ETM 5110/5341
LEADERSHIP STRATEGIES FOR
TECHNICAL PROFESSIONALS
Summer 2003
Instructor: Mr. C. Michael Carolina
Dates: June 11 – July 9
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Instructor: Mr. C. Michael Carolina
Office: Room 204, Advanced Technology Research Center
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.
Engineering and Technology Management
Biographical Summary
C. Michael Carolina
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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.
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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.
Engineering and Technology Management
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):
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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.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Case 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).
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Session 1
“Immersion” thru anthology – video, HBR, news magazines, anecdotes
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Technology evolution
The knowledge – intensive economy
Next generation leadership
Looking for “common threads”
Establish bridge between leadership seminar and MSETM program
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Complementary dimension
Learning about leadership and its components
Finding the right model for individual/team success
Standards, ethics, integrity
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
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
Engineering and Technology Management
Activities/Assignments by Week:
Week I
(6/11)
Introduction and assignment “0”(class survey/profile)
Week II
(6/18)
Lecture and discussion; review of HBR cases 1 & 2
Week III
(6/25)
Case studies 1 & 2 readouts and critique; review of HBR
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
(7/02)
Case studies 3 & 4 readouts and critique; guest
executive; and student readouts from Week III assignment (“A Successful Leader…”).
Week V
(7/09)
Review and wrap-up.
Engineering and Technology Management
ETM 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
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership is about coping with change.
Management is about coping with complexity.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Purpose
Connectivity
Relevance
Application
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Creating a Culture of Invention
and Innovation
Engineering and Technology Management
“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 Greenspan
Speaking at National Governors Association
July 22, 2000
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Vision + technology innovation + knowledge management
= improved productivity and sustained performance
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Moore’s Law
Transistor count (power) will double every 18
months and will continue for many years.
Engineering and Technology Management
LEADERSHIP STRATEGIES
Environment
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Technology evolution
Shorter product lifecycles
Globalization
Increased competition
Downsizing/rightsizing
Entrepreneurial/intrapreneurial
Virtual corporation
Corporate corruption
Workforce/workplace/worktools
Engineering and Technology Management
“In the News"
(Companies and CEO’s)
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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
Engineering and Technology Management
What’s Happened Since 9-11-01?
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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
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Business Globalization Continuum
Local
Regional
National
Global
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Principles and Shared Values
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Results
Brand Image/Loyalty
Passion
Reach
Sustainability
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leader/Manager and Convergence
Results:
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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
Engineering and Technology Management
JACK WELCH
VIDEO & EXHIBITS
GE’S TWO-DECADE TRANSFORMATION
Engineering and Technology Management
ETM 5110 -LEADERSHIP STRATEGIES
Leadership/Management Excellence
Delivering Value Through:
People
Products/Services
Processes
Enablers:
Technology
Tools
Training
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
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
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Leadership “Vignettes”
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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”
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Some Leadership Attributes
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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
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
What Wartime Leaders Do
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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.” (Excerpt from
Peter Drucker, The Leader of the Future, page 131-141.)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Four Simple Things that Effective Leaders Know
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The only definition of a leader is someone who
has followers.
Popularity is not leadership, results are.
Leaders are highly visible, i.e., they set
examples.
Leadership is not rank, privilege, title, or
money. It is responsibility.
Peter Drucker, The Leader of the Future
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Three Roles of the Leader in the New Paradigm
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Pathfinding (principle–centered)
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Aligning
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Empowering
Steven Covey, “Three Roles of the Leader in the New Paradigm.” (Excerpt
from Drucker, The Leader of the Future, pages 149-159.)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Level 5 Leadership
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Humility
Will
Ferocious resolve
Tendency to give credit to others
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.)
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
In short, real leaders have passion and
create passion, commitment, and an
emotional bond among his/her followers.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
The Six Basic Leadership Styles
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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.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Ranking of Leadership Styles in Order of
Positive Impact
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Authoritative
Affiliate
Democratic
Coaching
Pacesetting
Coercive
Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business
Review, March 2000.
Engineering and Technology Management
ETM 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.
Engineering and Technology Management
ETM 5110 – LEADERSHIP STRATEGIES
Doing the Right Things to:
• Create stakeholder value
• Sustain employment
• Advance career
• Achieve personal balance
…personalizing leadership
Engineering and Technology Management