Leadership PPT

1. Leading People
Leading Styles
Leading Structure
Lecture 2
Mulhern
Spring 2020 – MBA 209f
Principles of Business

2. Tell somebody Mulhern’s 1st Law
And if you used it.
And share your experience doing
(or not) the gratitude journal.

3. Office Hours & Small Group Lunches
Exam intro is posted
Nuts and Bolts
See Syllabus for weekly readings/tools
Assignments

4. 1. Know thyself: understanding your natural style,
strengths, and challenges (Myers-Briggs).
2. Have a clear understanding of styles of
leadership. (Goleman/Hay)
3. Have a sense of how structure impacts
organizations and their effectiveness
4. Have considered the power and practice of
Leadingx2
Today’s Outcomes

5. Today’s Journey Through 7-S Model

6. INTRODUCING…
Laura Andersen – guest lecturer
Julian Florez – graduate reader
Marcos Ferrari – graduate
reader

7. Myers Briggs and
Big Five
1. Personal Style
Identifying Your
Default Setting

8. What Myers Briggs Is
• A theory of personality, based on the work of Isabel
Myers and Katherine Briggs (following Carl Jung)
• Most widely used tool. 89 of Fortune 100
• A theory based on in-born preferences…
• Reinforced to become habits
• Fundamental to the way we
• get energized
• take in the world
• make decisions and
• organize our lives
• A tool to lead, enable and encourage highly diverse
individuals

9. What Myers Briggs Is Not
• Normative
• About:
• Skills
• Intelligence
• Drive
• Technical expertise
• Character
• Thus, not an explanation for all behavior
• A tool to confine or strongly predict specific outcomes!
• Not without critique
• All theories are wrong . . . Some are useful.

10. Strengths-Based
• Identifying what we are naturally great at and USING that.
• Stretching in ways we aren’t naturally great.
• Appreciating, supporting, and utilizing -- not judging -- those who
differ from us.

11. Fill in the Darker Blue Column ONLY
E or I
Extravert
Introvert
S or N
Sensing
iNtuiting
T or F
Thinking
Feeling
J or P
Judging
Perceiving
Temperament
Self
Key higher-up
Work partner
Key staffer
Home partner
BFF
“nemesis”
Other(s)
Fill these columns only
As we get to them!

12. Where do you prefer to focus your
attention? And get your energy?
E xtraversion
• Active
• Outward
• Sociable
• Learn best by
doing/discussing
• Work ideas out by
talking them out
• Have broad
interests
I ntroversion
• Reflective
• Inward in focus
• Tend to need
privacy
• Learn best by
reflecting
• Tend to prefer
writing
• Focus in depth on
their interests

13. Where’s your energy coming from – going to?

14. How do you prefer to take in information?
Sensing
• Reality
• Factual, discrete data
• Step-by-step
• Present-oriented
• Build carefully
• Trust experience
iNtuition
• Possibility
• Patterns and
relationships
• Big Picture
• Future-oriented
• Quick with hunches
• Trust inspiration

15. Taking it in, sizing it up

16. How do you make decisions?
Thinking
• Analytical
• Use cause-and-effect
reasoning
• Logical
• Seek objective standards
• Reasonable
• May be seen as “tough-
minded”
• Find fairness in treatment
that is applied equally to all
Feeling
• Empathetic
• Guided by personal values
• Look for the impact on
people
• Seek to generate harmony
• Compassionate
• Can be tender-hearted
• Find fairness in decisions that
respect people’s individuality

17. The focus with decisions, e.g., time

18. How do you deal with the outer world?
What’s your basic orientation?
Judging
• Scheduled
• Organized
• Systematic
• Methodical
• Short- and long-term
planning
• Love to decide
• Closure
Perceiving
• Flexible
• Spontaneous
• Casual
• Open-ended
• Adaptable
• Love their options open
• Energized by last minute
decisions

19. Getting stuff done—2 styles

20. Sensing and iNtuitive
• Describe Berkeley.
• How might you exploit the strengths of the S’s and N’s on a team.

21. ISTJ
11.6%
ISFJ
13.8%
INFJ
1.5%
INTJ
2.1%
ISTP
5.4%
ISFP
8.8%
INFP
4.4%
INTP
3.3%
ESTP
4.3%
ESFP
8.5%
ENFP
8.1%
ENTP
3.2%
ESTJ
8.7%
ESFJ
12.3%
ENFJ
2.5%
ENTJ
1.8%
Our group General
population2
SP 8% 27% -38
SJ 71% 46% - 38
NF 13% 16% - 12
NT 8% 10% - 12
1. General Population %s are from Consulting
Psychologist Press
Artisan Guardian Rational
Idealist
SP SJ NT
NF
Pink=Guardian Yellow=Artisan
Green=Idealist Blue=Rational

22. Big Five (OCEAN)
and MB
comparisons
• Openness
• Conscientiousness
• Extraversion
• Agreeableness
• Neuroticism

23. DGM view of Myers Briggs & Hay
Coercive
Immediate
compliance;
consequences
In normal
circumstances:
ISTJ, ESTJ
Trouble-shooting:
ESTP, ISTP, INTP,
ENTP
Visionary
Mobilizes
people towards
a vision
ENF’S with a
look to people-
effects
ENT’S with an
eye to system
result
INFs and INTs in
similar ways,
but means may
be different
Affiliative
Creates
harmony and
emotional
bond
NFs
SFPs and SFJs
Democratic
Forges
consensus and
builds
participation
NP’s , esp. NFPs
Pacesetting
Sets high
standards and
leads through
example of drive
STJs
NTJs
INFJ
ISFJ
Coaching
Leads through
people and
team
development
NF’s
SF’s

24. Hay-Goleman
Leadership Styles
2. Personal Style
Choosing From 6
Approaches

25. • https://youtu.be/fYLIv6r5qb0
• “Have you ever served in an infantry unit, son?”
• What is clearly his go-to style?

26. COERCIVE / DIRECTIVE
“DO AS I SAY”
OPERATING STYLE: DEMAND IMMEDIATE COMPLIANCE
UNDERLYING EI COMPETENCIES: DRIVE TO ACHIEVE, INITIATIVE, SELF-CONTROL
WHEN STYLE WORKS BEST: CRISIS, KICK START TO A TURNAROUND, PROBLEM EMPLOYEES
OVERALL IMPACT ON CLIMATE: NEGATIVE

27. AUTHORITATIVE/VISIONARY
“COME WITH ME”
OPERATING STYLE: MOBILIZES PEOPLE TOWARD A VISION
UNDERLYING EI COMPETENCIES: SELF-CONFIDENCE, EMPATHY, CHANGE CATALYST
WHEN STYLE WORKS BEST: CHANGES REQUIRE A NEW VISION, A CLEAR DIRECTION IS NEEDED
OVERALL IMPACT ON CLIMATE: MOST STRONGLY POSITIVE

28. AFFILIATIVE
“PEOPLE COME FIRST”
OPERATING STYLE: CREATES HARMONY AND BUILD EMOTIONAL BONDS
UNDERLYING EI COMPETENCIES: EMPATHY, BUILDING RELATIONSHIPS, COMMUNICATION
WHEN STYLE WORKS BEST: HEALING RIFTS IN A TEAM OR MOTIVATING PEOPLE DURING
STRESSFUL CIRCUMSTANCES
OVERALL IMPACT ON CLIMATE: POSITIVE

29. DEMOCRATIC
“WHAT DO YOU THINK?”
OPERATING STYLE: FORGES CONSESUS THROUGH PARTICIPATION
UNDERLYING EI COMPETENCIES: COLLABORATION, TEAM LEADERSHIP, COMMUNICATION
WHEN STYLE WORKS BEST: BUILD BUY-IN OR CONSENSUS, GET INPUT FROM VALUABLE
EMPLOYEES
OVERALL IMPACT ON CLIMATE: POSITIVE

30. PACESETTING
“DO AS I DO, NOW”
OPERATING STYLE: SETS HIGH STANDARD FOR PERFORMANCE
UNDERLYING EI COMPETENCIES: CONSCIENTIOUSNESS, DRIVE TO ACHIEVE, INITIATIVE
WHEN STYLE WORKS BEST: GET QUICK RESULTS FROM A HIGHLY MOTIVATED AND
COMPETENT TEAM
OVERALL IMPACT ON CLIMATE: NEGATIVE

31. COACHING
“TRY THIS”
OPERATING STYLE: DEVELOPS PEOPLE FOR THE FUTURE
UNDERLYING EI COMPETENCIES: DEVELOPING OTHERS, EMPATHY, SELF-AWARENESS
WHEN STYLE WORKS BEST: HELP AN EMPLOYEE IMPROVE PERFORMANCE OR
DEVELOP LONG-TERM STRENGTHS
OVERALL IMPACT ON CLIMATE: POSITIVE

32. Shapes & Styles:
name ‘em with
proof point.
Coaching!
Authoritative !
Affiliative
Narcissist!
Pacesetter!
Affiliative!
Democratic!
Coercive!

33. What’s your brightest bulb?
• Share in a cluster:
• We all HAVE natural styles
• What’s your go-to style?
– Directive
– Visionary
– Coaching
– Affiliative
– Pacesetting
– Democratic

34. • Share in a small group:
• We all have natural challenges.
• Which style is hardest for you to put into action?
– Directive
– Visionary
– Coaching
– Affiliative
– Pacesetting
– Democratic
What’s your dimmest bulb?

35. The 7th and Deadliest Style: Asshole*
Effects on those who work for them
Behavior of Employees Difficult
Bosses
Control
Group
Slowed down or purposely
made errors 30% 6%
Purposely hid from the boss
27% 4%
Confessed: not max effort
33% 9%
Took off time when not sick
29% 4%
Took longer breaks
Source: Wayne Hochwater, et al., summary here:
https://www.livescience.com/1929-abused-workers-fight-
slacking.html
25% 7%
Driven by Ego Needs for:
• Control
• Credit
• Reputation
• Admiration
• Power over
*Source: Robert Sutton, The
No Asshole Rule

36. We’ve covered the top half!
1. Know thyself: understanding your natural style,
strengths, and challenges (Myers-Briggs).
2. Have a clear understanding of styles of
leadership. (Goleman/Hay)
3. Have a sense of how structure impacts
organizations and their effectiveness
4. Have considered the power and practice of
Leadingx2

37. Every Picture Tells a
Story, Don’t it?
3. Structure in the 7-S
Model

38. Our Journey Through 7-S Model

39. Evolving Structures – Tracking Evolving
Superordinate Values
• Relationship to the Board
• Board and/or CEO set a policy that
the CEO then must make happen
throughout the organization
• Initiatives become OKRs with (co-)
owners, holding measurable pieces
of work that sum up to the total

40. Milton Friedman
“A corporate executive ... has direct responsibility to conduct business
in accordance with [shareholder] desires ... to make as much money as
possible…”
“…while conforming to their basic rules of the society, both
those embodied in law and those embodied in ethical custom.”

41. Customer as the Ultimate Stakeholder
• Traditional view was that the Board represented shareholders
• 6 stakeholders: shareholders, customers, employees, vendors,
community, environment

42. Evolving Structures cont.
• 5 – year plan to one – year plan
• In many (not all) sectors, disruption happens faster and more frequently
• Shifted the conversation around strategy and management to increase
mobility and flexibility in a rapidly changing environment

43. Challenging the notion of “the”
leader!
4. Consider the power
and practices of LX2

44. What is
LX2?
“I define leadership as leaders inducing followers to act for
certain goals that represent the values and the motivations – the
wants and needs, the aspirations and expectations – of both leaders
and followers.
“Transforming leadership . . . occurs when one or more
persons engage with others in such a way that leaders and followers
raise one another to higher levels of motivation and morality.”
James MacGregor Burns, On Leadership, p. 20

45. A Natural Progression
Leader
Follower
Leader
Follower
Leader Leader
The Great Man
Theory
Burns - Heifetz
LX2

46. With this in mind... Who are your people?
Leading Down​ Leading Across​ Leading Up​
Best so far​ Ana​ Michael Rosemary
Worst so far​ HC​ ​AN KS
Of Current Interest​ This class? Dan My parents

47. What is LX2?
There is no authority without relationship. Somebody confers it.
There is no leadership without relationship.
The AUTHORITY
may be a status,
a position, one.
LEADING is an action,
a function, never
belonging to one.

49. Leading Down​ Leading Across​ Leading Up​
Best so far​ Ana​ Michael Rosemary
Worst so far​ HC​ ​AN KS
Of Current Interest​ This class? Dan My parents
With this in mind...
Best so far
Of current interest

50. Annotate Your Partnerships
Each of them has enabled me to be more than twice as effective as I could be, has
complemented what I have to offer, and I hope I have done the same thing for them.
It’s more than double; it’s probably triple.
-Robert Reich, Secretary of Labor, Writer, Filmmaker

51. The Ideal LX2
– THE Vision
A radical adult-adult relationship
Can work in any context of status-power
difference (not the default)
Align to and serve the purpose(s) that
bring you together
Align to each other’s personal &
professional growth
Experience and model open channels of
cognitive and affective communication
Discuss: Does this definition match how
you worked in X relationships?

52. Virtuous Pairs Incur Great Benefits

53. Outcomes for Today: Thinking RTL
1.How the Organization is Organized
2.Wrap our minds around LeadingX2
3.Identify where you are (or could be) LeadingX2
4.How can we get there?
• Radical Equality
• Open Communication
• Share Vision, Mission, Values
• Commit!

54. HOW: Choose Radical Equality (over & over)
Parent-Manager
Child-Direct Report

55. Why is it so hard?
• Adult-Child is easier.
“Because I said so.”
• Child-to-adult is easier.
“Whatever you say.”
“I hate you and it’s all your fault.”
• Equal siblings is hard.
“Mom loved you best.”
“You think you’re better than me.”
Parent-Teacher-Cop-Boss
Kid-Student-Citizen-
Employee
Sibling-Co-worker-Spouse

56. Fixed Growth
Who has the power? Who has ideas and skills?
Who is right / wrong? What can we learn?
Don’t mess up! Fail fast!
Look smart Act ignorant
Debate and deny Ask and acknowledge
Hide your weakness Share your needs
HOW: Gain Awareness of Your Mindset
See Mindset by Carol Dweck.

57. The Aspiration Deep Change Required
• Fundamental Equality
• Fundamental Respect
• Adult-to-Adult
• Totally bi-directional
• Inspiring*
• Up-skilling
• Challenging
• Modeling
• Encouraging
*K&P, The Leadership Challenge
• Because I said so.
• I’ve figured it out, so I don’t need to
share, ask, fear, etc.
• I’m only doing it because
you’re making me.
• You can’t make me!
• I’m not going to tell you what
I’m really thinking, feeling, etc.

58. HOW: Share Vision, Mission & Values
Your shared vision,
mission and goals
Mission or commitment,
to each other:
“I have your back.”
Partner 2
Partner 1

59. My Mission to Dan
I will courageously contribute my reliable, proactive, thorough,
JOYFUL nature to build partnerships, processes, and work that
embody our values.
I will receive and trust your expertise, encouragement, honesty
and genuine concern for my 60% of this work.

60. Pair Share:
One
Partnership
to Level Up
• Choose radical equality (over & over)
• Gain awareness of your mindset toward yourself and others
• Share vision, mission and / or values
• Communicate openly, keeping your shared vision, mission or
values at the center
• Future classes on speaking & listening
• Which partnership could you focus on this week? This month?