L EADERS V S. M ANAGERS LeadersManagers Do the right thingsDo things right What can be accomplishedHow can things should be done InnovationConformity Outcome OrientedProcess Oriented TransformationalTransactional Vision, Inspiration, CouragePlans, Procedures, Objectives Create Change (take followers from status quo to improvements) Manage Change (ensure the system can cope with it)
W HAT A LEADER IS V S. W HAT A L EADER D OES Collaborative developer of mission, vision, and core values; Creator of a humanistic work environment; Capabilities builder, developer of people; Communications initiator (organization- wide); Compassion fosterer - role model of emotional intelligence; Carrier of strategic data; Consensus seeker – risk taker; Change agent Joseph P. Cangemi, Bill Burga, Harold Lazarus, Richard L. Miller, Jaime Fitzgerald (2008)
H ENRY F ORD S HARING V ISION, M ISSION, AND C ORE V ALUES Vision and Mission: Bringing automobiles to the masses through means of innovative approaches to cost cutting, technological breakthroughs (the assembly line) $5 an hour, 40 hour work weeks made: the workers able to afford the cars they built and better for the economy `Decreased staff turnover considerably low
A NNITA R ODDICKD H UMANISTIC W ORK E NVIRONMENT The Body Shop: 2 nd largest cosmetics franchise in the world 2,400 stores in 61 countries Started from only one store Activities: Supporting projects like Children On The Edge (COTE) Trade not Aid (aimed at safe working environment, fare treatment of employees, etc...)
D AVID G REENBERG L EADERS AS E NABLERS OF PEOPLE Korean Air: In the period 1988 to 1999, a loss rate of almost 17 times higher than some other carriers like United Airlines (4.79) 1999, Delta Airlines and France Air suspended partnership, US army personnel banned from flying KAL 2000 Greenberg Brought in: Cultural barriers causing many of the crashes resolved by simple means (change in common language, etc...) Flight engineers transformed into capable pilots for Cargo 360
C REATING M ISSION AND V ISION In groups of 3-4 create a Mission, Vision, and Core Values for this school Using same principles, create a mission and vision for the University at large Identify the key stakeholders, beneficiaries, and drivers, and whether there are any key agents whose cooperation or the lack thereof is highly correlated to the realization of the Mission, Vision, and adherence to Core Values determined earlier.