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Mastery in Leadership: Prof. Barron & Daly's Guide

Professors Barron and Daly provide insight into leadership models and skills. Learn the rules of engagement, class formats, preparation methods, assignments, communication strategies, grading criteria, ethical principles, leadership qualities, and the development of leaders. Explore the life overview of Churchill as a case study in leadership.

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Mastery in Leadership: Prof. Barron & Daly's Guide

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  1. Models of Leadership Professors Barron and Daly Teaching Assistant: Chang September 12th.,2000 6.00-8.50 pm.

  2. Rules of Engagement: Attendance and Seating • Attendance and Attention Expected • One excused cut, (e.g. family emergency, not recruiting soirees), plus Religious Holidays • Unexcused absences “count” • No recording or videotaping • Late arrivals or early departures:grade reduced • Keep same seat • Name card in place

  3. Rules of Engagement: Participation • Engaged, whether as speaker or listener • Respect for colleagues paramount • Raise hand and wait to be called upon • Cogent comments, succinctly stated, adding value • Quality, not Quantity • Uninterrupted • Conflict of ideas welcomed • Difficulties? See Prof. Barron

  4. Rules of Engagement:Access • Gdaly@stern.nyu.edu; 11thfloor,KMEC • Pbarron@stern.nyu.edu; 9-167, KMEC; 988-0809 • Yhc231; 6th Floor TA Office • Meet with Prof Barron, at least once; e-mail to schedule • Class Web Page

  5. Learning ProcessTwo Class Formats • Conventional • Lecture • Cases, Readings Analysis • Discussion • Guest Speakers • Short presentation • Q and A

  6. Learning Process:Ingredients • Text and Articles • Background and Frameworks • Cases, Profiles • Stylistic, Situational Examples • Class Experience • Reality, Comparisons, Perspectives • Guest Speakers • Exemplars, Dialogue

  7. Learning Process:Class Preparation • Thorough preparation goes beyond reading to analysis • Prior readings and classes inform future classes • Notes are helpful for class participation • One page memo required each week on one of the questions posed for the readings

  8. Learning Process:Assignments • Write Diary at end of each class • Discussion Leaders: Teams of two • Provide succinct analysis of subject and introduce class discussion • Counts as a memo • Weekly Memo, based on class preparation questions • Two Short Essays, 2-4 pages • Final Exam, Open Book, 10-12 pages

  9. Learning Process:Communications • Oral and written communications should be structured as though addressing your CEO or Board • The principles are: • Analysis, not regurgitation of the material as written • Crisp, clear, articulation of your perspective, with 2-3 supporting arguments or points of evidence • Avoid stream of consciousness

  10. Learning Process:Communications • Written communications should have: • Clear and logical structure • Well articulated and supported reasoning • Grammatical soundness, including spelling

  11. Learning Process:Communications • Verbal communications involves respect: • Listening as well as talking • Understanding different points of view • Challenging ideas without making (or receiving) the challenge as a personal attack

  12. Learning Process: Communications • With Guest Speakers: • Remember….”CEO Communications”! • Focus on the Speaker’s background and story and prepare questions • Keep questions and comments focused on the leadership aspects of the speaker’s role and remarks

  13. Grading • Class Participation 40% • Short Papers 20% • Final Exam Essay 40%

  14. Ethics • Outstanding Leadership is rooted in a deep seated belief in and application of a code of ethics • The highest standards are expected of members of Stern Students • The Honor Code process and procedures will be followed by Profs. Daly and Barron

  15. The Work of the Leader(Kotter) • Vision and Strategy • Resource Alignment • Measurement and Monitoring • Development of People, Culture • Communication

  16. Leadership Qualities • Demonstrable Competence • Unassailable Integrity • High Standards • Effective Communicator • Sense of Group, of Common Enterprise • Strong Sense of Self but Checks Ego at Door • Capacity to Believe and Commit and Get Others to do the Same • Willingness to Accept Risk and Conflict Arising from Change

  17. Leadership Qualities (Cont.) • Patiently decisive • Stays the course

  18. The Development of Leaders • Right Stuff and Right Path • Early Experiences Important • Know Thyself • Successive Stretch Assignments • Defining Moments • Broadening Experiences • Mentoring and Mentors • Exit and Farewell

  19. Churchill Overview • Born 1874 to prominent English family • Achieves fame in Boer War, 1899-1900 • Elected to Parliament 1901, rapid ascent • Changes parties, achieves Cabinet rank • Dardanelles debacle, leaves Cabinet • Changes parties again, re-joins Cabinet, 1924 • To the Wilderness, 1929-39 • Prime Minister, 1940-45, (also 1950-55)

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