Womack Report

We recieved a list of CEOs for our research this semester at the beginning of class.  Going to be picking groups and subjects today.

Today will apparently be dealing with leadership and leadership styles.

I’m in the one 3-man group, with the other two 18 hour guys.  Brett Moore and Phillip Herring.  First presentation will be on Michael Eisner, and will happen on October 29.  Second presentation will be on Herbert Kelleher, on November 12.  Two weeks apart.

Each presentation will be Powerpoint-based.  Expected to take half an hour or better.  See syllabus.  No actual paper due, just powerpoint slides associated with presentation.

Now, actual content:

Leadership character goes beyond ethical behavior

Many aspects of character, e.g. energy or cognitive skill, are probably determined partially at birth.  Other aspects are influenced by environment.

For executive leaders, character is framed by Drive, Competence, and Integrity

Most senior executives have the drive and competence necessary to lead, but often lack the moral compass.  These sorts of people are all too often elevated to high positions.  Leaders who lack the moral compass seldom last long.

Self-confidence forms the core of managerial/leadership character.  Good leadership character is an absolute necessity in order to be an effective leader.  Developing and improving self-confidence is an ongoing process.

Behavioral Traits of Exemplary Leadership (Warren Bennis)

1. Provide direction, meaning, sense of purpose.  They remind people of what’s important and why their work makes a difference
2. Generate and sustain trust — authentic relationships.  The organization has to trust in itself and its leadership for its members to accept dissent.
3. Have a bias towards action, risk-taking, curiosity, and courage.  A sense of urgency, and a willingness to risk failure in pursuit of results, is at the heart of every great organization.
4. Are purveyors of hope and optimism.  Effective leaders find both tangible and symbolic ways to demonstrate that the group can overcome the odds.  Pessimistic people do not make good leaders.  Insecure people do not make good leaders.

Qualities People seek in Successful Leaders

1. Passion
2. Decisiveness
3. Conviction
4. Integrity
5. Adaptability
6. Emotional Toughness
7. Emotional Resonance
8. Self-Knowledge
9. Humility

Two major components of effective leadership in complex organizations

1. Agenda Setting — Set and implement goals that help the whole organization, not just personal interests or empire
2. Network building — Build an effective implementation network including people from all over organization

Leadership Styles.  The right leadership style creates a strong work climate.  Each of the six leadership styles identified is appropriate in some circumstances.

1. Directive leadership.  Command and control behavior.  Leaders tell people what to do, when to do it, and what the consequences of failure will be.  Appropriate in crises and when poor performers must be managed. Stifles creativity and initiative.  Use only when needed, back off otherwise.
2. Visionary leadership style.  Authoritative, but focused on inspiring not ordering.
3. Affiliative Leadership.  Emphasize employees and their emotional needs over the job.  Tend to avoid conflict.  Appropriate in high-stress periods, like large lay-offs.  Don’t use for prolonged periods.
4. Participative Leadership Style.  Collaborative and democratic.  Engage others in decision-making.  Build consensus and trust.  Effective when the leader lacks knowledge or formal power/authority, such as within highly matrixed organizations.
5. Pacesetting Leadership Style.  Leading by example.  Executives using this typically have high standards.  Places high demands on leader.
6. Coaching Leadership Style.  Executive involved in long-term professional development and mentoring of employees.  Powerful but underutilied approach that should be part of any leader’s repertoire.  Often preferred by leaders with high socialized power motive.