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BMA5557: Leadership in Organizations

BMA5557: Leadership in Organizations. Fall, 2010. How can we learn about leadership? Reframing: an Introduction Contracting: syllabus. Agenda. Leadership Dialogue. What is leadership? Authority? Power? Credibility? How does the leader-constituent relationship work?

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BMA5557: Leadership in Organizations

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  1. BMA5557:Leadership in Organizations Fall, 2010

  2. How can we learn about leadership? • Reframing: an Introduction • Contracting: syllabus Agenda

  3. Leadership Dialogue

  4. What is leadership? • Authority? • Power? • Credibility? • How does the leader-constituent relationship work? • Leader leads, others follow? • Leader seeks to please, respond to constituent expectations? • Should leaders do what followers expect? Or what they don’t expect? • What’s the test of leadership? • High rating from followers? • Progress on important challenges? • Take people where they need to go even if they’re reluctant? Issues in the dialogue

  5. How do you learn to lead? • Listen to experts? • Read? • Observe leaders in action? • Learn from experience: trial and error? • Dance floor and balcony • Content (what)  Process (how) • See the here-and-now, make sense of it, and respond in real time? • Trust and risk • Who can we trust? • How much risk are we willing to take? Issues in the dialogue

  6. What is Leadership?

  7. A relationship of mutual influence • Leading to collective effort • In the service of shared or compatible purposes and values • In a context of uncertainty and conflict Leadership is…

  8. Intense competition for individuals capable of leading organizations • “Winner take all” • Environment of extreme cognitive complexity requiring extraordinary strategic thinking skills and ability to make high-quality decisions quickly in face of competitive pressure and uncertainty • “Perspective is worth 50 IQ points” • Leadership capacity scarcer than technical skills • Communication and talent development key elements of leadership • An increased priority on executive teambuilding: it takes teams of executives to create and implement winning strategies in the face of turbulence and complexity Leadership Trends

  9. Reframing: an Introduction

  10. Are Managers Clueless?

  11. 好 • 女(nǚ) = woman • 子 (zǐ) = child • 好(hǎo) = good Why clueless?

  12. Some say love, it is a river, that drowns the tender reed. Some say love, it is a razor, that leaves your soul to bleed. Some say love, it is a hunger, an endless, aching need. I say love, it is a flower, and you its only seed. Reframing:

  13. Images of Leadership

  14. A Structural View • Metaphor: complex machine • Leader: analyst, architect • Strategy: do your homework, analyze, design new approach, implement • Focus: data, logic, structure, plans, policies,

  15. A Human Resource View • Metaphor: Extended family • Leader: servant, catalyst • Change strategy: build relationships, listen, educate, be open, empower others • Focus: skills, attitudes, teamwork, communications

  16. Metaphor: jungle Leader: warrior, advocate, negotiator Change strategy: map terrain, create agenda, network, attract allies, defuse opposition, negotiate Focus: build a power base, get access, influence key players A Political View

  17. Metaphor: theater, temple Leader: wizard, prophet Change strategy: reframe, use self as symbol, stage rituals and ceremonies, tell stories, create drama Focus: meaning, belief, faith A Symbolic View

  18. Credibility • Symbols • Story Giving voice to the vision

  19. Syllabus is contract binding instructor and students • Contracting process is your opportunity to shape the agreement Contracting: Syllabus

  20. Bolman and Deal, Reframing Organizations, 4th ed. San Francisco: Jossey-Bass, 2008 • Gallos, Business Leadership, 2nd ed. San Francisco: Jossey-Bass, 2008 Readings

  21. Read syllabus • Meet in groups. Discuss: • What makes sense or looks good? • What’s not clear? • What would you like to change? • Have a rationale: how will the change promote learning? Contracting Process

  22. Assignments: • Individual and team exam • Leadership challenge • Final paper (optional) BMA533 Logistics

  23. Readings: •  Argyris, “Skilled Incompetence” (HBR article in binder) • Bolman & Deal, Chapter 8 • Case: The Case of the Underperforming Executive • Study questions for case: • What is your assessment of Sandy's effectiveness in the meeting with Bill? Inwhat ways was Sandy effective or ineffective? Next class: How do we know if we know what we’re doing?

  24. Problematize: to illuminate complexities and subtleties in something taken for granted

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