MORS 430-71 syllabus (Pearce, Winter 2018) · SYLLABUS PROFESSOR NICHOLAS A. PEARCE ... David Wang,...
Transcript of MORS 430-71 syllabus (Pearce, Winter 2018) · SYLLABUS PROFESSOR NICHOLAS A. PEARCE ... David Wang,...
WINTER2018SECTION71
MORS430:LEADERSHIPINORGANIZATIONS
S Y L L A B U S
PROFESSORNICHOLASA.PEARCE,PH.D.@NAPPHD
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.1
D E P A R T M E N T O F M A N A G E M E N T & O R G A N I Z A T I O N S ( M O R S )
MORS430:LEADERSHIPINORGANIZATIONS
Winter2018•Section71Monday6:00pm–9:00pm
ChicagoCampus–WieboldtHall347 INSTRUCTOR:ProfessorNicholasA.Pearce,Ph.D.@NAPPHDEvanstonCampus–GlobalHub5181+1(847)467‐3468n‐[email protected]:Mondays4:30‐5:30pm,Wieboldt2MFacultySuite
TEACHINGASSISTANT:DavidWang,Management&[email protected]
COURSEOVERVIEW
ThegoaloftheLeadershipinOrganizationscourseistoenhanceyourabilitytoeffectivelybuildandlead high‐performing organizations. This course will integrate fundamental insights from thebehavioralandsocial sciences toprovideyouwitha coherent setof strategiesand techniques toeffectively leadwithout formalauthority,catalyzecollaboration, tap intoandmobilize thehumanand social capital of diverse stakeholders, diagnose and navigate complex team/organizationaldynamics, and ultimately influence meaningful, sustainable change within the organization andbeyond. In addition to deepening your leadership competence, this course will also build yourconfidence to take thewise& courageous action required to be successful in themodern globalbusinessenvironment.Thiscourseleveragesexecutive‐levelinsightsthataretailoredforemergingleaderswithinthefirstquartileoftheircareerdevelopment.
COURSEFORMATEachsession,wewillfocusonaparticularsetofleadershipskills.Ourgoalwillbetoequipyouwithatoolkitofprinciples,insights,strategies,andframeworkstopositionyouforeffectiveleadership.Wewillaccomplish thisbydiscussingkey theoreticalconcepts,analyzingcasestudiesofreal‐world leadershipandorganizationalchallenges,andengaginginexperientialexercisestoconcretizeyourlearning.
This course reflectsadual focusonboth conceptualandpractical training.Thecoursepacketarticlesintroduce key concepts and useful frameworks for thinking about common situations in complexorganizations.Thecasestudiesandclassexerciseswillprovideopportunitiestoapplytheories,concepts,andresearchfindingstoparticularsituationsandtohoneyourproblem‐definitionandproblem‐solving
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.2
skills.Thewrittenassignmentswillprovideyouwiththeopportunitytoreflectuponandsynthesizeyourinsights,andpracticeyouranalyticskillsinthecontextofrealbusinesssituations.
You should come to class prepared to summarize key points from each session’s readings and toactivelycontributetothecaseanalysis/experientialexercise.Asyoucompletethereading,askyourself:
Whatisthebasicargumenttheauthormakes? Whatarethekeyconcepts/principles? Sowhat?Howdoesthismatterforanorganization?Formycareer? WhataretheimplicationsforthekindsofchallengesImightfaceasaleader?
OFFICEHOURSOneofmy favoriteprivileges asoneofyourprofessors is tobe available to you to support yourlearninganddevelopmentoutsideoftheclassroom.IwillbeavailabletomeetwithyouonMondaysbeforeclassbetween4:30‐5:30pmintheWieboldt2MFacultySuite,aswellasbyappointment.Inaddition,Iamalwaysmorethanhappytostayintouchwithyoubeyondourclass.
COURSEMATERIALSAllassignedreadingscanbefoundinthestudy.netcoursepackorourCanvascoursepage.Pleasenotethatnoaudioorvisualrecordings(includingphotosorcopies)canbemadeoftheclassor coursematerials (including slides)without the permission of the professor. All exercises andtheirsolutionsareconfidential.Copyrightedmaterialscannotbecirculated,(micro)bloggedabout,posted,orsharedinanyform.Ifyouareunsureastotheapplicationofthisguidance,pleaseaskme.
EVALUATIONYouroverallperformanceinthiscoursewillbebaseduponthefollowingfourcomponents:
COURSE CONTRIBUTION (10%) – Your attendance, preparedness, full participation, and fullengagement are expected and appreciated by your classmates andme. Each sessionwill involveactivediscussionbasedonthereadings,cases,and/orexercises.Youwillbeinvitedand/orcalledupontothoughtfullyshareyourideasandtoactivelylistentoandinterprettheinsightsandissuespresented by others. Your attendance to class sessions and the consistency & quality of yourcontributions are vital to everyone’s learning experience and will therefore factor into theevaluationofyourperformanceinthisclass.Unexcusedabsences&latearrivalswillhaveasignificantimpactontheevaluationofyourcoursecontribution.
Qualitydiscussioncommentspossessoneormoreofthefollowingattributes: Offerarelevantperspectivewithconsistent,logicalreasoningandanalysis. Applythetheoryandconceptsofferedinthereadingsandlecturescorrectly. Advancethediscussionforwardbybuildingonpreviouscontributionswithoriginalinsights
andpowerful,provocativequestions–donotmerelyrestatepointsalreadymadebyothers.
Aclassofthissizerequirescarefulattentiontofairnessandmutualrespect foroneanother.Youareexpectedtoattendeachsessionontimeandtostayfortheduration.Ifyouhaveanunavoidableconflict,pleasedonotdisturbyourclassmatesbyarrivinglate,leavingearly,oraskingtohaveinformationyou
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.3
missedrepeatedduringtheclass.Pleaseletusknowatleast24hoursinadvanceifyouplantomissasessionsothatwecanadjustthein‐classexercisesandmakesureyoureceivethatday’smaterials.LEADERSHIPDEVELOPMENTEXERCISES(LDES)(20%)–Translatinginsightintoactionisnotalwayseasy.Animportantobjectiveofthiscourseistobridgethegapbetweentheoryandpractice,becauseeffectiveleadershiprequiresbothgreatinsightandwiseapplication.Inadditiontoexposingyoutocutting‐edgetheoretical insights, this coursewill provideyouwith theopportunity to apply these lessons to realbusinesssituationsviathreeLeadershipDevelopmentExercises(LDEs).EachLDEwillchallengeyoutoapplytheconceptspresentedinthecoursetoanalyzeabusinesscase.Eachassignmentwilltaketheform of an individually‐authored or team‐authored paper of 1‐2 pages in length (12‐pt. font size,double‐spacing,and1”margins).AnadditionalbenefitoftheLDEsisthattheywillhelpyoutocritcallyreflectuponanddeepenyourunderstandingofkeycourseconceptsasyouprepareforthefinalexam.
ThethreeLeadershipDevelopmentExerciseswillbedueatthebeginningofthefollowingclasses: LDE1(individual):Monday,January29(Session4) LDE2(individual):Monday,February12(Session6) LDE3(team):Monday,February26(Session8)
LEADERSHIPGROWTHPLAN(10%)–Thiscourseispredicatedonthebeliefthatyoucangrowinyourleadershipabilities.Throughoutthecourse,Iwouldlikeyoutorecordgrowthgoalsforeachsubjectareawediscussaswellasato‐dolistofactionsthatyoucanandwilltaketomakeyourselfabetterleader. Iwouldlikeyoutoprepareandsubmitthat“to‐do”list– your“LeadershipGrowthPlan,”prioritizedanddated.Thismeans thatyou shouldhave identifiednotonlywhatyouwilldo,butalsowhenyouwilldo it.Thisexerciseismostly foryou,but itwillalsohelpmeseehowyouareconvertingthecoursecontentintoarealactionplanforyourowngrowthasaleader.
Each element in your plan can be relatively brief – as simple as a bullet point with minimalexplanationsothatyoucanactuallyrememberwhatyoumeanby itandsoIcanhavean ideaofwhatyouwillactuallydo.Ifyouwouldliketomakeitmorespecificandelaborate,youcertainlycan–Ijustneedenoughspecificitytohaveagoodideaofyourplans.YourLeadershipGrowthPlanisdueatthebeginningofourlastsession,Monday,March12(Session10).SENIOR EXECUTIVE CAPSTONE PROJECT (20%) – Your own professional success will depend in largemeasureuponhoweffectivelyyoucultivate, learnfrom,andleverageallofyourrelationships.Theserelationshipswillgiveyouaccesstovital informationandexpertise,andwillhelptodetermineyourpowerandyouropportunities.Thisprojectwillprovideanopportunityforyoutodeeplyinvestigatehowsuccessfulexecutiveleaderscultivate,manage,andleveragetheirrelationshipstogetthingsdone.
Forthisfinalassignment,eachmemberofyourStudyGroupwillberequiredtointerviewatleastoneseniorexecutiveregardinghis/herexperiencesincultivating, learningfrom,andleveraginghis/hernetwork–bothtofacilitatehis/herowncareerdevelopmentandtotacklethetypesoforganizationalchallengesdiscussedinourcourse.Yourintervieweescanbefromorganizationsforwhichyouhavepreviouslyworked,organizationsforwhichyouwouldliketowork,orfromorganizationsthatareofparticularinterestorsignificancetoyou.Anticipatehavingtointervieweachleaderatleastoncetogainanunderstandingofhis/hersituation,his/hernetwork,andhowhe/sheleveragesthatnetwork.
Followingtheseinterviews,usingconceptslearnedinthecourse,yourgroupwillwriteacomparativeanalysisofyourleaders’networksandhoweffectivelytheyhaveutilizedthosenetworkstoaccomplishimportant career and organizational goals. The names of your interviewees will be kept strictlyconfidential;onlyifnecessary,youmayuseanaliaswhendiscussingyourintervieweesinyouranalysis.
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.4
Thisisanimportantexercisetofurthersolidifythelessonslearnedfromthecourseandlayanimportantfoundationforyoubeyondthecourse.The10‐pageanalysisisdueelectronicallyviaCanvasbyclasstimeonMonday,March12(Session10).Asapartof this coursecapstoneproject,youwill alsobeaskedtoevaluatetheperformanceofeachofyourgroup’smembers(includingyourself).Youwill findfurtherdetailsonthisassignment,aswellastheaforementionedevaluationformlaterinthissyllabus.FINALEXAM(40%)–Yourfinalexamwillfeaturebothmultiple‐choiceandshortanswerquestions.Theessayquestionsonthefinalexamwillpertaintoabusinesscasethatyouwillreceiveoneweekinadvanceoftheexam.Youwillbepermittedtobringthecaseandone(1)single‐sided8½”x11”pageofnotes(hardcopy)touseduringtheexam.Youmaystudywithothersandreviewallclassmaterial togetherexcept for thecase. It isanHonorCodeviolation todiscuss thecasewithanyoneotherthanProfessorPearceorhisteachingassistant.TheexamisanindividualeffortandwillbeadministeredonMonday,March19from6:00pm–9:00pm.Academicdishonestyofany kind in conjunction with the final exam will result in a failing grade for the course. If youregisterforthecourse,youareexpectedtobeabletositin‐personforthefinalexam.
CONSIDERATIONSFOROURCLASSCOMMUNITYTheKelloggHonorCodeandKelloggCodeofEtiquettebothfullyapplytothiscourseandrepresentourshared set of community expectations and values to promote the optimal learning environment foreveryone in our School (see http://www.kellogg.northwestern.edu/stu_aff/policies/honorcode.htmand http://www.kellogg.northwestern.edu/stu_aff/policies/etiquette.htm). Academic dishonesty onanysubmittedworkwillbereportedtotheDean’sOfficeandwillresultinafailinggrade.Moreover,yourfellowclassmatesandIexpectyouto:
Arrivetoallclasssessionson‐timeandwell‐prepared. Engageactivelyandthoughtfullyinallclassdiscussionsandexercises. Not sabotage your colleagues’ learning experience by discussing your prior knowledge of
any cases/exercises with other students, showing confidential role information to othersbefore/duringexercises,and/ornotfullyengaginginexercises.
Notcommunicatewithothers(outsideofyoursection)regardingyourexperiencewithcoursecases/exercises–thiswouldconstituteaKelloggHonorCodeviolation.
Notborrow/sharenotes,handouts,cases,orexamsfrom/withpeopleoutsideofthisclass. Notuserecordingdevices,cameras,computers,tablets,etc.withoutpermissionduringclass. Notusecoursehandouts,exercises,cases,discussionquestions,presentationslides,
oranyothermaterialsusedinthisclassforpurposesotherthanthisclasswithouttheexpresswrittenconsentoftheprofessor.
ACCESSIBILITY–AnystudentrequiringaccommodationsrelatedtoadisabilityorotherconditionisrequiredtoregisterwithAccessibleNU([email protected]‐467‐5530)andprovideprofessorswithanaccommodationnotificationfromAccessibleNU,preferablywithinthefirsttwoweeksofclass.Allinformationwillremainconfidential.
©2018NicholasA.Pearce,Ph.D.NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.5
LeadershipinOrganizationsMonday,January8
Session1
Objectives: Developatheoryofleadershipinorganizations Developindividual&collectivelearninggoalsforthecourse
Read:
WhyManagersStillMatter(Foss&Klein,2014) BecomingtheBoss(Hill,2007)
–DENOTESREADINGAVAILABLEONCANVASC
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ThePsychologyofEthicalDecisionMaking*Friday,January19
Class2DUE:Briefmemo(nomorethan1pg.)statingyourSpeedVenturesracedecision&yourrationaleObjectives:
Demonstratehowpsychologicalbiases&heuristicscorruptmanagerialdecisions Developstrategiesformakingconsistentlysmartmanagerialdecisions Gaugeyourperformanceinmakinghigh‐stakesmanagerialdecisionsviaanin‐classexercise
Read:
LeadersasDecisionArchitects(Beshears&Gino,2015) How(Un)ethicalAreYou?(Banaji,Bazerman,andChugh,2003) BONUSREADING:BecomingaFirst‐ClassNoticer(Bazerman,2014)
Case:
SpeedVentures–DISTRIBUTEDFOLLOWINGCLASS1
–DENOTESREADINGAVAILABLEONCANVASC
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Together:TheEssentialsofEffectiveCollaborationMonday,January22
Class3Objective:
Learnstrategiesforbuildingandleadinghigh‐impactteams Learnstrategiesforharnessingthebenefitsofdiversity Gaugeyourcollaborationskillsthroughanin‐classteamexercise
Read:
TheDisciplineofTeams(Katzenbach&Smith,2005) LeveragingDiversitythroughPsychologicalSafety(Edmondson&Roloff,2009) BONUSREADING:TeamworkontheFly(Edmondson,2012)
Case:
Teamcollaborationexercise(tobecompletedinclass)
–DENOTESREADINGAVAILABLEONCANVASC
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PrinciplesofInfluence&PersuasionMonday,January29
Class4
DUE:LeadershipDevelopmentExercise#1Objectives:
Learntheart&scienceofpersuasion Learnhowtoidentify&leveragepersonal,interpersonal,andproceduralsourcesof
influence Gaininsightintohowtoinfluenceimportantoutcomesviaanin‐classvideocase
Read:
HarnessingtheScienceofPersuasion(Cialdini,2001) GettheBosstoBuyIn(Ashford&Detert,2015) TheTeddy‐BearEffect(Livingston&Pearce,2009)
Case:
12AngryMen(in‐classvideocase)o Anticipatethesecasediscussionquestions:
1. Identifythedysfunctionalpropertiesofthisgroupastheypertaintoinformationsearch,thelogicofevidence,andpowerdynamics.Whydothesepropertiesexist?
2. Howdoesthemainplayerinthegroupintroducecounter‐normativeandcounterfactualargumentsintothegroupdiscussioninordertoswayopinion?Whatdoesn’thedo?
3. Whatstrategieswouldyouusetoovercomethedysfunctionalpropertiesofthegroup?Whatstrategiesshouldbepurposefullyavoided?
–DENOTESREADINGAVAILABLEONCANVASC
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©2018NicholasA.Pearce,Ph.D.NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.9
TheFundamentalsofNegotiationMonday,February5
Class5Objective:
Gainnegotiatingexperienceviaaone‐on‐onenegotiationexercise Learnthecoreprinciplesofexpertnegotiatingtactics Diagnoseyournegotiationskillsanddominantnegotiatingstyle
Read:
ThinkingRationallyAboutNegotiation(Bazerman&Neale,1992) InvestigativeNegotiation(Malhotra&Bazerman,2007) BONUSREADING:NegotiatingaSalaryorRaiseinaToughEconomicClimate(Gordon,2008) BONUSREADING:WhentoComeOutSwinging(basedonGalinsky,Ku,andMussweiler,2011)
Case:
Negotiationexercise(tobecompletedinclass)–DISTRIBUTEDFOLLOWINGCLASS4
–DENOTESREADINGAVAILABLEONCANVASC
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Connected:Leadership&thePowerofSocialCapitalMonday,February12
Class6
DUE:LeadershipDevelopmentExercise#2andcompletedSixDegreesWorksheetObjectives:
Learnstrategiesforbuildingnetworksrichinsocialcapital Assessyoursocialcapitalandopportunitiestomoreintentionallydevelopyoursocial
network Learnstrategiesforleveragingyournetworkforpersonalandorganizationalbenefit
Read:
WhatIsSocialCapitalandWhyShouldYouCareAboutIt?(Baker,2000) IntheCompanyofGiversandTakers(Grant,2013) BONUSREADING:ASmarterWaytoNetwork(Cross&Thomas,2011)
Case: SixDegreesofSeparation(tobecompletedinadvance)–DISTRIBUTEDFOLLOWINGCLASS5
–DENOTESREADINGAVAILABLEONCANVASC
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Engaged:TheArt&ScienceofHumanMotivationMonday,February19
Class7Objectives:
Learnstrategiesforcatalyzingproductivebehaviorbymotivatingothers Learnstrategiesforhowtoassess,influence,andleverageanorganization’sculture
Read:
WhyYouHateWork(Schwartz&Porath,2014) Box,Inc.:PreservingStart‐UpCultureinaRapidlyGrowingCompany(Cohen,2015) BONUSREADING:LargeStakesandBigMistakes(Ariely,etal.,2009) BONUSREADING:WouldYouLikeYourBonusinCashorCake?(Roese,2013)
Case:
Box,Inc.:PreservingStart‐UpCultureinaRapidlyGrowingCompany(Cohen,2015)Anticipatethesecasediscussionquestions:1. HowwouldyoudescribethecultureatBox,Inc.?2. Whatare the advantages anddisadvantagesof the company’s culture?Whatwould
youwanttoknowmoreaboutifyouweredecidingtotakeajobatBox,Inc.?3. WillBox,Inc.beabletomaintainitsrapidgrowthandscalewithitscurrentculture?
–DENOTESREADINGAVAILABLEONCANVAS
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LeadingContagiousChange–Part1Monday,February26
Class8
DUE:LeadershipDevelopmentExercise#3Objectives:
Experiencethecomplexdynamicsofleadingandexperiencingchange Gaugeyourperformanceinleadinganorganizationalchangesimulation Acquirestrategiesandskillsforchampioningandleadingchange
Read:
TheThreeRulesofEpidemics(Gladwell,2000) TheNetworkSecretsofGreatChangeAgents(Battilana&Casciaro,2013) TheEISUserManual(AlphaLabs,2008)
Case:
EIS(AlphaLabs,2008)–SOFTWAREDOWNLOADAVAILABLEONCANVASo Youwilluseacomputersimulationinclasstopracticeyourskillsinleadingachange
initiative–thewinningteamwinsaprize.o Familiarizeyourselfwiththesimulationbeforeclass–befamiliarwiththenames&
positionsofthe22executivesatTeleswitchesCorp.andthevariousinfluencetacticsatyourdisposal(e.g.workshop,speaker,e‐mail,etc.)asdetailedintheUserManual.
o Anticipatethefollowingcasediscussionquestions:1. WhichstrategieswereeffectiveatsecuringadoptersinEIS?Whichwere
ineffective?2. Whodoyoutargetwithachangeinitiative?3. Howdoyoufigureoutwhattacticsworkwithwhattargets?4. Whenshouldyoutimeyourtacticsformotivatingandachievingchange?
–DENOTESREADINGAVAILABLEONCANVASC
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LeadingContagiousChange–Part2Monday,March5
Class9Objectives:
Acquirestrategiesandskillsforchampioningandleadingchange Understandvariouspathwaystochangeinorganizationsandmarkets
Read:
TheCriticalFew:ComponentsofaTrulyEffectiveCulture(Katzenbach,vonPost,andThomas,2014)
–DENOTESREADINGAVAILABLEONCANVASC
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The#LeadWellForumMonday,March12
Class10DUE:SeniorExecutiveCapstoneTeamProject&TeamEvaluationandIndividualGrowthPlanObjectives:
Synthesizekeylearningsfromthecourse&planactionstepsforcontinuingdevelopment Understandthecomplexdynamicsofleadingandgrowingindividuals&organizations Learnhowtheprinciples,strategies,andframeworksdiscussedinclassaremanifestedin
thecareersofadistinguishedpanelofleadersRead:
HowWillYouMeasureYourLife?(Christensen,2010)
–DENOTESREADINGAVAILABLEONCANVASC
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AboutProfessorNicholasPearce
Dr. Nicholas Pearce serves as an award‐winning Clinical AssociateProfessor of Management & Organizations at the NorthwesternUniversityKelloggSchoolofManagement,wherehewasnamedMSMSProfessoroftheYearin2015.Heisalsothefounderandchiefexecutiveofficer of The Vocati Group, a global executive consultancy. He is aleadingscholar,lecturer,andtrustedstrategicadviseronvalues‐drivenleadership, collaboration, and change in organizations.Hehas servedleadersofcorporations,socialimpactorganizations,governments,andcommunities of faith on six continents, including Abbvie, AdvocateHealthCare,AllstateFoundation,Aon,ArchdioceseofChicago,BostonScientific, BP, Capital Group, Chicago Public Schools, Chicago United,Chicago Urban League, Council of State Governments, Deluxe,
DiversityInc, The Episcopal Church, Exelon, FMC, Google, Hearst, JLL, JPMorgan Chase, KIPPFoundation, McDonald’s, Monsanto, NASA, Nike, Northwestern Medicine, Novartis, PentecostalAssemblies of the World, Perkins Coie, Philanthropy Club of Chicago, The PrivateBank, RonaldMcDonaldHouseCharities,SurgeInstitute,TeachforAmerica,UnitedStatesOlympicCommittee,USG,WheatonCollege,Whirlpool,WomenHeart,YoungPresidents’Organization,andZSAssociates.Dr. Pearce is committed to philanthropy & civic engagement, serving on the boards of AccessCommunity Health Network, the Chicago Children’sMuseum, and the Chicago Community Trust’sAfricanAmericanLegacyFund.HehasbeenaFellowofLeadershipGreaterChicagosince2015andhasalsobeennamedoneofChicago’s40GameChangers(under40)byWVON/ArielInvestments,aGalbraithScholarbyHarvardUniversity’sKennedySchoolofGovernment,andaPublicVoicesFacultyFellowbyTheOpEdProject.Hehasbeenhonoredforexcellenceandpromiseasaleaderandscholarby several organizations, including theCoca‐Cola ScholarsFoundation,CongressionalBlackCaucusFoundation,Mustard SeedFoundation,NationalBlackMBAAssociation, andUnionLeague Club ofChicago. He and his work have been featured in global media outlets including BloombergBusinessweek,ChicagoTribune,TheChristianOutlook,FastCompany,Forbes,Fortune,TheHuffingtonPost,TheLosAngelesTimes,Marketplace,MSNBC,TheNewYorkTimes,Newsweek,Strategy+Business,Time,Univision,UrbanFaith.com,andTheWashingtonPost.Dr.PearcecurrentlyservesasAssistantPastorofChicago’shistoricApostolicChurchofGod,whereheisresponsibleforoverseeingthespiritualeducationanddiscipleshipofApostolic’s18,000‐membercongregation.Heisaninternationallysought‐afterspeaker,andisemergingasoneofhisgeneration’smost trustedand influentialvoices,withaministrythathasalready impactedtensof thousandsoflivesacrosscultural,generational,anddenominationalboundaries.Dr.PearceholdsthePh.D. inManagement&OrganizationsfromNorthwesternUniversity’sKelloggSchoolofManagementandtheS.B.inChemicalEngineering&ManagementfromtheMassachusettsInstituteofTechnology,withaconcentrationinReligiousStudiesearnedinconjunctionwithHarvardDivinity School. A Chicago native, Dr. Pearce currently resides in his hometown with his family.
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.16
SeniorExecutiveCapstoneProject
Yourownprofessionalsuccesswilldependinlargemeasureuponhoweffectivelyyoucultivate,learnfrom, and leverage all of your relationships. These relationships will give you access to vitalinformationandexpertise,andwillhelpyoubuildasolidbaseofpower,influence,andopportunities.Researchshowsthatmanagerswhoaspiretopositionsofexecutiveleadershipsucceedbyeffectivelysynthesizing and leveraging the capabilities of others – on their teams, in their organizations, andbeyond.Thisprojectwillprovideanopportunityforyoutodevelopasophisticatedunderstandingofhowsuccessful seniorexecutives initiate,develop,maintain,and leverage their relationships togetthingsdone–bothfortheirowncareerobjectivesandtheirorganizations.
Your task is to analyze the socialnetworkof a senior executiveusing the conceptsdiscussed in thecourse.EachmemberofyourStudyGroupwillberequiredtointerviewatleastoneseniorexecutiveregarding his/her experienceswith the intent of gaining an understanding of his/her situation, thenatureofhis/hernetwork,howthisnetworkiscultivated,andhowhe/sheleveragesthisnetworktofacilitate careerdevelopment and to tackle the types of organizational challenges discussed in class.Following these interviews, your groupwill write an analysis of your executives’ networks. In thisanalysis,youwillcompareandcontrasttheexecutives’approachestomeetingthechallengestheyface.You should compare the networks they have developed, how they manage and learn from thesenetworks, and how they strategically leverage these networks in order to accomplish career andorganizationalgoals.Youshouldintegratethefullrangeofkeyconceptsandframeworksfromtheclass–projectswillbegradedontheextenttowhichyoudemonstratecommandoftheclassmaterialandinsightintotheexecutives’situations,andtheclarityofyourwrittenreport.
Thechoiceoftheseniorexecutiveisuptoyou–youshould,however,trytochoosesomeonewhoyoubelievewillbecandid,open,andinsightful.Youalsomightconsiderchoosingsomeonewhocouldserve as a good contact for you in the future. These individuals might be from your previous orcurrentorganization,fromanorganizationfor/withwhichyouwouldliketowork,orsimplyfromanorganizationthatisofpersonalorprofessionalinteresttoyou.Thenamesoftheexecutiveswillbekeptstrictlyconfidential;youmayuseanaliaswhendiscussingyourintervieweesinyouranalysis.
KeyElementsoftheAssignment: Eachteammatemust interviewoneexecutive leaderontheroleofnetworks inaccomplishing
careerdevelopmentandorganizationalgoals. Teammatesthenintegratetheirindividualleaderobservationsintoonecoherentanalysis,using
thematerialwecoveredinclassasaframework/referencepointforbestpractices. Producea10‐page(double‐spaced)reportwith12‐pointfontand1"marginsallaround.
YourwrittenanalysisisdueelectronicallyviaCanvasbythebeginningofclassonSession10.KeyElementsoftheAnalysis:Yourgroup’spapershouldhaveathree‐partstructure:1.An introduction toyouranalysisand theexecutives/leaders.What is your paper's focus?Whoare the seniorexecutives/leadersyou interviewed?This introduction should includeabrief(1‐2paragraphs)descriptionofeachexecutive’s situation, and if applicable, theproblem(s) beingfaced.Isheorsheattemptingtoassembleateam?Ishe/shelookingtochangejobs?Lookingtogainsupportforacontroversialnewprogram?
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2.Comparingandcontrastingexecutives’network‐building/leveragingstrategiesandexperiencesYoushouldorganizeandfocusthebodyofyouranalysisintermsofcourseconcepts,andusethoseconceptstoexplainthesimilaritiesanddifferencesyouobserved.Investigatetheexecutive’sphilosophy of relationship‐building/networking. How do executives build trust and commitmentwithintheirnetworks?Assesseachexecutive’sstrategyandtacticsforbuildingandleveragingtheirnetwork–identifystrengthsandopportunitiesfordevelopment.Inotherwords,thestrategiesandexperiences of your interviewees should be compared and contrasted to draw general lessonsaboutwhichapproachesaremostusefulunderwhichconditions.Seepotentialquestionsbelow.InanAppendix,youshouldincludeaone‐paragraphdescriptionofeveryseniorexecutivethatwasinterviewed,describinghis/herresponsibilitiesandcreatinganetworkmapofhis/hernetwork.Thus,everyseniorexecutivethatwasinterviewedwillhavehis/herownnetworkmap.
3.There shouldbeaconclusionsection titled: “Recommendations forKelloggstudents.” Thissectionshouldbe1–2pagesandincludeconcreterecommendationsforbuildingvalueandcapitalforKellogg students. These suggestions should focus on what students could do tomorrow in theirteams/organizations and beyond. For example, youmight describe howwhat you learned can helpstudentsnavigateprofessionalnetworkinginsideandoutsideoftheirorganizations,switchingfieldsorindustries,andothercriticalcareeradvancementandorganizationaldevelopmentgoals/milestones.
NOTE:Thebestanalysesgobeyonddescriptionoftheexecutives’networkstoanexplanationofwhysomethinghappenedthewayitdidusingcourseconcepts.Well‐organizedpapersthatstressthemostimportantfactorsratherthansimplyprovideadata‐dumpofallthepossiblefactorsareevaluatedmorefavorably.Inallotherrespects,theprojectisyourstodefine.Becreative,yetprofessional.
Questionstoconsiderindevelopingyouranalysis1. How is the leader positioned for action and getting things done? How are barriers to action
overcome?Youcouldaskaboutarecentexampleofthis(thiscouldprovideafocalsituationfortheanalysis)–forexample,askhowhe/sheleveragedcontactstorespondtoasituationandwhyitdid/didnotwork.Probeforhownetworkscouldbebettercultivated,structured,orleveraged.
2. Whatarethekindsofcontactsandexchangesthattheexecutiveusesfordifferentpurposesandin different contexts – for example, to advance his/her career, make critical decisions, learninformation,gaininfluence,evaluateopportunities,orgetaspecifictaskaccomplishedquickly?
3. Howhave trust and commitment been developedwith their network contacts?What kind ofinformation is sharedwithdifferent contactsandwhy?What roledoes reputationplay?Doeshe/sheformmanytiesorfewties?Howmuchredundancyisthereintheperson’snetwork?
4. Howdoestheexecutive’snetworkmatchhis/herobjectives?Howmightitbeenhanced?
5. Sponsorsandmentorsarecriticalforprofessionalsuccess.Whereistheexecutive’ssponsorshipormentoringstructure?Howhasthischangedoverhis/hercareer?Whatwashis/herexperiencewith“developmental”relationships—eitherasaprotégé,mentor,sponsor,orcombinationsofthese?
6. Howdoesthecorporatecultureintheleader’sorganizationimpactnetworkprocesses?
7. Howdotheleader’srelationshipsmapontotheformalstructureofhis/herorganization?
©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved. 18
T E A M E V A L U A T I O N
Pleaseusethisformtoevaluateallofthemembersofyourteam,includingyourself,basedontheSeniorExecutiveCapstoneProjectandanyothergroupworkdonetogetherthroughoutthiscourse.Evaluateeachpersonon(1)thequalityofhis/hercontribution(s),(2)theirdependability/reliability,and(3)theextenttowhichtheydemonstratedleadership/initiativeusingthecomparativescalebelow.PleasesubmitthisgroupevaluationviaCanvasnolaterthantheduedateofyourfinalproject.Donotforgettoincludeyourself!
SCORE QUALITATIVEDESCRIPTION‐1 Effortswereclearlynotuptoparwiththeotherteammembers‐0.5 Effortsweresomewhatlesssubstantialthanmostoftheotherteammembers0 Effortswereaboutequaltomostoftheotherteammembers
+0.5 Effortsweresomewhatmoresubstantialthanmostoftheotherteammembers+1 Effortswereexceptionallyabove&beyondtheotherteammembers
TeamMemberName QualityofContribution Dependability Leadership