MSETM 5110 – LEADERSHIP STRATEGIES
Instructor:
C. Michael Carolina
Industry Relations, OSU Education and Research Foundation
Adjunct Professor, OSU College of Engineering, Architecture and
Technology
Background:
5 Years in Education (Physical Sciences, Tulsa Community College)
25 Years in Industry (Western Electric, AT&T and Lucent
Technologies)
Associations:
Advisor, CEAT Associates
College of Engineering, Board of Visitors, University of Oklahoma
Director, Oklahoma Medical Research Foundation (OMRF)
Director, Memorial Institute for the Prevention of Terrorism (MIPT)
Other Boards of Directors
1
Instructor: C. Michael Carolina
Office: ATRC 204
Telephone: 405-744-2446
Email: carolcm@okstate.edu
MSETM 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.
2
MSETM 5110 – LEADERSHIP STRATEGIES
Course Web Site
www.okstate.edu/ceat/msetm/courses/efm5110sp02/
or
http://www.okstate.edu/ceat/msetm/coursesetm.htm
3
MSETM 5110 – Text and Reference Materials
•
•
•
•
•
•
•
•
Required Text: Peter Drucker Foundation, “The Leader of the Future: New
Visions, Strategies and practices for the Next Era,” 1996; Jossey-Bass
Publishers. ISBN 0787901806
Reference Materials (Articles/Books): Business Week, “The Top 25
Managers of the Year and Managers to Watch in 2001,” January 8, 2001.
ISSN 0007-7135.
Harvard Business Review (Goleman), “Leadership That Gets Results.”
Reprint Number R00202 (March, 2000).
Harvard Business Review (Christensen and Overdorf), “Meeting the Challenge
of Disruptive Change.” Reprint Number R00202 (3/01/01).
Steven Covey, “The 7 Habits of Highly Effective People.”
Harvard Business Review (Watkins), “Leadership Transitions.” Product
Number 8024D (9/14/01).
Harvard Business Review (Nunes and Johns), “Are Some Customers More
Equal than Others?” Product Number R011A (11/01/01).
Harvard Business Review (Eckert), “Where Leadership Starts.” Product
4
Number R00110B (11/01/01).
MSETM 5110 – Case Studies
•
•
•
•
•
Case Study 1: Harvard Business Review (Bartlett), “GE’s Two-Decade
Transformation: Jack Welch’s Leadership.” Product Number 301040.
Case Study 2: Harvard Business Review. “A Video with Craig Weatherup”
(former CEO, Pepsico). Product Number 494518 (4/4/94).
Case Study 3: Harvard Business Review (Hutton), “Lycos, Inc.: The USA
Network, Lycos and TMCS Merger.” Product Number 100048 (4/16/00).
Case Study 4: Harvard Business Review (Hill and Farkas) “Meg Whitman at
e-Bay, Inc.” Product Number 401024 (2/28/01). -orHarvard Business Review (Ryans and Vandenbosh) “Compaq Computer Corp.:
The Dell Challenge.” Product Number 900M14 (7/01/00).
5
MSETM 5110 – LEADERSHIP STRATEGIES
SESSION 1
“Immersion” Thru Anthology – Video, HBR, News Magazines, Anecdotes




Technology Evolution
The Knowledge – Intensive Economy
Next Generation Leadership
Start – and Continue – to Look for Common Threads
Establish Bridge Between Leadership Seminar and MSETM Program




Complementary Dimension
Learning About Leadership, Not Teaching How to Lead
Finding the Right Model for Individual/Team Success
Standards, Ethics, Integrity
6
MSETM 5110 – Course Structure
•
•
•
•
•
•
Review of Leadership Styles
Examples of Recognized Leaders
Examples of Emerging Leaders
A Look at Values and Virtuality
Use of HBR Case Studies for Relevancy and Application
Presentations by Guest Executives
7
Assignments/Activities by Week:
Week I
(1/17)
Check-in by location; introduction; and assignment “0” (class survey/
profile).
Week II Lecture and discussion; review of HBR cases 1 and 2; and team
(1/24)
formation.
Week III Case studies 1 & 2 readouts and critique; review of HBR case studies
(1/31)
3 and 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 no more than 400 words).
Week IV Case studies 3 and 4 readouts and critique; guest executive; and student
(2/07)
readouts from Week III assignment (“A Successful Leader…”).
Week V Review and wrap-up.
(2/14)
8
MSETM 5110 – Leadership Strategies
• 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
9
MSETM 5110 – LEADERSHIP STRATEGIES
LEADER AND LEADERSHIP (As Defined by Merriam-Webster’s Dictionary)
LEADER
 A person who leads, e.g., a guide or conductor
 A person who directs
 A person who has commanding authority or influence
LEADERSHIP
 The office or position of a leader
 The capacity to lead
 The act or instance of leading
10
MSETM 5110 – LEADERSHIP STRATEGIES
 Strategy is Vision, Direction, Framing – It’s “What” Versus (Tactical) “How”
 Strategy is About Choosing to Perform a Set of Activities
 Strategy is the Glue for Sustainability – It’s About Linkage
 Strategy and Operational Effectiveness Are Essential to Superior Performance
 Strategy and Operational Efficiency Enable Superior Value to Customers
 Strategy and Operational Efficiency Are Key to the Purpose of Business: to
Make Money
11
MSETM 5110 – Leadership Strategies
Purpose
Connectivity
Relevancy
Application
12
“The significant problems we face cannot be solved at
the same level of thinking we were at when we
created them.”
Albert Einstein
13
Moore’s Law
Transistor Count (Power) Will Double Every 18
Months and Will Continue for Many Years.
“Harvard Law”
Under the Most Carefully Controlled Conditions of
Temperature, Humidity, and Other Variables, the
System Will Perform As It Damn Well Pleases.
14
Disruptive Technologies (Some Examples)
-Analog to Digital
-Cu to Fiber
-Voice to Data
-Wireline to Wireless
- Albums/Tapes to CDs
- VHS/VCRs to DVD

Improved Productivity
15
MSETM 5110 – Leadership Strategies
Business Globalization Continuum
Local
Regional
National
Multinational
Global
Metanational
16
JACK WELCH VIDEO & EXHIBITS
GE’S TWO-DECADE TRANSFORMATION
17
MSETM 5110 – Leadership “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”
18
MSETM 5110 – Some 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
19
Successful Execution
“Strategy and planning by successful and losing teams
are amazingly similar. The offensive and defensive
theories both employed would be virtually identical.
The amount of time they spend practicing wouldn’t vary
by more than a few minutes and their practice format
would be the same. The main difference would be their
attention to detail. In the successful organization, no
detail is too small to receive attention. No job is minor,
and everyone takes great pride in realizing they are
important and their responsibilities are critical to the
unit’s success.”
Lou Holtz
Football Coach
20
MSETM 5110 – Leadership Strategies
What Wartime Leaders Do:
1.
2.
3.
4.
5.
6.
Define the business of the business;
Create a winning strategy;
Communicate persuasively;
Behave with integrity;
Respect others;
Act.
Judith Bardwick, “Peacetime Management and Wartime
Leadership.” (The Leader of the Future, page 131-141.)
21
MSETM – 5110 – Leadership Strategies
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, ergo, they set
examples;
4. Leadership is not rank, privileges, titles, or
money. It is responsibility.
Peter Drucker, The Leader of the Future
22
MSETM 5110 – Leadership Strategies
TThree 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.”
(The Leader of the Future, page 149-159.)
23
MSETM 5110 – Leadership Strategies
Three Skills for Today’s Leaders:
1. Handling ambiguity;
2. Treating the corporation as a network of multiple
connections;
3. Acknowledging that leadership is present in
employees at all levels.
Harvard Management Update, Product Number U9911A, 11/1/99.
24
MSETM 5110 – Leadership Strategies
On Becoming a Learning Organization
“Watch Out” for:
1.
“here we go again”
2.
“flavor of the month”
3.
“executive cheerleading”
4.
“another fine program”
Peter Senge, “Leading Learning Organizations.” (The
Leader of the Future, page 43.)
25
MSETM 5110 – Leadership Strategies
Level 5 Leadership
1. Humility
2. Will
3. Ferocious Resolve
4. Tendency to Give Credit to Others
5. 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.)
26
MSETM 5110 – Leadership Strategies
In short, real leaders have passion and create a passionate
commitment and emotional bond among his/her followers.
27
MSETM 5110 – 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.
28
MSETM 5110 – 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.
29
MSETM 5110 – Leadership Strategies
Habit 1.
Habit 2.
Habit 3.
Habit 4.
Habit 5.
Habit 6.
Habit 7.
Be Proactive
Begin with the End in Mind
Put First Things First
Think Win/Win
Seek First to Understand, Then to Be Understood
Synergize
Sharpen the Saw
Steven Covey, “The 7 Habits of Highly Effective People.”
30