Mgt. 667 – Leadership
Weekend
Rex Mitchell
Spring 2006
Shattered Glass Case
True story
Review case text and questions. Take
notes during film
First three sets of questions ask about:
– Values (individual & organizational)
– Ethical frameworks (claimed & actual)
– Power bases
Some Ethical Systems
Utilitarianism: greatest good for the greatest number,
or maximize the social benefit function
Universalism (Categorical imperative): would I be
willing to make the basis for my action a general law
binding everyone, given similar circumstances?
Enlightened self-interest: self-interest rightly
understood, with long-term perspective or judging from
my deathbed
Ethical Egoism: seek self-interests & promote
greatest balance of good over bad for self, with
constraints
Ethics of interdependence: relationships,
interdependence, reciprocity
Sources of Power
Formal
Resources
System connections & positioning
Expertise
Personal
(See Shattered Glass Case p.4)
Tomorrow
Myers-Briggs workshop (follow prep.
file)
Complete Instrument 3 (Interpersonal/
Emotional Competencies)
Prep. Cases 3 & 4; bring Case 5
Read Web modules on Ethics &
Insufficiency of Honesty
Mgt. 667 – Leadership
Saturday
Rex Mitchell
Spring 2006
Myers-Briggs (MBTI)
Identifies preferences
Along four dichotomies
16 combinations of these (16 “types”)
No “good” or “bad” types
Note that this identifies preferences, not
abilities or skills
MB Dichotomies
MB Type Table
Discuss in groups, then report:
1.
How and for what do I like to be appreciated?
2.
What irritates me on the job and/or bothers
me most about others?
3.
What do I do that most annoys others?
4.
What approach from others wins my support
for change?
5.
What kinds of employees are most difficult for
me to work with? (Think of specific,
troublesome situations)
Some Applications of MB
Appreciation of differences in
communications, decision making,
interpersonal relations, work
Framing & reframing (5/18)
Development planning
Development Planning
Continue work you started before class:
– Review self profile you prepared, based
on MB results (step 4)
– Review +/- of your profile as a leader
(step 5)
– Identify 1-3 things you can improve and
incorporate them into your Leadership
Assessment & Development Plan
Self-Development
(continued)
One cannot manage change. One can
only be ahead of it, or as close to this as
possible. Therefore, leader-managers
need to develop an orientation and
necessary skills to stay up with the next
waves.
Peter Drucker
We discussed earlier K & P’s contention
that “Leadership development is self
development” (p.391)
I gave an invited talk last year, on “How to
Be An Effective Leader” (simple topic?)
My answer/theme was: become an
emotionally mature, self-aware,
centered, effective person
Working on this is a life-long, neverfinished journey
Interpersonal/Emotional
Competencies
Goleman coined the term “emotional
intelligence” (EI)
His research shows EI is an important
factor in success, especially for leaders
He defined EI as the capacity for:
– Recognizing our own feelings & those of others
– Motivating ourselves
– Managing emotions effectively in us & others
Interpersonal/Emotional Competencies
Can be developed and improved
Vary in importance for different positions
Goleman’s 21 competencies, organized
into four clusters:
– Self-awareness
– Self-management
– Social awareness
– Relationship management
Review Instrument 3
Self-Development Planning
Review results from Instrument 3 to gain
insights re your interpersonal/emotional
competencies
Write notes for yourself on the following:
Write notes for yourself on the following:
Identify 2-3 areas in which you want to
improve your interpersonal skills
For each, identify at least two action items
that can help you improve your skills
For each action item, identify some
combination of:
Some further training or work to prepare
A specific situation in which you will practice
improved skills
Trusted individuals who can help coach &
encourage you in your plans
Leadership is not an affair of the
head.
Leadership is an affair of the heart.
USS Florida Case
Review your notes re three questions at
end of case
Two groups discuss each of the three
questions & report back
All join in
Ethical Considerations
Ethics
What do we mean by “ethics” or
“unethical”?
Motivations to behave unethically:
– Personal gain, especially power
– Competition
– Restoration of justice or fairness
What is “fairness?”
Some Ways to Behave Unethically
Selective disclosure &/or
misrepresentation to others
Deception
False threats or false promises
Provide false information (lie)
Inflict intentional harm on the other party
Selective disclosure or misrepresentation
to constituencies
Ethical Decisions Have Complexity
Multiple alternatives
Broad & long-range consequences
Uncertain consequences
Mixture of economic, legal, ethical, social,
and personal benefits and costs
Some Ethical Systems
Utilitarianism: greatest good for the greatest number,
or maximize the social benefit function
Universalism (Categorical imperative): would I be
willing to make the basis for my action a general law
binding everyone, given similar circumstances?
Enlightened self-interest: self-interest rightly
understood, with long-term perspective or judging from
my deathbed
Ethical Egoism: seek self-interests & promote
greatest balance of good over bad for self, with
constraints
Ethics of interdependence: relationships,
interdependence, reciprocity
Some Ethical Introspections
Is it right?
Is it fair?
How does it smell?
Who benefits and who gets hurt?
What if details were made public?
What would you tell your child to do?
What if everyone did this?
Consider
Learning from your mistakes
Look in the mirror & see how you like what
you see
Put yourself in the other person’s shoes
and see how they see you
However, don’t be naive
Some Moral Dilemmas
Individually, think about & take notes re
scenario #1 (Heinz)
– Focus especially on your reasoning
In groups, share & discuss your thinking re
the scenario
Representative from each group gives
summary report to class, primarily
reasons for answers
More Moral Dilemmas
Individually, think about & take notes re
scenarios #2 & 3
– Focus especially on your reasoning
In groups, share & discuss your thinking re
the scenario assigned to your group
Representative from each group gives
summary report to class, primarily
reasons for answers
Case 4: A Tragic Choice
Review silently the questions at end of the
case
We discuss Q.1
Each group takes one of questions 2-5
plus the general question: If you were Jim,
what would you do and why? - reports
back
All join in discussion of each
The Insufficiency of Honesty
Honesty: refusal to steal, lie, or deceive
in any way
Integrity: trustworthiness & incorruptibility
to a degree that one is incapable of being
false to a trust or responsibility
Integrity
Honesty is necessary, but not sufficient
The most important thing in acting is
honesty; once you learn to fake that,
you’re in.
- Sam Goldwyn
Integrity
Honesty
Discerning
– Examining beliefs & assumptions
– Searching for "truth," avoiding error
– Allowing others the same
Acting on what you have discerned
– Even at personal cost
Fulfilling moral obligations
– Do no harm to others
– Not just the minimum
Star Trek Case
“Measure of a Man”
Star Trek Characters
Capt. Jean-Luc Picard (of Starship
Enterprise)
Capt. Phillipa Louvois (Chief JAG officer for
the sector)
Cmdr. Bruce Maddox (Starfleet Professor of
Robotics)
Lt. Cmdr. Data (android science officer on
Enterprise)
Guinan (bartender, wise old soul)
Cmdr. William Riker (2nd to Picard)
Star Trek Case
Refer to the posted case material you
were asked to bring
At two times in the video, you will need to
respond to several questions in the case,
writing individually & then discussing
Pay particular attention to how the
characters, you, and others in the class
think
Questions at First Stop
1. Define the issue (or dilemma) faced by Captain
Picard and Lt. Commander Data at this point in
time.
2. Which of the six ethical frameworks* would
each of the following characters (a) claim to be
using in justifying his position? ...and (b) is
actually using, in your opinion?
– Lt. Commander Data
– Commander Maddox
– Captain Picard
Questions at End
3. How was the issue in the case finally defined in
the hearing for the purpose of making a ruling?
4. What was Guinan's contribution to Picard's
thinking & approach to the hearing? Be
specific in explaining how she contributed to
clarifying the issue for him. What advantage
did she have over the other characters in
advising him?
5. What are the pros and cons of using an
adversarial process in examining an ethical
issue?
6. What was Commander Data's position on the
decision of his "disassembly?" Did it change
during the course of the story? If you think his
position did change, why do you think he
changed it?
7. When Captain Picard said that the mission of
the Starfleet was “to seek out new life,” how did
this relate to the issue in the hearing? How do
mission and values differ? How do values and
ethics differ?
8. Is there a BEST framework for deciding ethical
issues? What lessons does this case have that
can be applied to your work or life situation?
Look Ahead
Go over midterm
Pfeffer ch. 1-3 (use notes for focus)
Instrument 4, Exercises 1 & 2, Case 6
Leadership assessment and
development plan due 5/11