-1: readiness for the leadership role The first self-examination exercise in the text has considerable face validity. The student reflects on a series of attitudes and behaviors that are part of the leadership role. As will most of the questionnaires in this text, the specific statements and questions are helpful in understanding what leaders do. An intended byproduct of this exercise is that people may have to develop a more positive attitude toward key aspects of a leader’s job if they are to become effective leaders. Like most of the instruments in the text, the Readiness for the Leadership Role quiz is intended for self-reflection and possibly for research. Such quizzes should not be interpreted as validated psychological instrument Prior leadership experience Give an example of how you have exerted leadership on or off the job in a situation in which you did not have a formal leadership position. Explain why you describe your activity as leadership. Relevant examples here center on taking the initiative to accomplish something important, and involving others in the activity. Examples include starting an employee network group, a recycling campaign, an employee or student study group, or organizing a field trip. Both the initiative aspect and influencing others indicate the exercise of leadership. Leadership effectiveness Identify a business or sports leader who you think is highly effective. Leaders are usually classified as effective on the basis of the results they achieve. Students will therefore probably choose leaders with highly visible accomplishments. Effective sports leaders would include Bill Belichick of the New England Patriots and Pat Summit, the late Tennessee Lady Vols basketball coach. Because of her visibility beyond her company, many students will nominate Sheryl Sandberg of Facebook. Jeff Bezos of Amazon.com might also receive several nominations because of his key position in launching ecommerce. Leadership Case Problem A: elon musk, business leader and serial entrepreneur This case was purposely chosen for Chapter 1because it illustrates how far reaching a leader can be in his or her influence, and how big an impact a business leader can have on the lives of so many people. 1. Which roles does Musk appear to occupy as a leader of his companies? Musk clearly occupies the enntrepreneur and technical problem-solver roles because he was instrumental in founding his several businesses and is involed involved in the technical details of the products his company develops. Musk also appears to fill the executor role as evidenced by the comment, “If you want to change something or fix something, just talk to Elon.” An implication from the case is that Musk also occupies a spokesperson role because he is so well known outside the company. 2. What would you perceive to be a key advantage, and a key disadvantage of reporting directly to Musk? A major advantage of reporting directly to Musk is that the person would have the opportunity to work directly for one of the most innovative leaders in business history. As a result, the direct report might receive some inspirational ideas. A key disadvantage of reporting directly to Musk is that the person might have to put up with verbal abuse and intimidation, particularly if he or she made a serious error. Another disadvantage is that the person might be overshadowed by Musk, and therefore not feel confident in his or her role. 3. What is your overall evaluation of Elon Musk as both a business leader and a leader in society? Many students will have high regard for Musk because of the impact he has on society now, and an impact that may grow with space travel. PayPal alone might be considered a major contribution to society. However, some students will feel that no matter what a great entrepreneur a leader might be, he should still treat all employees with dignity and respect. 4. What factors might Musk have, similar to the late Steve Jobs, going for him as a leader that people will put up with his blunt approach to people? Musk offers followers, as well as other work associates, the opportunity to work with a creative genius. As a result they might be willing to put up with his idiosyncrasies, following the adage, “You have to be very talented if you are obnoxious.” 5. Incidentally, do you think that Musk’s reliance on problem-solving ability as a criterion for hiring would be helpful, or harmful, to new graduates? An emphasis on problem-solving ability as a criterion in choosing job candidates would be an asset for recent college graduates. A major output of a college education is an ability to solve problems. Also, how many recent graduates are likely to have industry experience in space travel or giant batteries?