1. Leadership & Organizational Architectures Leadership Motivating change within organizations

2. Leadership & Organizational Architectures Leadership topic objectives Career Path My Leadership Philosophy Lessons Learned in my leadership walk Leadership skills that I have found most helpful (in my career and personal life) Have mentors played a key role in my development?

3. Leadership & Organizational Architectures Career Path Academic – Adjunct Instructor of Economics. 15 yrs of experience. Public Sector – U.S. Government. Economic Research Analyst – Federal Trade Commission Private – Consultant – Stone & Webster Mgmt Consultants; FedEx – Corporate Financial Planning & Treasury.

4. Leadership & Organizational Architectures Leadership Philosophy Emotional Intelligence –Self Awareness, Self Management, Social Awareness, Social Skills Six Types of Leadership –I identify with four of the leadership styles: Authoritative, Affiliative, Democratic, Coaching Leadership 5 –The key ones for me are: First Who… Then What, Simplicity, a Culture of Discipline.

5. Leadership & Organizational Architectures Emotional Intelligence Self Awareness Emotional self-awareness: Ability to read and understand your emotions. Self-Management Self-Control: the ability to keep disruptive emotions and impulses under control. Trustworthiness: a consistent display of honesty and integrity. Social Awareness Empathy: skill at sensing other people’s emotions, understanding their perspective, and taking an active interest in their concerns. Social Skill Visionary leadership: the ability to take charge and inspire with a compelling vision. Influence: the ability to wield a range of persuasive tactics. Accurate self-assessment: a realistic evaluation of your strengths and limitations. Conscientiousness: the ability to manage yourself and your responsibilities. Adaptability: skill at adjusting to changing situations and overcoming obstacles. Organizational Awareness: the ability to read the currents of organizational life, build decision networks, and navigate politics. Developing Others: the propensity to bolster the abilities of others through feedback and guidance. Communications: skill at listening and at sending clear, convincing, and well-tuned messages. Change catalyst. Self-confidence: a strong and positive sense of self-worth Achievement orientation: the drive to meet an internal standard of excellence. Initiative: a readiness to seize opportunities. Service orientation: the ability to recognize and meet customers’ needs. Conflict Management: the ability to de-escalate disagreements and orchestrate resolutions. Teamwork and collaboration:

6. Leadership & Organizational Architectures The Six Leadership Styles The leader's modus operandi: Coercive Demands Immediate Compliance Authoritative Mobilizes people toward a vision Affiliative Creates harmony and builds emotional bonds The style in a phrase: Do what I tell you“Come with me”“People come first” Underlying emotional intelligence competencies: Drive to achieve, initiative, self-control Self-confidence, empathy, change catalyst “Empathy, building relationships, communication When the style works best: In a crisis, to kick start a turnaround, or with problem employees When changes requires a new vision, or when a clear direction is needed To heal rifts in a team or to motivate people during stressful circumstances Overall Impact on climate: NegativeMost strongly positivePositive

7. Leadership & Organizational Architectures The Six Leadership Styles The leader's modus operandi: Democratic Forges consensus through participation Pacesetting Sets high standards for performance Coaching Develops people for the future The style in a phrase: “What do you think?”“Do as I do. Now”“Try this” Underlying emotional intelligence competencies: Collaboration, team leadership, communication Conscientiousness, drive to achieve, initiative Developing others, empathy, self- awareness When the style works best: To build buy-in or consensus or to get input from valuable employees To get quick results from a highly motivated and competent team To help an employee improve performance or develop long-term strengths Overall Impact on climate: PositiveNegativePositive

8. Leadership & Organizational Architectures Level 5 Leadership First Who…. Then What Confront the Brutal Facts (Yet Never Lose Faith) Simplicity within the Three Circles A Culture of Discipline Technology Accelerators

9. Leadership & Organizational Architectures Three Circles of the Hedgehog Concept What you are deeply passionate about What drives your Economic Engine What you can be The best in the world at

10. Leadership & Organizational Architectures Lessons Learned from My Leadership Walk Must have passion for what you do Must learn to Listen Build Trust Simplify you life Manage Expectations Develop courage to make decision Look at the bigger picture Step back and remember Leadership is not synonymous with management

11. Leadership & Organizational Architectures Most Useful Leadership Skills Passion -Love what you do Political Awareness Mentor others Take ownership of the process Build Strong Relationships Develop Trust Maintain a sense of Humor

12. Leadership & Organizational Architectures Leadership Mentors My parents, my grandmother My economics professor Government Researcher FedEx Corporation Academic Mentors: Ronald Coase, F. A. Hayek, Milton Freidman, Thomas Sowell, Gary Becker, Ayn Rand

13. Leadership & Organizational Architectures The Coase Theorem The ultimate resource allocation will be efficient, regardless of the initial assignment of property rights, as long as contracting costs are sufficiently low and the property rights are assigned clearly, are well enforced and can be exchanged readily.

14. Leadership & Organizational Architectures Sources Brickley, James A., Smith Jr., Clifford W., Zimmerman, Jerold L. Zimmerman Managerial Economics and Organizational Architecture, McGraw-Hill Irwin, 2nd Edition, 2001. Collins, Jim Good To Great, Harper Collins Publishers, 2001. Goleman, Daniel, Leadership That Gets Results, Harvard Business Review, March-April 2000. Kouzes, James M., Posner, Barry Z. Leadership The Challenge, Jossey-Bass, 3rd Edition, 2002.