MSETM 5110

1
 
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, ATT 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  
2
COURSE SYLLABUS MSETM 5110 -- LEADERSHIP
STRATEGIES SPRING 2002    
Instructor C. Michael Carolina Office ATRC
204 Telephone [phone] Email
carolcm_at_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.    
3
MSETM 5110 LEADERSHIP STRATEGIES      
Course Web Site   www.okstate.edu/ceat/msetm/cour
ses/efm5110sp02/   or   http//www.okstate.edu/cea
t/msetm/coursesetm.htm  
4
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 Number R00110B
  (11/01/01).

5
MSETM 5110 Case Studies

• Case Study 1 Harvard Business Review
  (Bartlett), GEs Two-Decade Transformation
  Jack Welchs 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). -or-
• Harvard Business Review (Ryans and Vandenbosh)
  Compaq Computer Corp. The Dell Challenge.
  Product Number 900M14 (7/01/00).

6
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
7
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

8
Assignments/Activities by Week Week I
Check-in by location introduction and
assignment 0 (class survey/ (1/17)
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)    
9
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

10
MSETM 5110 LEADERSHIP STRATEGIES   LEADER AND
LEADERSHIP (As Defined by Merriam-Websters
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
11
MSETM 5110 LEADERSHIP STRATEGIES         
Strategy is Vision, Direction, Framing Its
What Versus (Tactical) How          Strategy
is About Choosing to Perform a Set of
Activities          Strategy is the Glue for
Sustainability Its 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
12
  MSETM 5110 Leadership Strategies     Purpose
  Connectivity   Relevancy   Application
     
13
      The significant problems we face cannot be
solved at the same level of thinking we were at
when we created them.      
Albert Einstein                  
14
Moores 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.    
15
 
Disruptive Technologies (Some Examples)
  -Analog to Digital -Wireline to
Wireless -Cu to Fiber - Albums/Tapes to
CDs -Voice to Data - VHS/VCRs to
DVD ?
Improved Productivity  
16
  MSETM 5110 Leadership Strategies   Business
Globalization Continuum Local   Regional   Nati
onal   Multinational   Global   Meta
national
17
  JACK WELCH VIDEO EXHIBITS   GES TWO-DECADE
TRANSFORMATION    
18
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

19
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

20
  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 wouldnt
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 units success. Lou
Holtz Football Coach
21
MSETM 5110 Leadership Strategies   What Wartime
Leaders Do   1.           Define the business of
the business 2.           Create a winning
strategy 3.           Communicate
persuasively 4.           Behave with
integrity 5.           Respect
others 6.           Act. Judith Bardwick,
Peacetime Management and Wartime Leadership.
(The Leader of the Future, page 131-141.)  
22
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
23
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.)
24
MSETM 5110 Leadership Strategies   Three
Skills for Todays 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.
25
  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.)  
26
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.)
27
MSETM 5110 Leadership Strategies       In
short, real leaders have passion and create a
passionate commitment and emotional bond among
his/her followers.      
28
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.
29
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.
30
MSETM 5110 Leadership Strategies   Habit 1. Be
Proactive Habit 2. Begin with the End in
Mind Habit 3. Put First Things First Habit
4. Think Win/Win Habit 5. Seek First to
Understand, Then to Be Understood Habit
6. Synergize Habit 7. Sharpen the Saw   Steven
Covey, The 7 Habits of Highly Effective
People.