AgendaAgenda

Leadership over the week?Leadership over the week? Canadian Leader Canadian Leader History of LeadershipHistory of Leadership Project – moving forwardProject – moving forward Next Class / QuestionsNext Class / Questions

Evaluation Evaluation Individual WorkIndividual Work (Oct 10; (Oct 10; Nov 21Nov 21))

– Leadership paperLeadership paper– Mentor PaperMentor Paper

30%30% – Progress examProgress exam 25%25%

Barry Bucks (hand-ins)Barry Bucks (hand-ins) 15%15% GroupGroup 30%30%

– Charter – 5% (Oct 6)Charter – 5% (Oct 6)– Deliverable – 25% (Friday, Nov 21)Deliverable – 25% (Friday, Nov 21)– Individual Reflection Report Individual Reflection Report

LeadershipLeadership

In small groups - “develop In small groups - “develop criteria about how to judge the criteria about how to judge the perfect apple.”perfect apple.”

What did you come up with?What did you come up with?

What has this got to do with What has this got to do with leadership?leadership?

Canadian Leader Canadian Leader

Volunteers to discuss their leader?Volunteers to discuss their leader?

Leadership 101Leadership 101

Leadership TraitLeadership Trait Leadership StyleLeadership Style Leadership BehaviourLeadership Behaviour Contingency TheoriesContingency Theories LMXLMX Cross-cultural; Political; Distributed; Cross-cultural; Political; Distributed;

Quick Trip Down Leadership Quick Trip Down Leadership LaneLane

TraitsTraits StyleStyle SituationSituation New SynthesisNew Synthesis

TraitsTraits“Leaders are born not made”“Leaders are born not made”

Intelligent Intelligent EQEQ InitiativeInitiative Self-assuredSelf-assured Good healthGood health Above/below average Above/below average

heightheight Upper Socio-economic Upper Socio-economic

levellevel

Traits - ProblemsTraits - Problems

Ideal is impossibleIdeal is impossible Traits so ill-defined that they Traits so ill-defined that they

are almost uselessare almost useless So many exceptions to the rule So many exceptions to the rule Implied - elite officer corps Implied - elite officer corps

who have inherited who have inherited characteristicscharacteristics

Leadership – All about “Style”Leadership – All about “Style”

Leaders who employ a given Leaders who employ a given style are seen as more effectivestyle are seen as more effective

Authoritarian versus Authoritarian versus ParticipativeParticipative

Researched subordinates Researched subordinates satisfaction, turn over, inter-satisfaction, turn over, inter-group conflictgroup conflict

Only explained at most 15% Only explained at most 15% differencedifference

Situational Leadership -Situational Leadership -Contingency TheoryContingency Theory

WeaknessWeakness - too many variables - - too many variables - confusing, fall back on our styleconfusing, fall back on our style

Leader

Situation

Followers

Transactional versus Transactional versus Transformational StylesTransformational Styles

TransactionalTransactional Focus on taskFocus on task Sticks and CarrotsSticks and Carrots

TransformationalTransformational InspirationalInspirational Individual Individual

considerationconsideration Intellectual Intellectual

stimulationstimulation CharismaticCharismatic

New SynthesisNew SynthesisManagers do things rightManagers do things right

Leaders do the Leaders do the rightright things things

Kouzes & PosnerKouzes & Posner

Model the WayModel the Way Inspire a Shared VisionInspire a Shared Vision Challenge the ProcessChallenge the Process Enable Others to ActEnable Others to Act Encourage the heartEncourage the heart

Bennis & NanusBennis & Nanus

Daniel GolemanDaniel Goleman

Jay CongerJay Conger

James CollinsJames Collins

John KotterJohn Kotter

Larry BossidyLarry Bossidy

Mark SanbornMark Sanborn

Max Du PreeMax Du Pree

From the Real WorldFrom the Real World

I've just started a new job. Everyone is on I've just started a new job. Everyone is on board except one very negative employee. board except one very negative employee. He is offended by whatever I ask of him and He is offended by whatever I ask of him and speaks with a rude tone when he talks to me. speaks with a rude tone when he talks to me. I am his boss, but I must note he hasn't had a I am his boss, but I must note he hasn't had a boss in three years so I know this will be a boss in three years so I know this will be a power struggle of some sort. I am making power struggle of some sort. I am making some headway, but the way he talks to me some headway, but the way he talks to me needs to be corrected. What do I do? needs to be corrected. What do I do?

Class CultureClass Culture

How can we How can we collectively work to collectively work to achieve a high achieve a high performance, performance, leadership culture in leadership culture in this class?this class?

How would we know How would we know if we achieved it?if we achieved it?

Elements of Strong* CultureElements of Strong* Culture Widely shared philosophyWidely shared philosophy Concern for individualsConcern for individuals Recognition of heroesRecognition of heroes Belief in ritual and ceremonyBelief in ritual and ceremony Well-understood sense of the informal rules and Well-understood sense of the informal rules and

expectationsexpectations Belief that what You do is important to othersBelief that what You do is important to others

** Meaning – a positive and productive culture Meaning – a positive and productive culture

How are you goingto remember these?

Commercial: Top 10 Leadership Commercial: Top 10 Leadership Books (Washington Post)Books (Washington Post)

1. 1. On Becoming a LeaderOn Becoming a Leader, by Warren Bennis. "His message is, you can't be a leader until you know who , by Warren Bennis. "His message is, you can't be a leader until you know who you are. It's that simple," said Sattersten. "Once you know, you have amazing ability to lead you are. It's that simple," said Sattersten. "Once you know, you have amazing ability to lead successfully."successfully."

2. 2. The Leadership MomentThe Leadership Moment, by Michael Useem. "It's a book you read for the stories, not because you're , by Michael Useem. "It's a book you read for the stories, not because you're looking for a solution," Covert told me. "I think the stories sit in the back of your mind, and when you looking for a solution," Covert told me. "I think the stories sit in the back of your mind, and when you reach a crisis situation -- which so many people are right now -- you can call on them." (And yes, I am reach a crisis situation -- which so many people are right now -- you can call on them." (And yes, I am related the author, he's my dad.)related the author, he's my dad.)

3. 3. The Leadership ChallengeThe Leadership Challenge, by Jim Kouzes and Barry Posner. "It's the first book you read on leadership , by Jim Kouzes and Barry Posner. "It's the first book you read on leadership because it offers such a compelling model for thinking about leadership," said Sattersten. "You can use because it offers such a compelling model for thinking about leadership," said Sattersten. "You can use it as a basis for looking at everything else you encounter."it as a basis for looking at everything else you encounter."

4. 4. Control Your Destiny or Someone Else WillControl Your Destiny or Someone Else Will, by Noel Tichy and Stratford Sherman. The book, about , by Noel Tichy and Stratford Sherman. The book, about Jack Welch's leadership at GE, is the story of "the great corporate turn-around story of the 20th Jack Welch's leadership at GE, is the story of "the great corporate turn-around story of the 20th century," said Sattersten. And not because GE was faltering when Welch took charge -- on the contrary, century," said Sattersten. And not because GE was faltering when Welch took charge -- on the contrary, said Sattersten, GE at the time was running "an acceptably profitable business," and yet still Welch was said Sattersten, GE at the time was running "an acceptably profitable business," and yet still Welch was able to implement major changes. able to implement major changes.

The other books on their list are:The other books on their list are:Leadership is an Art,Leadership is an Art, by Max De Pree by Max De PreeThe Radical LeapThe Radical Leap, by Steve Farber, by Steve FarberLeading ChangeLeading Change, by John Kotter, by John KotterQuestions of CharacterQuestions of Character, by Joe Badaracco, by Joe BadaraccoThe Story FactorThe Story Factor, by Annette Simmons, and , by Annette Simmons, and Never Give In! SpeechesNever Give In! Speeches by Winston Churchill. by Winston Churchill.

Next DayNext Day

Read Chapter 2 (do a one page summary) Read Chapter 2 (do a one page summary) Follow the “two plus one” modelFollow the “two plus one” model Come with a list of Team members and a Come with a list of Team members and a

signed contractsigned contract