MIM 512 Global Leadership & Ethics January 2012

1. MIM 512 Global Leadership & Ethics January 2012 Portland State University

2. Agenda • Syllabus Review • What does Leadership mean to you? • How does ethics play a part? • One word describing leadership • Andreadis Article & Discussion • Lecture • Leadership types • Definitions • Lynham Article & Discussion

3. Guest Speakers: “Planned” • John Larkin: Former CFO Kimberly Clark – S. Korea & Thailand • Anna Young: Senior Director of Strategy and Learning Mercy Corps • Jay Li: VP & GM Li-Ning Europe and Americas • Tichelle Sorenson: Attorney with Swider Medeiros Haver practicing in the areas of intellectual property, business, & cross-border transactions,

4. Systems thinking – Organizational effectiveness • Accomplishes the mission, develops competencies to support the vision • Mission & vision are aligned with strategy • Balanced scorecard: Financial, customer, innovation, & processes • 7-S alignment of objectives • Systems – holistic view, feedback and balancing loops, very rigid push-back on change. • Governance (strategy); management (allocate resources); Work (lean processes); people (HR).

5. 7 Deadly Sins of Performance Measurements • Vanity – cognitive dissonance (IBM PC) • Provincialism – only measure within an org group • Narcissism – measure from your point of view, not the customer • Laziness – We know best • Pettiness – only a small component of what matters • Inanity – Measure what you want to change • Frivolity – Not taking metrics seriously

6. Questions • What is the 7S model? What might be an 8th “S” that affect strategy? • What is the system model and how does it work? Is there another branch to the system? • Define competence – how does it relate to learning & knowledge? Some examples of what learning enables?

7. ….Some answers & dilemmas • 8th “S”? Supply chain strategy / risk mitigation; Avoiding stagnation / shift to innovation; sustainable practices • 5th branch? Innovation as stand alone system input in everything the org does • Learning and the dissemination of knowledge; tacit, codified, decision rights, & alienable rights

8. Leadership Defined: • Peters and Austin (1985) the releasing of new energy in others. • Halloran and Benton (1987) the ability to motivate or direct the actions of others. • van Linden and Fertman (1998) “an individual who thinks for themselves, communicates their thoughts and feelings to others, and helps others understand and act on their own beliefs; they influence others in an ethical and socially responsible way” (p. 17). • Kouzes and Posner (1988) an observable set of skills and abilities that both experienced and novice leaders can use to turn challenging opportunities into remarkable successes. • Great Person Theory: Are leaders born or developed?

9. Leaders Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Independent Managers Rational Consulting Persistent Problem-solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Leaders versus Managers

10. Why leadership has been defined so many different ways

11. Level of Conceptualization for Leadership Organization (process that occurs in a larger open system) Group (group process) Dyadic (Relation btw a leader & another individual) Individual (Behavior on individual leader)

12. The Nature of Leadership • How does leadership fit within the process of an organization? • Who sets the leadership style? (p. 35, 37) • The process? (event) • The followers? (organization) • The leader? (individual) • Do rule breakers make better leaders? • U of O President? • Do mistakes early in careers lead to better leadership? • Traits versus followers affect on leaders

13. Factors Affecting Style • Leadership style may be dependent on various factors: • Risk - decision making and change initiatives based on degree of risk involved • Type of business – creative business or supply driven? • How important change is – change for change’s sake? • Organisational culture – may be long embedded and difficult to change • Nature of the task – needing cooperation? Direction? Structure?

14. Cognitive Skills Mental abilities and knowledge Problem-solving skills Imagination, creativity, and a willingness to experiment Technical and professional competence (knowledge of the business) Personality Traits Enthusiasm Self-confidence Trustworthiness Emotional intelligence Needs for power and achievement A sense of humor Leadership Traits and Characteristics

15. Adaptability to Situation: Choosing a tactic based on circumstances Direction Setting: Leaders gather data and search for patterns (inductive) Performance Standards: Setting high standards increases productivity, partly because of Pygmalion effect Risk Taking and Action: Implementation of decisions Hands-on Guidance: Beware of micromanagement Frequent Feedback: Performance feedback influences action Stability of Performance: Leaders remain steady under pressures Asking Tough Questions: Make people think Strong Customer Orientation: Interest in satisfying needs Task-Related Attitudes & Behaviors

16. Alignment & Mobilization: alignment = spiritual/intuitive mobilize = working together Concert Building: self-evaluating, self-correcting, self-renewing system Inspiration: build enthusiasm Satisfaction of Human Needs: achievement, belonging, recognition, self-esteem, feeling of control Making Work Meaningful: explain how particular job helps company or society Emotional Support & Encouragement: supportive behavior Promotion of Principles and Values: contribute to welfare of individuals and organization Relationship-Oriented Attitudes & Behaviors

17. Other Bases for Comparing Leadership Theories • Leader- vs. follower-centered theory • Characteristic and action of leader • Characteristic of followers • Descriptive vs. prescriptive theory • Descriptive, • Explain leadership processes • Describe the typical activities of leaders • Explain why certain behaviors occur in particular situation • Prescriptive, • Specify what leader must to do to become effective • Identify any necessary condition for using a particular type of behavior effectively • Universal vs. contingency theory • Some aspect of leadership that applies to all types situation. • An aspect of leadership that applies to some situation but not to others.

18. Types of Leadership Style • Autocratic: • Leader makes decisions without reference to anyone else • High degree of dependency on the leader • Can create de-motivation and alienation of staff • May be valuable in some types of business where decisions need to be made quickly and decisively

19. Contingency Theories of Leadership • The Path-Goal Theory of Leadership • Specifies what a leader must do to achieve high morale and productivity in a given situation. • Focuses on helping employees find the right path to goal attainment. • Assumes that the leader will choose the right leadership style to match the contingencies of a particular situation. • Is based on expectancy theory in that its key propositions relate to motivation, satisfaction, and performance.

20. The Leader-Member Exchange Model (LMX) • Leaders do not relate to each group member in the same manner. • Leaders develop unique working relationships with each group member. • In-groups are given additional rewards, responsibilities, and trust in exchange for their loyalty and performance. • Out-groups have a more formal (traditional) superior-subordinate relationship with the leader. • Research findings • In-group membership is beneficial to its members. • High-quality leader-member exchanges improve delegation. • Supervisors are not overly influenced by the exchanges.

21. Contingency Theories of Leadership • The Situational Leadership Model • Explains how a leader chooses a leadership style that is appropriate to the readiness of group members. • Readiness is defined as the extent to which a group member has the ability and willingness or confidence to accomplish a task. • As the readiness of group members increases, a leader should rely more on relationship-related leadership behaviors and less on task-related leadership behaviors.

22. The Situational Model of Leadership .

23. Describing the approach to Servant Leadership • The servant-leader is servant first. • Leadership is a conscious choice which is a natural progression from serving. • Leadership is the opportunity for serving more broadly • The objective = enhance the growth of individuals. • Not about achieving personal gain, personal power, etc.

24. Premises of Servant-Leadership • Personal change and organizational change are inherently linked. • Service to individuals represents one of the most liberating vehicles. • Transformation does not rest with, nor is the responsibility of, one individual, but rather is a collective and mutual responsibility. • Serving establishes the platform from which the caring (genuine caring for others) and quality of institutions may be developed and nurtured.

25. Transactional vs. Transformational Leadership: Bass (1985)

26. Dimension and Corresponding Behaviorsof Transformational Leadership

27. Group processes & Attributes • Diversity or traditional org structures by discipline • How do groups interact and share knowledge? • How does geography, outsourcing, or culture play a part? • Emphasize collective versus individual outcomes? • Pitfalls? Group think, uncertainty avoidance? • Leaders affect the culture of the group? • Time, regulation, economic, self efficacy, etc constraints.

28. Leadership Development • We assume leaders can be developed given that orgs spend $20-$40B annually • Studies confirm that leaders do indeed develop: • Need to understand how to measure leadership effectiveness first. • Self Management, social capabilities, & work facilitation capabilities: (p. 119) • 10year horizon to develop leadership skills • Three factors that accelerate leadership learing: • Job transitions • Task-related characteristics • obstacles

29. Change Leadership • The most challenging aspect of business is leading and managing change • The business environment is subject to fast-paced economic and social change • Modern business must adapt and be flexible to survive • Problems in leading change stem mainly from human resource management

30. Change Leadership • Leaders need to be aware of how change impacts on workers: • Series of self-esteem states identified by Adams et al and cited by Garrett • Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge

31. Geo-leadership challenges • Cultural competency required • Working across borders, both organizationally & geographically • A common frame of reference is required • culture • motivation

32. Geo-leadership challenges: 7 key Principles • Care – equal concern for stakeholder groups and profit • Communication – appreciate cultures • Consciousness – be aware of diversity • Contrasts- comfort with ambiguity • Context – being authentic with other cultures • Change – adaptive and both evolutionary / revolutionary • Capability – know yourself as well as others • Chart on Wibbeke (p. 19)

33. Responsible Leadership • Linking leadership to performance and ethics in the workplace • Three units of importance: • Consideration of constituency • Framework of responsibility • Domains of performance • Laws of interaction: Categorical and Sequential

34. Questions • What are the components of the three units of RLP? • How do the Laws of interaction work within the framework of RLP? • How does this translate into practice?