Mgt. 667

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Mgt. 667 LeadershipWeekend

• Rex Mitchell
• Spring 2006

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Shattered Glass Case

• True story
• Review case text and questions. Take notes
  during film
• First three sets of questions ask about
• Values (individual organizational)
• Ethical frameworks (claimed actual)
• Power bases

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Some Ethical Systems

• Utilitarianism greatest good for the greatest
  number, or maximize the social benefit function
• Universalism (Categorical imperative) would I
  be willing to make the basis for my action a
  general law binding everyone, given similar
  circumstances?
• Enlightened self-interest self-interest rightly
  understood, with long-term perspective or judging
  from my deathbed
• Ethical Egoism seek self-interests promote
  greatest balance of good over bad for self, with
  constraints
• Ethics of interdependence relationships,
  interdependence, reciprocity

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Sources of Power

• Formal
• Resources
• System connections positioning
• Expertise
• Personal
• (See Shattered Glass Case p.4)

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Tomorrow

• Myers-Briggs workshop (follow prep. file)
• Complete Instrument 3 (Interpersonal/ Emotional
  Competencies)
• Prep. Cases 3 4 bring Case 5
• Read Web modules on Ethics Insufficiency of
  Honesty

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Mgt. 667 LeadershipSaturday

• Rex Mitchell
• Spring 2006

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Myers-Briggs (MBTI)

• Identifies preferences
• Along four dichotomies
• 16 combinations of these (16 types)
• No good or bad types
• Note that this identifies preferences, not
  abilities or skills

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MB Dichotomies
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MB Type Table
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Discuss in groups, then report

1. How and for what do I like to be appreciated?
2. What irritates me on the job and/or bothers me
   most about others?
3. What do I do that most annoys others?
4. What approach from others wins my support for
   change?
5. What kinds of employees are most difficult for me
   to work with? (Think of specific, troublesome
   situations)

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Some Applications of MB

• Appreciation of differences in communications,
  decision making, interpersonal relations, work
• Framing reframing (5/18)
• Development planning

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Development Planning

• Continue work you started before class
• Review self profile you prepared, based on MB
  results (step 4)
• Review /- of your profile as a leader (step 5)
• Identify 1-3 things you can improve and
  incorporate them into your Leadership Assessment
  Development Plan

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Self-Development(continued)
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• One cannot manage change. One can only be
  ahead of it, or as close to this as possible.
  Therefore, leader-managers need to develop an
  orientation and necessary skills to stay up with
  the next waves.
• Peter Drucker

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• We discussed earlier K Ps contention that
  Leadership development is self development
  (p.391)
• I gave an invited talk last year, on How to Be
  An Effective Leader (simple topic?)
• My answer/theme was become an emotionally
  mature, self-aware, centered, effective person
• Working on this is a life-long, never-finished
  journey

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Interpersonal/Emotional Competencies

• Goleman coined the term emotional intelligence
  (EI)
• His research shows EI is an important factor in
  success, especially for leaders
• He defined EI as the capacity for
• Recognizing our own feelings those of others
• Motivating ourselves
• Managing emotions effectively in us others

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Interpersonal/Emotional Competencies

• Can be developed and improved
• Vary in importance for different positions
• Golemans 21 competencies, organized into four
  clusters
• Self-awareness
• Self-management
• Social awareness
• Relationship management

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Review Instrument 3
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Self-Development Planning

• Review results from Instrument 3 to gain insights
  re your interpersonal/emotional competencies
• Write notes for yourself on the following

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Write notes for yourself on the following

• Identify 2-3 areas in which you want to improve
  your interpersonal skills
• For each, identify at least two action items that
  can help you improve your skills
• For each action item, identify some combination
  of
• Some further training or work to prepare
• A specific situation in which you will practice
  improved skills
• Trusted individuals who can help coach
  encourage you in your plans

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Leadership is not an affair of the head.

• Leadership is an affair of the heart.

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USS Florida Case

• Review your notes re three questions at end of
  case
• Two groups discuss each of the three questions
  report back
• All join in

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Ethical Considerations
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Ethics

• What do we mean by ethics or unethical?
• Motivations to behave unethically
• Personal gain, especially power
• Competition
• Restoration of justice or fairness
• What is fairness?

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Some Ways to Behave Unethically

• Selective disclosure /or misrepresentation to
  others
• Deception
• False threats or false promises
• Provide false information (lie)
• Inflict intentional harm on the other party
• Selective disclosure or misrepresentation to
  constituencies

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Ethical Decisions Have Complexity

• Multiple alternatives
• Broad long-range consequences
• Uncertain consequences
• Mixture of economic, legal, ethical, social, and
  personal benefits and costs

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Some Ethical Systems

• Utilitarianism greatest good for the greatest
  number, or maximize the social benefit function
• Universalism (Categorical imperative) would I
  be willing to make the basis for my action a
  general law binding everyone, given similar
  circumstances?
• Enlightened self-interest self-interest rightly
  understood, with long-term perspective or judging
  from my deathbed
• Ethical Egoism seek self-interests promote
  greatest balance of good over bad for self, with
  constraints
• Ethics of interdependence relationships,
  interdependence, reciprocity

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Some Ethical Introspections

• Is it right?
• Is it fair?
• How does it smell?
• Who benefits and who gets hurt?
• What if details were made public?
• What would you tell your child to do?
• What if everyone did this?

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Consider

• Learning from your mistakes
• Look in the mirror see how you like what you
  see
• Put yourself in the other persons shoes and see
  how they see you
• However, dont be naive

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Some Moral Dilemmas

• Individually, think about take notes re
  scenario 1 (Heinz)
• Focus especially on your reasoning
• In groups, share discuss your thinking re the
  scenario
• Representative from each group gives summary
  report to class, primarily reasons for answers

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More Moral Dilemmas

• Individually, think about take notes re
  scenarios 2 3
• Focus especially on your reasoning
• In groups, share discuss your thinking re the
  scenario assigned to your group
• Representative from each group gives summary
  report to class, primarily reasons for answers

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Case 4 A Tragic Choice

• Review silently the questions at end of the case
• We discuss Q.1
• Each group takes one of questions 2-5 plus the
  general question If you were Jim, what would you
  do and why? - reports back
• All join in discussion of each

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The Insufficiency of Honesty

• Honesty refusal to steal, lie, or deceive in
  any way
• Integrity trustworthiness incorruptibility to
  a degree that one is incapable of being false to
  a trust or responsibility

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Integrity

• Honesty is necessary, but not sufficient
• The most important thing in acting is honesty
  once you learn to fake that, youre in.
• - Sam Goldwyn

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Integrity

• Honesty
• Discerning
• Examining beliefs assumptions
• Searching for "truth," avoiding error
• Allowing others the same
• Acting on what you have discerned
• Even at personal cost
• Fulfilling moral obligations
• Do no harm to others
• Not just the minimum

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Star Trek CaseMeasure of a Man
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Star Trek Characters

• Capt. Jean-Luc Picard (of Starship Enterprise)
• Capt. Phillipa Louvois (Chief JAG officer for the
  sector)
• Cmdr. Bruce Maddox (Starfleet Professor of
  Robotics)
• Lt. Cmdr. Data (android science officer on
  Enterprise)
• Guinan (bartender, wise old soul)
• Cmdr. William Riker (2nd to Picard)

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Star Trek Case

• Refer to the posted case material you were asked
  to bring
• At two times in the video, you will need to
  respond to several questions in the case, writing
  individually then discussing
• Pay particular attention to how the characters,
  you, and others in the class think

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Questions at First Stop

• Define the issue (or dilemma) faced by Captain
  Picard and Lt. Commander Data at this point in
  time.
• Which of the six ethical frameworks would each
  of the following characters (a) claim to be using
  in justifying his position? ...and (b) is
  actually using, in your opinion?
• Lt. Commander Data
• Commander Maddox
• Captain Picard

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Questions at End

1. How was the issue in the case finally defined in
   the hearing for the purpose of making a ruling?
2. What was Guinan's contribution to Picard's
   thinking approach to the hearing? Be specific
   in explaining how she contributed to clarifying
   the issue for him. What advantage did she have
   over the other characters in advising him?
3. What are the pros and cons of using an
   adversarial process in examining an ethical issue?

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1. What was Commander Data's position on the
   decision of his "disassembly?" Did it change
   during the course of the story? If you think his
   position did change, why do you think he changed
   it?
2. When Captain Picard said that the mission of the
   Starfleet was to seek out new life, how did
   this relate to the issue in the hearing? How do
   mission and values differ? How do values and
   ethics differ?
3. Is there a BEST framework for deciding ethical
   issues? What lessons does this case have that
   can be applied to your work or life situation?

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Look Ahead

• Go over midterm
• Pfeffer ch. 1-3 (use notes for focus)
• Instrument 4, Exercises 1 2, Case 6
• Leadership assessment and development plan due
  5/11