ETM 51105341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS Summer 2003

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ETM 5110/5341 LEADERSHIP STRATEGIES FOR
TECHNICAL PROFESSIONALS Summer 2003

• Instructor Mr. C. Michael Carolina
• Dates June 11 July 9

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ETM 5110 LEADERSHIP STRATEGIES

• Instructor Mr. C. Michael Carolina
• Office Room 204, Advanced Technology Research
  Center
• 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.

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Biographical Summary C. Michael Carolina

• 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 OSUs College
  of Engineering, Architecture and Technology.
• He received his B.S. degree from OSU in 1967 and
  his M.S. from the University of Oklahoma (OU) in
  1971. He completed ATTs Executive Development
  Program at Princeton, NJ, in 1986. Mr. Carolina
  served in several of ATTs New Jersey-based
  operations, including technology transfer of Bell
  Laboratories-designed telecommunications products
  to ATTs 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 Lucents
  Manufacturing and Global Provisioning Center in
  Oklahoma City. He retired in 2001 after 28 years
  with the Western Electric Co., ATT 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.

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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)
• 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.

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ETM 5110 LEADERSHIP STRATEGIESCase Studies

• Case Study 1 GEs Two-Decade Transformation
  Jack Welchs 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).

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ETM 5110 LEADERSHIP STRATEGIESSession 1

• Immersion thru anthology video, HBR, news
  magazines, anecdotes
• Technology evolution
• The knowledge intensive economy
• Next generation leadership
• Looking for common threads
• Establish bridge between leadership seminar and
  MSETM program
• Complementary dimension
• Learning about leadership and its components
• Finding the right model for individual/team
  success
• Standards, ethics, integrity

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ETM 5110 LEADERSHIP STRATEGIESCourse 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

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Activities/Assignments by Week

• Week I Introduction and assignment 0(class
  survey/profile)
• (6/11)
• Week II Lecture and discussion review of HBR
  cases 1 2
• (6/18)
• Week III Case studies 1 2 readouts and
  critique review of HBR
• (6/25) 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 Case studies 3 4 readouts and
  critique guest
• (7/02) executive and student readouts from Week
  III assign-
• ment (A Successful Leader).
• Week V Review and wrap-up.
• (7/09)

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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

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ETM 5110 LEADERSHIP STRATEGIES

• Leadership is about coping with change.
• Management is about coping with complexity.

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ETM 5110 LEADERSHIP STRATEGIES

• Purpose
• Connectivity
• Relevance
• Application

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Creating a Culture of Invention and Innovation
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• If we are to remain pre-eminent in transforming
  knowledge into economic value, the U. S. system
  of higher education must remain the worlds
  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

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ETM 5110 LEADERSHIP STRATEGIES

• Vision technology innovation knowledge
  management improved productivity and sustained
  performance

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ETM 5110 LEADERSHIP STRATEGIES

• Moores Law
• Transistor count (power) will double every 18
  months and will continue for many years.

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LEADERSHIP STRATEGIESEnvironment

• Technology evolution
• Shorter product lifecycles
• Globalization
• Increased competition
• Downsizing/rightsizing
• Entrepreneurial/intrapreneurial
• Virtual corporation
• Corporate corruption
• Workforce/workplace/worktools

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• In the News" (Companies and CEOs)
• 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

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Whats Happened Since 9-11-01?

• 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

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ETM 5110 LEADERSHIP STRATEGIES

• Business Globalization Continuum
• Local
•  
• Regional
•  
• National
• Global
•  
•  

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ETM 5110 LEADERSHIP STRATEGIES

• Principles and Shared Values
• Results
• Brand Image/Loyalty
• Passion
• Reach
• Sustainability

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ETM 5110 LEADERSHIP STRATEGIESLeader/Manager
and Convergence

• Results
• 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

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• JACK WELCH
• VIDEO EXHIBITS
•  
• GES TWO-DECADE TRANSFORMATION

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ETM 5110 -LEADERSHIP STRATEGIESLeadership/Manage
ment Excellence

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ETM 5110 LEADERSHIP STRATEGIES

• THE WAL-MART CULTURE
• The principles and practices used by Sam Walton
  are still being used today.
• Sam Waltons 3 Basic Beliefs
• respect for the individual
• service to our customers
• strive for excellence

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ETM 5110 LEADERSHIP STRATEGIESLeadershi
p 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

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ETM 5110 LEADERSHIP STRATEGIESSome 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

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ETM 5110 LEADERSHIP STRATEGIES

• What Wartime Leaders Do
• 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.)

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ETM 5110 LEADERSHIP STRATEGIES

• Four Simple Things that Effective Leaders Know
• 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 

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ETM 5110 LEADERSHIP STRATEGIES

• Three Roles of the Leader in the New Paradigm
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• Pathfinding (principlecentered)
• Aligning
• Empowering
• Steven Covey, Three Roles of the Leader in the
  New Paradigm. (Excerpt from Drucker, The Leader
  of the Future, pages 149-159.)
•  

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ETM 5110 LEADERSHIP STRATEGIES

• Level 5 Leadership
• 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.)

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ETM 5110 LEADERSHIP STRATEGIES

•  
•  
• In short, real leaders have passion and create
  passion, commitment, and an emotional bond among
  his/her followers.
•  

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ETM 5110 LEADERSHIP STRATEGIESThe 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.

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ETM 5110 LEADERSHIP STRATEGIESRanking 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.

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ETM 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.

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ETM 5110 LEADERSHIP STRATEGIES

• Doing the Right Things to
• Create stakeholder value
• Sustain employment
• Advance career
• Achieve personal balance
• personalizing leadership