Leadership

Team members:
Mai Nam Chuong
Pham Tan Liem
Nguyen Huu Quang

Instructor: Prof. Tomas

Benz

Agenda
Theories
Leadership vs. management
Characteristics of leader
Behavior of leader
Leadership by context
Contemporary theories
Challenges
Ethics
Trust
Culture
Remote leadership
Practices
Find a suitable leader
Train a leader

Theories
Theories
Leadership vs. management
Characteristics of leader
Behavior of leader
Leadership by context
Contemporary theories
Challenges
Ethics
Trust
Culture
Remote leadership
Practices
Find a suitable leader
Train a leader

Leadership
The ability to influence a group toward the achievement of a
vision
Formal influence due to organization structure
Informal influence outside the formal structure

Leadership

Trait

Behavior

Context

Contemporar
y theories

Leadership vs. Management

Leader:
Challenge status
Create visions
Inspire members

Manager:
Formulate plans
Oversee day-to-day operation

Leadership

Trait

Behavior

Context

Contemporar
y theories

Trait theories
Who is a leader?
Identify a set of traits (personal attributes) that distinguished
leaders from non-leaders.
Predict a leader

Leadership

Trait

Behavior

Context

Contemporar
y theories

Trait theories (2)

Big Five
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

Emotional Intelligence

Leadership

Trait

Behavior

Context

Contemporar
y theories

Behavioral theories
What do leaders do?
Can we train people to be leader?

Leadership

Trait

Behavior

Context

Contemporar
y theories

Behavioral categories

Task oriented: Focus on the

completion of particular tasks as a
measure of success

People oriented: Focus on employees

feeling and treat employees with
respects

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Contingency theories
Situational influences
Under which conditions are certain leadership styles more
effective?

Contingency

Fiedler Model
Situational leadership
Path-Goal theory
Leader Participant theory

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Contingency theories (2)

Fiedler Model
Identify leadership style
Define situation
Match style and situation

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Contingency theories (3)

Situational Leadership
Is employee able to work?
Does employee willing to work?

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Contingency theories (4)

Other theories
Path-Goal theory
Leader-Participation theory

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Contemporary theories
Charismatic leaders
Refer to someone with certain gifts or abilities
Gain followers through personality rather than through power
Have a vision
Willing to take risk to achieve that vision
Sensitive to followers needs
Exhibit extraordinary behaviors

Are charismatic leaders born or made?

Does effective charismatic leadership depend on
the situation?

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Transformational vs. transactional leadership

Transactional leaders
Path-goal theory
Task focused

Transformational leaders
Inspired followers
People focused

Leadership

Trait

Behavior

Context

Contemporar
y theories

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Challenges of leadership
Theories
Leadership vs. management
Characteristics of leader
Behavior of leader
Leadership by context
Contemporary theories
Challenges
Ethics
Trust
Culture
Remote leadership
Practices
Find a suitable leader
Train a leader

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Challenges of leadership

What are critical issues a leader will

cope with?

ETHICS

TRUST

CULTURE

REMOTE
LEADERSHIP

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Ethics

The problem is:

A leader, who has lots of rights, is easy to abuse
power!

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Ethics (2)

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Trust

The problem is:

Loses followers trust negative effects:
Employees do not believe the leader any more
Leader cannot encourage employee
Employees will refuse to do task assigned by leader

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Trust (2)
The solution authentic leaders:
Know who you are
Know what you value
Share information
Encourage open communication
Stick to your ideals

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Culture

The problem is:

Different cultures need different leader
characteristics!

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Culture (2)
To become effective leaders:
Sensitivity to cultural differences
Adapt style when work with people from different
cultures

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Remote leadership

The problem is:

Due to the lack of interacting face-to-face, its hard to:
Read nonverbal cues
Express opinions
Build trust & relationship
Manage conflict

What does
this
emoticon
mean?

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Remote leadership (2)

The good solution is:

Develop & maintain TRUST
Inspiration through keyboard
words
Accurately read emotion in
others messages

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Practices

A talented programmer got a new

27
assignment
- lead a team of 15 others

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A senior programmer got a new assignment

- lead a team of 15 others

Can he survive?
He will need a significant
upgrade
Leadership
Communication, delegation
Paradigm shift: me to them
Some people never get it!

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Foundation of teamwork HRT Principles

The art of playing well with others

Source: Brian W., Ben C., Team Geek A Software Developers Guide to Working Well with
Others

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Microsoft case

Steve Ballmer,
Microsoft CEO, 2000 2013

Leading Microsoft into the future

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Microsoft case (2)

Maybe I'm an emblem of an old era,

and I have to move on ... As much as I
love everything about what I'm doing,
the best way for Microsoft to enter a new
era is a new leader who will accelerate
change.

Source: http://www.businessinsider.com/steve-ballmer-heres-the-real-reason-im-leaving-microsoft-2013-11

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Microsoft case (3)

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Microsoft case (4)

Understand company culture
Visionary
Leadership track records

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Yahoo CEO 2009-2011: Carol Bartz

Proven track record at Autodesk:

revenues $300million -> $1.5
billion
Fired as CEO of Yahoo after 2.5
years
Task-oriented
Unclear vision and strategic
direction

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Generations of Yahoo CEOs

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

36

Generation of General Electric CEOs

Source: https://www.ge.com/about-us/leadership/past-leaders
http://finance.yahoo.com/q/bc?s=GE

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GE leadership framework: 4E 1P

Leadership

Employee

Source: Jack Welch and Suzy Welch, Winning

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Summary

Q&A

If you have any questions, please

ask us!

39

EXERCISES

More practices to do

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What are the characteristics of leaders

Form 3 groups of 3-5 members.
Brainstorm (at least 5 points):

What are the characteristics of a leader?

What do you think about a leader?

What do you expect in this topic?

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Ethical dilemma: Undercover leaders

Summary:
Television show: Leader working undercover in his/her
company to find out how the organization really works
Some criticize the show for its faux realism: CEOs
know the camera so every word & facial expression is
for the camera
Recently, Australian government created a program
that places CEOs undercover in their own workplaces

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Ethical dilemma: Undercover leaders

Questions:
1. Do you think it is ethical for a leader to go
undercover in his or her organization? Why or why
not?
2. Do you think leaders who work undercover are really
changed as a result of their experiences?
3. Would you support a government program that gave
companies incentives to send leaders undercover?

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Case Incident 1: Leadership Mettle Forged in

Battle

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Case Incident 1: Leadership Mettle Forged in

Battle
Summary:
In 2008, facing a serious shortage of leadership-ready employees at the
store management level, Walmart decided to recruit from the U.S.
military: 150 junior military officers. The result:
Walmart claims that its been able to bring in world-class leaders
who were ready to take over once they had learned the retail
business that Walmart could easily teach them.

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Case Incident 1: Leadership Mettle Forged in

Battle
Military veterans do have a variety of valuable skills learned through
experience
Make decision in less than optimal conditions
Negotiate across cultures
Operate under extreme stress.
However, they do have to relearn some lessons from the service (ex: at
Google, there is nothing like the chain of command military leaders are
used to)
Still, most forecasts suggest there will be an ample supply of battletested military leaders ready to report for corporate duty in the near
future, and many companies are eager to have them.

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Case Incident 1: Leadership Mettle Forged in

Battle
Questions:
1. Do you think leaders in military contexts exhibit the
same qualities as organizational leaders? Why or why
not?
2. In what ways not mentioned in the case would
military leadership lessons not apply in the private
sector? What might military leaders have to re-learn
to work in business?
3. Are specific types of work or situations more likely to
benefit from the presence of battle-tested leaders?
List a few examples.

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Case Incident 2: Leadership Factories

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Case Incident 2: Leadership Factories

Questions:
1. Management consulting firms did very well on a peremployee basis, partly because they are mostly made up of
managers (as opposed to blue-collar or entry-level workers).
How big a factor do you think composition of the workforce is
in likelihood of producing a CEO?
2. Do you think so-called leadership factories are also better
places for non-leaders to work? Why or why not?
3. Assume you had job offers from two companies that differed
only in how often they produced CEOs. Would this difference
affect your decision?
4. Do these data support the value of leader selection and
leader development? Why or why not?