Engineering and Technology Management ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL...

Engineering and Technology Management

ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS

Summer 2003

ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS

Summer 2003

Instructor: Mr. C. Michael Carolina

Dates: June 11 – July 9


ETM 5110 – LEADERSHIP STRATEGIESETM 5110 – LEADERSHIP STRATEGIES

Instructor: Mr. C. Michael CarolinaOffice: Room 204, Advanced Technology Research CenterTelephone: 405-744-2446Email: [email protected] Department: 405-744-9219

Prerequisite: Graduate Standing

Course Objective: This five-week (15-hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.


Biographical Summary C. Michael Carolina

Biographical Summary C. Michael Carolina

• Mr. Carolina is a research consultant with the Education, Research, and Economic Development Foundation of Oklahoma State University (OSU). He is also an adjunct professor in OSU’s College of Engineering, Architecture and Technology.

• He received his B.S. degree from OSU in 1967 and his M.S. from the University of Oklahoma (OU) in 1971. He completed AT&T’s Executive Development Program at Princeton, NJ, in 1986. Mr. Carolina served in several of AT&T’s New Jersey-based operations, including technology transfer of Bell Laboratories-designed telecommunications products to AT&T’s and Lucent Technologies’ joint ventures in India, Korea, Taiwan, The Netherlands, Spain, Brazil and St. Petersburg, Russia. In 1996, he was named engineering director at Lucent’s Manufacturing and Global Provisioning Center in Oklahoma City. He retired in 2001 after 28 years with the Western Electric Co., AT&T and Lucent. Mr. Carolina serves on the board of directors of the Oklahoma Medical Research Foundation, the National Memorial Institute for the Prevention of Terrorism, the Jim Thorpe Association, and serves on engineering advisory boards at OSU and OU.


ETM 5110 – LEADERSHIP STRATEGIES Text and Reference Materials

ETM 5110 – LEADERSHIP STRATEGIES Text and Reference Materials

Required Text

Peter Drucker, The Leader of the Future: New Visions, Strategies and Practices for

the Next Era, 1996. ISBN 0787901806

Reference Materials (Articles/Books): • Leadership That Gets Results (Goleman), Harvard Business Review. Reprint

Number R00202 (March, 2000).• Meeting the Challenge of Disruptive Change (Christensen and Overdorf), Harvard

Business Review. Reprint Number R00202 (3/01/01).• Leadership Transitions (Watkins), Harvard Business Review. Product Number

8024D (9/14/01).• Where Leadership Starts (Eckert), Harvard Business Review. Product Number

R00110B (11/01/01).• Steven Covey, The 7 Habits of Highly Effective People. ISBN 0671663984• Moving Mountains, Harvard Business Review. Reprint R0301B (January, 2003)• Leading for Value (Pittman), Harvard Business Review. Reprint R0304B (4/03/03)• The Top 25 Managers of the Year and Managers to Watch in 2001, Business Week.


ETM 5110 – LEADERSHIP STRATEGIESCase Studies

ETM 5110 – LEADERSHIP STRATEGIESCase Studies

• Case Study 1: “GE’s Two-Decade Transformation: Jack Welch’s Leadership” (Bartlett), Harvard Business Review, Product Number 301040.

• Case Study 2: “A Video with Craig Weatherup” (former CEO, Pepsico). Harvard Business Review, Product Number 494518 (4/4/94).

• Case Study 3: “Lycos, Inc.: The USA Network, Lycos and TMCS Merger” (Hutton), Harvard Business Review, Product Number 100048 (4/16/00).

• Case Study 4: “Meg Whitman at e-Bay, Inc” (Hill and Farkas), Harvard Business Review, Product Number 401024 (2/28/01). or

• “Compaq Computer Corp.: The Dell Challenge” (Ryans and Vandenbosh), Harvard Business Review, Product Number 900M14 (7/01/00).


ETM 5110 – LEADERSHIP STRATEGIES

Session 1


Session 1

“Immersion” thru anthology – video, HBR, news magazines, anecdotes

• Technology evolution• The knowledge – intensive economy• Next generation leadership• Looking for “common threads”

Establish bridge between leadership seminar and MSETM program

• Complementary dimension• Learning about leadership and its components• Finding the right model for individual/team success• Standards, ethics, integrity



Course Structure


Course Structure

• Review of leadership styles

• Examples of recognized leaders

• Examples of emerging leaders

• Values and integrity

• HBR case studies for relevance and application

• Guest executive lectures


Activities/Assignments by Week:Activities/Assignments by Week:Week I Introduction and assignment “0”(class survey/profile)(6/11)

Week II Lecture and discussion; review of HBR cases 1 & 2(6/18)

Week III Case studies 1 & 2 readouts and critique; review of HBR

(6/25) case studies 3 & 4; guest executive; and research assignment “A Successful Leader and the Keys to

Their Success”(student will select a recognized leader and summarize findings in approximately 400 words).

Week IV Case studies 3 & 4 readouts and critique; guest (7/02) executive; and student readouts from Week III assign-

ment (“A Successful Leader…”).

Week V Review and wrap-up.(7/09)



• Better understanding of leadership styles and their impact on an organization

• Better understanding of, and differentiation between, a leader and a manager

• Better understanding of the landscape and dynamics that influence an enterprise

• Better understanding of the principles that should form the linchpin of an enterprise

• Create an increased sense of entrepreneurship• Each student should be better able to map a course

toward acquiring an expanded set of leadership and management skills



Leadership is about coping with change.

Management is about coping with complexity.



Purpose

Connectivity

Relevance

Application


Creating a Culture of Invention and Innovation

Creating a Culture of Invention and Innovation


“If we are to remain pre-eminent in transforming knowledge into economic value, the U. S. system of higher education must remain the world’s leader in generating scientific and technological breakthrough and in preparing workers to meet the evolving demands for skilled labor.”

Allan GreenspanSpeaking at National Governors AssociationJuly 22, 2000



Vision + technology innovation + knowledge management = improved productivity and sustained performance



Moore’s Law

Transistor count (power) will double every 18 months and will continue for many years.


LEADERSHIP STRATEGIES

Environment

LEADERSHIP STRATEGIES

Environment

• Technology evolution• Shorter product lifecycles• Globalization• Increased competition• Downsizing/rightsizing• Entrepreneurial/intrapreneurial• Virtual corporation• Corporate corruption• Workforce/workplace/worktools


“In the News" (Companies and CEO’s)

• Adelphia - John Rigas • AOL Time Warner - Jerry Levin • Enron - Ken Lay • Global Crossing - Gary Winnick • ImClone - Samuel Waksal• Qwest - Joe Nacchio• Tyco - Dennis Kozlowski • WorldCom - Bernard Ebbers


What’s Happened Since 9-11-01?What’s Happened Since 9-11-01?

• Re-examining our values• Economic downturn and corporate corruption• Confronting terrorism – military and homeland defense• Defining threats

– chemical/biological /agricultural– cyber– weapons of mass destruction (WMD)

• Developing and deploying innovative/next generation science and technology– sensor, imaging, surveillance– energy policy and alternatives– disruptive technologies



Business Globalization Continuum

Local

Regional

National Global



Principles and Shared Values

• Results• Brand Image/Loyalty• Passion• Reach• Sustainability


ETM 5110 – LEADERSHIP STRATEGIESLeader/Manager and Convergence

ETM 5110 – LEADERSHIP STRATEGIESLeader/Manager and Convergence

Results:

• Customer satisfaction• Quality indices (six sigma, 1 in 10K, etc.)• Reliability (MTBF, MTBM)• New product introduction• Time to market/cycle time• Lifecycle management• Time to cash• Return on sales (ROS); assets (ROA); equity (ROE); capital (ROC)• Gross margin• Revenue/profitability• People development


JACK WELCH

VIDEO & EXHIBITS

GE’S TWO-DECADE TRANSFORMATION


ETM 5110 -LEADERSHIP STRATEGIES

Leadership/Management Excellence

ETM 5110 -LEADERSHIP STRATEGIES

Leadership/Management Excellence

Delivering Value Through: People

Products/Services

Processes

Enablers: Technology

Tools

Training



THE WAL-MART CULTURE

The principles and practices used by Sam Walton are still being used today.

Sam Walton’s 3 Basic Beliefs:

1) respect for the individual

2) service to our customers

3) strive for excellence


ETM 5110 – LEADERSHIP STRATEGIESLeadership “Vignettes”

ETM 5110 – LEADERSHIP STRATEGIESLeadership “Vignettes”

• Leadership pre 9-11• Leadership post 9-11• The Harley-Davidson posse ride• The Abilene Paradox• Emotional intelligence (EI) vs. IQ• A “walk in the woods”• The leader/manager as portfolio manager• Leveraging the art of leadership into the science of

results• Developing a “bag of tricks”


ETM 5110 – LEADERSHIP STRATEGIESSome Leadership Attributes

ETM 5110 – LEADERSHIP STRATEGIESSome Leadership Attributes

• Visionary (thinking strategically, globally, commercially)• Effective communicator• Innovative and bold• Tough• Smart• Able to assess risks• Ability to build relationships (internal and external)• Objective• Ability to process diverse information• Embraces technology• Broad understanding of the business• Focuses on sustainable growth• Creates esprit de corps• Gets results



What Wartime Leaders Do

1. Define the business of the business2. Create a winning strategy3. Communicate persuasively4. Behave with integrity5. Respect others6. Act

Judith Bardwick, “Peacetime Management and Wartime Leadership.” (Excerpt from Peter Drucker, The Leader of the Future, page 131-141.)



Four Simple Things that Effective Leaders Know

1. The only definition of a leader is someone who has followers.

2. Popularity is not leadership, results are.3. Leaders are highly visible, i.e., they set

examples.4. Leadership is not rank, privilege, title, or

money. It is responsibility.

Peter Drucker, The Leader of the Future



Three Roles of the Leader in the New Paradigm 1. Pathfinding (principle–centered)

2. Aligning

3. Empowering

Steven Covey, “Three Roles of the Leader in the New Paradigm.” (Excerpt from Drucker, The Leader of the Future, pages 149-159.)


Level 5 Leadership

1. Humility2. Will3. Ferocious resolve4. Tendency to give credit to others5. Assign blame to themselves

Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.)



In short, real leaders have passion and create passion, commitment, and an emotional bond among his/her followers.





The Six Basic Leadership Styles


The Six Basic Leadership Styles

• Affiliate (“people come first”)• Authoritative (“come with me”)• Coaching (“try this”)• Coercive (“do what I tell you”)• Democratic (“what do you think?”)• Pacesetting (“do as I do, now!”)

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.



Ranking of Leadership Styles in Order of Positive Impact


Ranking of Leadership Styles in Order of Positive Impact

• Authoritative• Affiliate• Democratic• Coaching• Pacesetting• Coercive

Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.



Habit 1. Be ProactiveHabit 2. Begin with the End in MindHabit 3. Put First Things FirstHabit 4. Think Win/WinHabit 5. Seek First to Understand, Then to Be UnderstoodHabit 6. SynergizeHabit 7. Sharpen the Saw

Steven Covey, The 7 Habits of Highly Effective People.



Doing the Right Things to:

• Create stakeholder value

• Sustain employment

• Advance career

• Achieve personal balance

…personalizing leadership

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