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Dr. William A. Snow

Hong Kong University of Science & Technology

Department of Management of Organizations

College of Business & Management

Managerial LeadershipMGTO 234 - 2

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INTRODUCTION TO CASE ANALYSESINTRODUCTION TO CASE ANALYSES TEAM EXERCISE

Fallout Shelter Exercise The relevance of this exercise will be

discussed later 1.Read the situation individually (duh) 2.Discuss with your team 3.Select someone on your team to

report out your team’s findings and rationale

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The relevance of the Fallout Shelter The relevance of the Fallout Shelter Exercise:Exercise:

1.1.

2.2.

3.3.

4.4.

5.5.

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INTRODUCTION TO CASE ANALYSESINTRODUCTION TO CASE ANALYSES

WHAT’S BEHIND CASE ANALYSIS AS A LEARNING METHODOLOGY?

ELEMENTS OF CASE ANALYSIS – SUMMARY OF CASE – KEY ISSUES IN CASE – KEY ISSUES/PROBLEMS DISCUSSION – SOLUTION/DECISION – IMPLEMENTATION PLAN

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INTRODUCTION TO CASE INTRODUCTION TO CASE ANALYSESANALYSES

ELEMENTS OF CASE ANALYSIS – SUMMARY OF CASE – KEY ISSUES IN CASE – KEY ISSUES/PROBLEMS DISCUSSION – SOLUTION/DECISION – IMPLEMENTATION PLAN

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Webster Plant Case-Webster Plant Case-AnalysisAnalysis

A. Summary of Case Narrative format, 1-2 pages minimum Brief statements summarizing key points in

the case

B.Key Issues in the Case Succinct, factual, specific statements No explanation of why these are key issues No more than 4-5 issues ½ page minimum

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C. Key Issues/Problems Discussion Review of each of the key

issues/problems you have identified Don’t reach a conclusion; this is a

discussion of the possible solutions (alternatives) only

Be sure you have discussed all of the issues/problems you identified

2-3 pages, narrative format, minimum

Webster Plant Case-Webster Plant Case-AnalysisAnalysis

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D. Solution/Decision Narrative format; ½-l page minimum Summary of which alternative you

selected and why

E. Implementation Plan Include this statement, “In priority

order, this is my implementation plan.” Priority order means this is a forced

choice ranking; one has to be first (1, 2, 3, and so forth)

Please follow the format you have been given

Webster Plant Case-Webster Plant Case-AnalysisAnalysis

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A. Meet with your fellow team members and:

1. Invest 30 minutes analyzing the Webster case; focus on:

- introducing yourself to your team members

- identify the key issues/problems in the case(select no more than 3, your time permitting) (‘B’ - key issues in case)

Webster Plant Case Analysis-In Webster Plant Case Analysis-In ClassClass

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-determining the possible solution(s) to the problem your team has identified (‘C’ key issues/problems discussion)

-making a decision about which solution(s) your team has selected and why (’D’-solution/decision)

-drafting an implementation plan based on the model provided (‘E’-implementation plan)

Webster Plant Case-Webster Plant Case-AnalysisAnalysis

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2. Select a team member form yoru team to report out your collective findings

3. In writing, make a list of questions you have (if any) regarding this case analysis process. Give to Bill@ end of class

Webster Plant Case-Webster Plant Case-AnalysisAnalysis

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E. In priority order this is my implementation plan.

Year OneKey Activities First Second Third Fourthto Implement Quarter Quarter Quarter

Quarter1. Replace President xx1. Re-organize theMarketing department 2. Design and implement xxSuccession planning xx3. Hire 5 new marketing representatives

Case Analysis- Implemetation Case Analysis- Implemetation PlanPlan

Chapter 2Chapter 2

Leadership Involves an Interaction between the

Leader, the Followers, and the Situation

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Leadership is a function of three elements - the Leadership is a function of three elements - the leader, the followers, and the situationleader, the followers, and the situation

Followers

Leader

Situation

Values

Norms

Cohesiveness

Personality

Position

Expertise

Task

Stress

Environment

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The LeaderThe Leader

The “Leader” element explores what the person brings as an individual to the leadership framework. These might include personal history, interests, character traits, and motivation.

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The FollowerThe Follower

There is increased pressure on organizations to function with reduced resources.

The problems faced by many organizations is so complex and the changes so rapid that more people are required to solve them.

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The SituationThe Situation

This element, “the situation,“ may be the most ambiguous aspect of leadership because it can refer to anything: – the specific task a group is doing– to much more complex situations

Chapter 10Chapter 10

Leadership Behavior

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Advantages to Examining a Advantages to Examining a Leader’s BehaviorLeader’s Behavior

Behavior can be observed which makes it easier to measure.

People are less defensive about it and feel more in control of it than they do about their personalities or intelligence.

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Leadership questionnairesLeadership questionnaires

Leadership questionnaires have been developed to measure different leader behaviors in work settings. Examples include:– Leader Behavior Description Questionnaire

(LBDQ)– Supervisory Descriptive Behavior

Questionnaire (SBDQ)– Leadership Opinion Questionnaire– Leadership Behavior Description

Questionnaire – XII

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Leadership ineffectiveness Leadership ineffectiveness

Why some leaders fail or encounter leadership ineffectiveness:– Inability to build relationships with co-

workers– Failure to meet business objectives

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Leadership ineffectivenessLeadership ineffectiveness

– Inability to lead and build a team– Inability to adapt to new leaders,

businesses, cultures, or structures– Inadequate preparation for

promotion– Self defeating behaviors (next)

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Common Self-Defeating Common Self-Defeating Leader BehaviorsLeader Behaviors

-Procrastination -Suspiciousness-Defensiveness -Overcommitted-Worrying -Overly critical-Alienating -Rigidity-Hostility -Overcontrolling-Perfectionism -Inability to trust

others

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Factors in permanent Leader Factors in permanent Leader behavior changebehavior change

Studies have shown that certain factors contribute to a permanent behavior change. They include:– Having written development plans – Reviewing development with direct

supervisor

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Factors in permanent leader Factors in permanent leader behavior changebehavior change

– Capitalizing on on-the-job experience

– Seeking feedback on progress from others

– Having the person’s supervisor held accountable for his/her development

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CoachingCoaching

Coaching – process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more successful.

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MentoringMentoring

Mentoring - series of processes whereby the less-experienced members of an organization develop skills and leaders abilities.

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Management & Management & LeadershipLeadership

Exemplary Leadership is assisting people-leaders and individual contributors alike-in furthering their abilities to lead others to get extraordinary things done.

– James M. Kouzes, Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It (1993). Jossey-Bass Publishers, San Francisco, CA.

– James M. Kouzes, Barry Z. Posner, The Leadership Challenge (1995.) Jossey-Bass Publishers, San Francisco, CA.

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Management & Management & LeadershipLeadershipLeadership Exercise

1. Discuss the best leader you have ever known; one leader per team member maximum.

2. The person you chose to discuss with your team members should be one that you admire and with whom you have had personal experiences-either by being a follower of that leader or by personally observing that leader in action.

3. Each team member is to answer this question: “What does this person do and what qualities does this person have that makes you admire him or her as a leader?

4. Your team is to listen for common themes, threads and generalizations that come from your discussions.

5. Select a team member to report out on these common themes, threads, and generalizations to the overall group.

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Management & Management & LeadershipLeadership

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Relations: Leadership is about relationships!Create an environment of:

TrustConfidenceSupportHard WorkUnderstandingBe a role model-set the example

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Processes:– Set up ways by which work

gets done

– Ties to structures (what) and processes (how)

– Ensures that work gets done

 

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Resources:

– Provide equipment, tools, #,

facilities to get work done

– Right kind of people

(Job Person fit)

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Structure:

– Form follows function

– Establish goals, roles, procedures and

norms for interpersonal functioning

– Provide policies, procedures and

organization form based on purpose

 

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Purpose:

– Establish and help followers

understand the vision of the

organization

– Clarity on culture, philosophy

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What Leaders Are Expected To What Leaders Are Expected To DoDo

Rewards:– Provide various kinds of

incentives

– New rewards, Strategic rewards

– Recognition (non financial)

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What Makes Leaders Effective-What Makes Leaders Effective-The Practices of Exemplary The Practices of Exemplary

LeadershipLeadership1. Challenging the Process. Challenge is the opportunity for greatness. People do their best when there’s the chance to change the way things are now. Leaders seek and accept challenging opportunities to test their abilities. Leaders experiment and take risks.

2. Inspiring a Share Vision. Pioneering leaders rely upon a compass and a dream because there is no paved highway from here to tomorrow. Leaders look forward to the future. But visions seen only by the leaders are insufficient to create organized movement. They must get others to see the exciting future possibilities.

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What Makes Leaders Effective-What Makes Leaders Effective-The Practices of Exemplary

Leadership3. Enabling Others to Act. Leaders know that they

cannot do it alone. It takes partners to get extraordinary things done in organizations. Leaders build teams with spirit and cohesion, teams that feel like family. Leaders make others feel like owners, not hired hands.

4. Modeling the Way. A leader needs a philosophy, a set of high standards by which the organization is measured, a set of values about how employees, colleagues, and customers ought to be treated, a set of principles that make the organization unique and distinctive. Leaders also need plans. And, leaders stand up for their beliefs.

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5. Encouraging the Heart. Getting extraordinary things done in organizations is hard work. The climb to the summit is arduous and steep. Leaders encourage others to continue the quest. They inspire others with courage and hope. Leaders give heart by visibly recognizing people’s contributions to the common vision.

What Makes Leaders Effective-What Makes Leaders Effective-The Practices of Exemplary

Leadership

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“I don’t have to like my associates, but as a man I must love them. Love is loyalty. Love is teamwork. Love respects the dignity of the individual. Heartpower is the strength of your organization.”

Vince Lombardi

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Video, “The Challenge of Leadership”

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Leadership Practices Inventory (LPI)

30 items about you; scale of 1-10

Don’t answer in terms of how you would like to see yourself or in terms of what you should be doing as a leader

Do answer in terms of the extent to which you actually engage in the behavior

The LPI has been administered to thousands of leaders at various levels; has a high degree of validity and reliability

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Leadership Practices Inventory (LPI)

LPI Response Sheet

“Instructions for Hand Scoring”

“Percentile Rankings for LPI Ratings”1. LPI-IC Percentile Rankings2. Your Summary Page and Summary Graph

Page3. Your Percentile Ranking Page4. Your Feedback on 5 Principles