Leadership

LeadershipTeam members:• Mai Nam Chuong• Pham Tan Liem• Nguyen Huu Quang

Instructor: Prof. Tomas

Benz

2

Agenda

• Leadership vs. management• Characteristics of leader• Behavior of leader• Leadership by context• Contemporary theories

Theories

• Ethics• Trust• Culture• Remote leadership

Challenges

• Find a suitable leader• Train a leader

Practices

3

Theories


Theories


Challenges


Practices

Leadership

• The ability to influence a group toward the achievement of a vision

• Formal influence due to organization structure

• Informal influence outside the formal structure

4

Leadership Trait Behavior Context Contemporary theories

Leadership vs. Management

• Leader:

• Challenge status

• Create visions

• Inspire members

• Manager:

• Formulate plans

• Oversee day-to-day operation

5


Trait theories

• Who is a leader?

• Identify a set of traits (personal attributes) that distinguished leaders from non-leaders.

• Predict a leader

6


Trait theories (2)

• Big Five

• Openness

• Conscientiousness

• Extraversion

• Agreeableness

• Neuroticism

• Emotional Intelligence

7


Behavioral theories

• What do leaders do?

• Can we train people to be leader?

8


Behavioral categories

• Task oriented: Focus on the completion of particular tasks as a measure of success

• People oriented: Focus on employee’s feeling and treat employees with respects

9


Contingency theories

• Situational influences

• Under which conditions are certain leadership styles more effective?

10

Contingency• Fiedler Model• Situational leadership• Path-Goal theory• Leader Participant theory


Contingency theories (2)

• Fiedler Model

• Identify leadership style

• Define situation

• Match style and situation

11



• Situational Leadership

• Is employee able to work?

• Does employee willing to work?

12



• Other theories

• Path-Goal theory

• Leader-Participation theory

13


Contemporary theories

• Charismatic leaders

• Refer to someone with certain gifts or abilities

• Gain followers through personality rather than through power

• Have a vision

• Willing to take risk to achieve that vision

• Sensitive to followers needs

• Exhibit extraordinary behaviors

Are charismatic leaders born or made?

Does effective charismatic leadership depend on the situation?

14


Transformational vs. transactional leadership

15

Transactional leaders

• Path-goal theory• Task focused

Transformational leaders

• Inspired followers• People focused


16

Challenges of leadership


Theories


Challenges


Practices

17

Challenges of leadership

What are critical issues a leader will cope with?

ETHICS TRUST CULTUREREMOTE

LEADERSHIP

18

Ethics

The problem is:

A leader, who has lots of rights, is easy to abuse power!

Ethics Trust CultureRemote

leadership

19

Ethics (2)

• Know what’s right & wrong • Encourage ethical behaviors• Use their power to serve the

others

Ethical leaders

• Enhance power over followers• Use power to serve themselves

Unethical leader


leadership

20

Trust

The problem is:

Loses followers’ trust negative effects:

• Employees do not believe the leader any more

• Leader cannot encourage employee

• Employees will refuse to do task assigned by leader


leadership

21

Trust (2)

The solution authentic leaders:

• Know who you are

• Know what you value

• Share information

• Encourage open communication

• Stick to your ideals


leadership

22

Culture

The problem is:

Different cultures need different leader characteristics!


leadership

23

Culture (2)

To become effective leaders:

• Sensitivity to cultural differences

• Adapt style when work with people from different cultures


leadership

24

Remote leadership

The problem is:

Due to the lack of interacting face-to-face, it’s hard to:

• Read nonverbal cues

• Express opinions

• Build trust & relationship

• Manage conflict

What does this

emoticon mean?


leadership

25

Remote leadership (2)

The good solution is:

• Develop & maintain TRUST

• Inspiration through keyboard words

• Accurately read emotion in other’s messages


leadership

26

Practices

Theories


Challenges


Practices


27A talented programmer got a new assignment - lead a team of 15 others

28A senior programmer got a new assignment - lead a team of 15 others

• Can he survive?

• He will need a significant “upgrade”

• Leadership

•Communication, delegation

• Paradigm shift: “me” to “them”

• Some people never get it!

29

Foundation of teamwork – HRT Principles

Source: Brian W., Ben C., Team Geek – A Software Developer’s Guide to Working Well with Others

The art of “playing well with others”

30

Steve Ballmer, Microsoft CEO, 2000 – 2013 Leading Microsoft into the future

Microsoft case

31

Microsoft case (2)

“Maybe I'm an emblem of an old era, and I have to move on ... As much as I love everything about what I'm doing,

the best way for Microsoft to enter a new era is a new leader who will accelerate

change.”

Source: http://www.businessinsider.com/steve-ballmer-heres-the-real-reason-im-leaving-microsoft-2013-11

32

Trait

• Extraversion• Openness• Conscientiousnes

s• Emotional

intelligence

Behavior

• Initiating structure

• Consideration• Authentic: ethics

and trustworthy

Context

• People oriented• Situational

awareness• Charismatic and

Transformational

Microsoft case (3)

33

•Understand company culture

• Visionary

• Leadership track records

Microsoft case (4)

34

• Proven track record at Autodesk: revenues $300 million -> $1.5 billion

• Fired as CEO of Yahoo after 2.5 years

• Task-oriented

• Unclear vision and strategic direction

Yahoo CEO 2009-2011: Carol Bartz

35

Source: http://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431 http://finance.yahoo.com/q/bc?s=YHOO

Generations of Yahoo CEOs

http://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431

http://finance.yahoo.com/q/bc?s=YHOO

36

Source: https://www.ge.com/about-us/leadership/past-leaders http://finance.yahoo.com/q/bc?s=GE

Generation of General Electric CEOs

https://www.ge.com/about-us/leadership/past-leaders

http://finance.yahoo.com/q/bc?s=GE

37

Energy

Energize

Edge

Execution

Passion

Integrity

Intelligent

Maturity

Employee

Leadership

Source: Jack Welch and Suzy Welch, Winning

GE leadership framework: 4E – 1P

38

Summary

Trait

Behavior

Context

4E – 1P

Leadership

Q&A If you have any questions, please

ask us!

39

EXERCISES More practices to do

41

What are the characteristics of leaders

• Form 3 groups of 3-5 members.

• Brainstorm (at least 5 points):

• What are the characteristics of a leader?

• What do you think about a leader?

• What do you expect in this topic?

42

Ethical dilemma: Undercover leaders

Summary:

• Television show: Leader working undercover in his/her

company to find out how the organization really works

• Some criticize the show for its faux realism: CEOs

know the camera so every word & facial expression is

for the camera

• Recently, Australian government created a program

that places CEOs undercover in their own workplaces

43

Ethical dilemma: Undercover leaders

Questions:

1. Do you think it is ethical for a leader to go

undercover in his or her organization? Why or why

not?

2. Do you think leaders who work undercover are really

changed as a result of their experiences?

3. Would you support a government program that gave

companies incentives to send leaders undercover?

44Case Incident 1: Leadership Mettle Forged in Battle


Summary:

In 2008, facing a serious shortage of leadership-ready employees at the

store management level, Walmart decided to recruit from the U.S.

military: 150 junior military officers. The result:

• Walmart claims that it’s been able to bring in world-class leaders

who were ready to take over once they had learned the retail

business that Walmart could easily teach them.


• Military veterans do have a variety of valuable skills learned through

experience

• Make decision in less than optimal conditions

• Negotiate across cultures

• Operate under extreme stress.

• However, they do have to relearn some lessons from the service (ex: at

Google, there is nothing like the chain of command military leaders are

used to)

• Still, most forecasts suggest there will be an ample supply of battle-

tested military leaders ready to report for corporate duty in the near

future, and many companies are eager to have them.


Questions:

1. Do you think leaders in military contexts exhibit the same

qualities as organizational leaders? Why or why not?

2. In what ways not mentioned in the case would military

leadership lessons not apply in the private sector? What might

military leaders have to re-learn to work in business?

3. Are specific types of work or situations more likely to benefit

from the presence of “battle-tested” leaders? List a few

examples.

48

Case Incident 2: Leadership Factories

49

Case Incident 2: Leadership Factories

Questions:

1. Management consulting firms did very well on a per-employee basis,

partly because they are mostly made up of managers (as opposed to

blue-collar or entry-level workers). How big a factor do you think

composition of the workforce is in likelihood of producing a CEO?

2. Do you think so-called leadership factories are also better places for non-

leaders to work? Why or why not?

3. Assume you had job offers from two companies that differed only in how

often they produced CEOs. Would this difference affect your decision?

4. Do these data support the value of leader selection and leader

development? Why or why not?

Leadership

Education

Transcript of Leadership