Engineering and Technology Management ETM 5110/5341 LEADERSHIP STRATEGIES FOR TECHNICAL PROFESSIONALS Summer 2003 Instructor: Mr. C. Michael Carolina Dates: June 11 – July 9

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Instructor: Mr. C. Michael Carolina Office: Room 204, Advanced Technology Research Center Telephone: MSETM Department: Prerequisite: Graduate Standing Course Objective: This five-week (15-hour) course focuses on leadership strategies, principles, styles and dynamics that must be understood to create and/or maintain the desired climate and effectiveness within an organization.

Engineering and Technology Management Biographical Summary C. Michael Carolina Mr. Carolina is a research consultant with the Education, Research, and Economic Development Foundation of Oklahoma State University (OSU). He is also an adjunct professor in OSU’s College of Engineering, Architecture and Technology. He received his B.S. degree from OSU in 1967 and his M.S. from the University of Oklahoma (OU) in He completed AT&T’s Executive Development Program at Princeton, NJ, in Mr. Carolina served in several of AT&T’s New Jersey-based operations, including technology transfer of Bell Laboratories-designed telecommunications products to AT&T’s and Lucent Technologies’ joint ventures in India, Korea, Taiwan, The Netherlands, Spain, Brazil and St. Petersburg, Russia. In 1996, he was named engineering director at Lucent’s Manufacturing and Global Provisioning Center in Oklahoma City. He retired in 2001 after 28 years with the Western Electric Co., AT&T and Lucent. Mr. Carolina serves on the board of directors of the Oklahoma Medical Research Foundation, the National Memorial Institute for the Prevention of Terrorism, the Jim Thorpe Association, and serves on engineering advisory boards at OSU and OU.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Text and Reference Materials Required Text Peter Drucker, The Leader of the Future: New Visions, Strategies and Practices for the Next Era, ISBN Reference Materials (Articles/Books): Leadership That Gets Results (Goleman), Harvard Business Review. Reprint Number R00202 (March, 2000). Meeting the Challenge of Disruptive Change (Christensen and Overdorf), Harvard Business Review. Reprint Number R00202 (3/01/01). Leadership Transitions (Watkins), Harvard Business Review. Product Number 8024D (9/14/01). Where Leadership Starts (Eckert), Harvard Business Review. Product Number R00110B (11/01/01). Steven Covey, The 7 Habits of Highly Effective People. ISBN Moving Mountains, Harvard Business Review. Reprint R0301B (January, 2003) Leading for Value (Pittman), Harvard Business Review. Reprint R0304B (4/03/03) The Top 25 Managers of the Year and Managers to Watch in 2001, Business Week.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Case Studies Case Study 1: “GE’s Two-Decade Transformation: Jack Welch’s Leadership” (Bartlett), Harvard Business Review, Product Number Case Study 2: “A Video with Craig Weatherup” (former CEO, Pepsico). Harvard Business Review, Product Number (4/4/94). Case Study 3: “Lycos, Inc.: The USA Network, Lycos and TMCS Merger” (Hutton), Harvard Business Review, Product Number (4/16/00). Case Study 4: “Meg Whitman at e-Bay, Inc” (Hill and Farkas), Harvard Business Review, Product Number (2/28/01). or “Compaq Computer Corp.: The Dell Challenge” (Ryans and Vandenbosh), Harvard Business Review, Product Number 900M14 (7/01/00).

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Session 1 “Immersion” thru anthology – video, HBR, news magazines, anecdotes Technology evolution The knowledge – intensive economy Next generation leadership Looking for “common threads” Establish bridge between leadership seminar and MSETM program Complementary dimension Learning about leadership and its components Finding the right model for individual/team success Standards, ethics, integrity

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Course Structure Review of leadership styles Examples of recognized leaders Examples of emerging leaders Values and integrity HBR case studies for relevance and application Guest executive lectures

Engineering and Technology Management Activities/Assignments by Week: Week IIntroduction and assignment “0”(class survey/profile) (6/11) Week IILecture and discussion; review of HBR cases 1 & 2 (6/18) Week IIICase studies 1 & 2 readouts and critique; review of HBR (6/25)case studies 3 & 4; guest executive; and research assignment “A Successful Leader and the Keys to Their Success”(student will select a recognized leader and summarize findings in approximately 400 words). Week IVCase studies 3 & 4 readouts and critique; guest (7/02)executive; and student readouts from Week III assign- ment (“A Successful Leader…”). Week VReview and wrap-up. (7/09)

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Better understanding of leadership styles and their impact on an organization Better understanding of, and differentiation between, a leader and a manager Better understanding of the landscape and dynamics that influence an enterprise Better understanding of the principles that should form the linchpin of an enterprise Create an increased sense of entrepreneurship Each student should be better able to map a course toward acquiring an expanded set of leadership and management skills

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Leadership is about coping with change. Management is about coping with complexity.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Purpose Connectivity Relevance Application

Engineering and Technology Management Creating a Culture of Invention and Innovation

Engineering and Technology Management “If we are to remain pre-eminent in transforming knowledge into economic value, the U. S. system of higher education must remain the world’s leader in generating scientific and technological breakthrough and in preparing workers to meet the evolving demands for skilled labor.” Allan Greenspan Speaking at National Governors Association July 22, 2000

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Vision + technology innovation + knowledge management = improved productivity and sustained performance

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Moore’s Law Transistor count (power) will double every 18 months and will continue for many years.

Engineering and Technology Management LEADERSHIP STRATEGIES Environment Technology evolution Shorter product lifecycles Globalization Increased competition Downsizing/rightsizing Entrepreneurial/intrapreneurial Virtual corporation Corporate corruption Workforce/workplace/worktools

Engineering and Technology Management “ In the News" (Companies and CEO’s) Adelphia - John Rigas AOL Time Warner - Jerry Levin Enron - Ken Lay Global Crossing - Gary Winnick ImClone - Samuel Waksal Qwest - Joe Nacchio Tyco - Dennis Kozlowski WorldCom - Bernard Ebbers

Engineering and Technology Management What’s Happened Since ? Re-examining our values Economic downturn and corporate corruption Confronting terrorism – military and homeland defense Defining threats –chemical/biological /agricultural –cyber –weapons of mass destruction (WMD) Developing and deploying innovative/next generation science and technology –sensor, imaging, surveillance –energy policy and alternatives –disruptive technologies

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Business Globalization Continuum Local Regional National Global

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Principles and Shared Values Results Brand Image/Loyalty Passion Reach Sustainability

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Leader/Manager and Convergence Results: Customer satisfaction Quality indices (six sigma, 1 in 10K, etc.) Reliability (MTBF, MTBM) New product introduction Time to market/cycle time Lifecycle management Time to cash Return on sales (ROS); assets (ROA); equity (ROE); capital (ROC) Gross margin Revenue/profitability People development

Engineering and Technology Management JACK WELCH VIDEO & EXHIBITS GE’S TWO-DECADE TRANSFORMATION

Engineering and Technology Management ETM LEADERSHIP STRATEGIES Leadership/Management Excellence Delivering Value Through:People Products/Services Processes Enablers:Technology Tools Training

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES THE WAL-MART CULTURE The principles and practices used by Sam Walton are still being used today. Sam Walton’s 3 Basic Beliefs: 1)respect for the individual 2)service to our customers 3)strive for excellence

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Leadership “Vignettes” Leadership pre 9-11 Leadership post 9-11 The Harley-Davidson posse ride The Abilene Paradox Emotional intelligence (EI) vs. IQ A “walk in the woods” The leader/manager as portfolio manager Leveraging the art of leadership into the science of results Developing a “bag of tricks”

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Some Leadership Attributes Visionary (thinking strategically, globally, commercially) Effective communicator Innovative and bold Tough Smart Able to assess risks Ability to build relationships (internal and external) Objective Ability to process diverse information Embraces technology Broad understanding of the business Focuses on sustainable growth Creates esprit de corps Gets results

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES What Wartime Leaders Do 1.Define the business of the business 2.Create a winning strategy 3.Communicate persuasively 4.Behave with integrity 5.Respect others 6.Act Judith Bardwick, “Peacetime Management and Wartime Leadership.” (Excerpt from Peter Drucker, The Leader of the Future, page )

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Four Simple Things that Effective Leaders Know 1.The only definition of a leader is someone who has followers. 2.Popularity is not leadership, results are. 3.Leaders are highly visible, i.e., they set examples. 4.Leadership is not rank, privilege, title, or money. It is responsibility. Peter Drucker, The Leader of the Future

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Three Roles of the Leader in the New Paradigm 1.Pathfinding (principle–centered) 2.Aligning 3.Empowering Steven Covey, “Three Roles of the Leader in the New Paradigm.” (Excerpt from Drucker, The Leader of the Future, pages )

Engineering and Technology Management Level 5 Leadership 1.Humility 2.Will 3.Ferocious resolve 4.Tendency to give credit to others 5.Assign blame to themselves Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” (Harvard Business Review, Product Number R0101D, 1/1/01.) ETM 5110 – LEADERSHIP STRATEGIES

Engineering and Technology Management In short, real leaders have passion and create passion, commitment, and an emotional bond among his/her followers. ETM 5110 – LEADERSHIP STRATEGIES

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES The Six Basic Leadership Styles Affiliate (“people come first”) Authoritative (“come with me”) Coaching (“try this”) Coercive (“do what I tell you”) Democratic (“what do you think?”) Pacesetting (“do as I do, now!”) Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Ranking of Leadership Styles in Order of Positive Impact Authoritative Affiliate Democratic Coaching Pacesetting Coercive Source: Daniel Goleman, “Leadership That Gets Results,” Harvard Business Review, March 2000.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Habit 1. Be Proactive Habit 2. Begin with the End in Mind Habit 3. Put First Things First Habit 4. Think Win/Win Habit 5. Seek First to Understand, Then to Be Understood Habit 6. Synergize Habit 7. Sharpen the Saw Steven Covey, The 7 Habits of Highly Effective People.

Engineering and Technology Management ETM 5110 – LEADERSHIP STRATEGIES Doing the Right Things to: Create stakeholder value Sustain employment Advance career Achieve personal balance …personalizing leadership