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Leadership Team members:

• Mai Nam Chuong

• Pham Tan Liem

• Nguyen Huu Quang

Instructor: Prof. TomasBen

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!genda

"

• Leadership #s. management• Characteristics of $eader• Beha#ior of $eader• Leadership by conte%t• Contemporary theories

Theories

• &thics• Trust•Cu$ture

• 'emote $eadership

Cha$$enges

• (ind a suitab$e $eader• Train a $eader

Practices

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Theories

)

• Leadership #s. management• Characteristics of $eader• Beha#ior of $eader• Leadership by conte%t• Contemporary theories

Theories

• &thics• Trust•Cu$ture

• 'emote $eadership

Cha$$enges


Practices

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Leadership

• The abi$ity to in*uence a group to+ard the achie#ement of a#ision

• (orma$ in*uence due to organiation structure

• Informa$ in*uence outside the forma$ structure

,

Leadership Trait Beha#ior Conte%t Contemporary theories

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Leadership #s. Management

• Leader:

• Cha$$enge status

• Create #isions

•

Inspire members

• Manager:

• (ormu$ate p$ans

• -#ersee daytoday operation

/


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Trait theories

• 0ho is a $eader1

• Identify a set of traits 2persona$ attributes3 that distinguished$eaders from non$eaders.

• Predict a $eader

4


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Trait theories 2"3

• Big (i#e

• -penness

• Conscientiousness

•

&%tra#ersion• !greeab$eness

• Neuroticism

• &motiona$ Inte$$igence

5


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Beha#iora$ theories

• 0hat do $eaders do1

• Can +e train peop$e to be $eader1

6


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Beha#iora$ categories

• Tas7 oriented: (ocus on thecomp$etion of particu$ar tas7s as ameasure of success

• Peop$e oriented: (ocus on emp$oyee8sfee$ing and treat emp$oyees +ith

respects

9


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Contingency theories

• ituationa$ in*uences

• ;nder +hich conditions are certain $eadership sty$es moree

Contingency

• (ied$er Mode$• ituationa$ $eadership• Path?oa$ theory• Leader Participant theory


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Contingency theories 2"3

• (ied$er Mode$

• Identify $eadership sty$e

• @eAne situation

•

Match sty$e and situation

==

Leadership Trait Beha#ior Conte%tContemporar

y theories

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Contingency theories 2)3

• ituationa$ Leadership

• Is emp$oyee ab$e to +or71

• @oes emp$oyee +i$$ing to +or71

="


y theories

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Contingency theories 2,3

• -ther theories

• Path?oa$ theory

• LeaderParticipation theory

=)


y theories

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Contemporary theories

• Charismatic $eaders

• 'efer to someone +ith certain gifts or abi$ities

• ?ain fo$$o+ers through persona$ity rather than through po+er

• Ha#e a #ision

• 0i$$ing to ta7e ris7 to achie#e that #ision

• ensiti#e to fo$$o+ers needs

• &%hibit e%traordinary beha#iors

Are charismatic leaders born or made?

Does efective charismatic leadership depend onthe situation?

=,


y theories

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Transformationa$ #s. transactiona$ $eadership

=/

Transactiona$ $eaders

• Pathgoa$ theory

• Tas7 focused

Transformationa$ $eaders

• Inspired fo$$o+ers• Peop$e focused


y theories

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Cha$$enges of $eadership

=4

• Leadership #s. management• Characteristics of $eader• Beha#ior of $eader• Leadership by conte%t

• Contemporary theories

Theories

• &thics• Trust•

Cu$ture• 'emote $eadership

Cha$$enges


Practices

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Cha$$enges of $eadership

What are critical issues a leader will

cope with?

=5

&THIC T';T C;LT;'&'&M-T&

L&!@&'HIP

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&thics

The problem is:

A leader, who has lots o rights, is easy to abusepower!

=6

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&thics 2"3

=9

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Trust

The problem is:

Loses ollowers trust negative efects

•

&mp$oyees do not be$ie#e the $eader any more• Leader cannot encourage emp$oyee

• &mp$oyees +i$$ refuse to do tas7 assigned by $eader

">

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Trust 2"3

The so$ution authentic leaders:

• no+ +ho you are

• no+ +hat you #a$ue

• hare information

• &ncourage open communication

• tic7 to your idea$s

"=

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Cu$ture

The problem is:

Diferent cultures need diferent leadercharacteristics!

""

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Cu$ture 2"3

To become e

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'emote $eadership

The problem is:

@ue to the $ac7 of interacting facetoface it8s hard to:

•

'ead non#erba$ cues• &%press opinions

• Bui$d trust D re$ationship

• Manage con*ict

",

0hat doesthis

emoticonmean1

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'emote $eadership 2"3

The good so$ution is:

• @e#e$op D maintain T';T

• Inspiration through 7eyboard+ords

• !ccurate$y read emotion inother8s messages

"/

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Practices

"4

! ta$ented programmer got a ne+

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! ta$ented programmer got a ne+assignment $ead a team of =/ others

"5

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! senior programmer got a ne+ assignment $ead a team of =/ others

• Can he sur#i#e1

• He +i$$ need a signiAcant

EupgradeF•Leadership

•Communication de$egation

•Paradigm shift: EmeF to EthemF• ome peop$e ne#er get itG

"6

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(oundation of team+or7 H'T Princip$es

ource: Brian 0. Ben C. Team Geek – A Software Developer’s Guide to Working Well withOthers

The art of Ep$aying +e$$ +ith othersF

"9

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te#e Ba$$merMicrosoft C&- ">>> ">=) Leading Microsoft into the future

)>

Microsoft case

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Microsoft case 2"3

EMaybe Im an emb$em of an o$d eraand I ha#e to mo#e on ... As much as love ever!thing about what "m doing#

the best wa! for $icrosoft to enter a newera is a new leader who will accelerate

change.F

ource: http:JJ+++.businessinsider.comJste#eba$$merherestherea$reasonim$ea#ingmicrosoft">=)==

)=

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)"

Microsoft case 2)3

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• ;nderstand company cu$ture

• Kisionary

• %eadership track records

))

Microsoft case 2,3

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• Pro#en trac7 record at !utodes7:re#enues )>> mi$$ion =./

bi$$ion

• (ired as C&- of Oahoo after "./years

• Tas7oriented

• ;nc$ear #ision and strategicdirection

),

Oahoo C&- ">>9">==: Caro$ Bart

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ource: http:JJ+++.ndt#.comJphotosJgadgetsJyahooceothecursedob=),)= http:JJAnance.yahoo.comJJbc1sROH--

)/

?enerations of Oahoo C&-s

)4

http://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431http://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431http://finance.yahoo.com/q/bc?s=YHOOhttp://finance.yahoo.com/q/bc?s=YHOOhttp://finance.yahoo.com/q/bc?s=YHOOhttp://www.ndtv.com/photos/gadgets/yahoo-ceo-the-cursed-job-13431

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ource: https:JJ+++.ge.comJaboutusJ$eadershipJpast$eaders http:JJAnance.yahoo.comJJbc1sR?&

)4

?eneration of ?enera$ &$ectric C&-s

)5

https://www.ge.com/about-us/leadership/past-leadershttp://finance.yahoo.com/q/bc?s=GEhttp://finance.yahoo.com/q/bc?s=GEhttps://www.ge.com/about-us/leadership/past-leaders

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&mp$oyee

Leadership

)5

ource: Sac7 0e$ch and uy 0e$ch Winning

?& $eadership frame+or7: ,& =P

)6

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ummary

)6

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QD!If you ha#e any uestions p$ease

as7 usG

)9

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&&'CI& More practices to do

,=

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0hat are the characteristics of $eaders

,=

• (orm ) groups of )/ members.

• Brainstorm 2at $east / points3:

• 0hat are the characteristics of a $eader1

• 0hat do you thin7 about a $eader1

• 0hat do you e%pect in this topic1

,"

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&thica$ di$emma: ;nderco#er $eaders

,"

"ummary:

• Te$e#ision sho+: Leader +or7ing underco#er in hisJhercompany to And out ho+ the organiation rea$$y +or7s

•

ome criticie the sho+ for its fau% rea$ism: C&-s7no+ the camera so e#ery +ord D facia$ e%pression isfor the camera

• 'ecent$y !ustra$ian go#ernment created a programthat p$aces C&-s underco#er in their o+n +or7p$aces

,)

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&thica$ di$emma: ;nderco#er $eaders

,)

#uestions:

=. @o you thin7 it is ethica$ for a $eader to gounderco#er in his or her organiation1 0hy or +hynot1

". @o you thin7 $eaders +ho +or7 underco#er are rea$$ychanged as a resu$t of their e%periences1

). 0ou$d you support a go#ernment program that ga#ecompanies incenti#es to send $eaders underco#er1

,,

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,,

Case Incident =: Leadership Mett$e (orged inBatt$e

,/

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"ummary:

In ">>6 facing a serious shortage of $eadershipready emp$oyees at the

store management $e#e$ Walmart decided to recruit rom the $%"%

military: =/> unior mi$itary oUcers. The resu$t:

• 0a$mart c$aims that it8s been ab$e to bring in +or$dc$ass $eaders+ho +ere ready to ta7e o#er once they had $earned the retai$business that 0a$mart cou$d easi$y teach them.

,/

,4

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• Mi$itary #eterans do ha#e a #ariety of #a$uab$e s7i$$s $earned throughe%perience

• Ma7e decision in $ess than optima$ conditions

• Negotiate across cu$tures

• -perate under e%treme stress.

• Ho+e#er they do ha#e to re$earn some $essons from the ser#ice 2e%: at?oog$e there is nothing $i7e the chain of command mi$itary $eaders areused to3

• ti$$ most forecasts suggest there +i$$ be an amp$e supp$y of batt$etested mi$itary $eaders ready to report for corporate duty in the nearfuture and many companies are eager to ha#e them.

,4

,5

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,5

#uestions

=. @o you thin7 $eaders in mi$itary conte%ts e%hibit thesame ua$ities as organiationa$ $eaders1 0hy or +hynot1

". In +hat +ays not mentioned in the case +ou$dmi$itary $eadership $essons not app$y in the pri#atesector1 0hat might mi$itary $eaders ha#e to re$earnto +or7 in business1

). !re speciAc types of +or7 or situations more $i7e$y tobeneAt from the presence of Ebatt$etestedF $eaders1List a fe+ e%amp$es.

,6

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Case Incident ": Leadership (actories

,6

,9

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Case Incident ": Leadership (actories

,9

#uestions

=. Management consu$ting Arms did #ery +e$$ on a peremp$oyee basis part$y because they are most$y made up ofmanagers 2as opposed to b$ueco$$ar or entry$e#e$ +or7ers3.

Ho+ big a factor do you thin7 composition of the +or7force isin $i7e$ihood of producing a C&-1

". @o you thin7 soca$$ed $eadership factories are a$so betterp$aces for non$eaders to +or71 0hy or +hy not1

). !ssume you had ob o

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