Transcript Powerpoint #3

Managerial Leadership
MGTO 234 - 3
Dr. William A. Snow
Hong Kong University of Science & Technology
Department of Management of Organizations
College of Business & Management
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Culture and Leadership

Culture: Culture is a pattern of
shared basic assumptions that the
group learned as it solved problems of
external adaptation and internal
integration, that has worked well
enough to be considered valid and
therefore to be taught to new
members as the correct way to
perceive, think and feel in relation to
those problems.
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Key Concepts Relating to Culture

Concept of culture helps explain some
of the seemingly irrational aspects of
groups and organizations

Any group with a stable membership
and a history of shared learning will
have developed some level of culture
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Key Concepts Relating to Culture

Culture and leadership are two sides
of the same coin
--Leaders first create cultures when they
create groups and organizations
--Once cultures exist they determine the
criteria for leadership and thus who will
& will not be leaders
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Major Components of Culture
1. Behavioral Regularities when people
interact: language, customers & tradition,
rituals (e.g., IBM vs. RI).
2. Group Norms which are the stated values
that evolve in working groups (e.g., "Fair
day’s pay”).
3. Stated Values which are the principles
and values a group tries to achieve (e.g.,
"“product quality” “price leadership”).
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Major Components of Culture
4. Formal Philosophy which is the policies,
ideological principles that guide a group’s actions
(e.g. “A business and it’s beliefs” “HP way”).
5. Rules of the Game which are the rules for
getting along in the organization (“The way we do
things around here.”).
6. Climate which are the feelings that are conveyed
in a group by the physical layout and the way in
which members interact with each other, the
customers, and other outsiders (affective domain:
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attitude, feelings, beliefs-“I like my job.”)
Major Components of Culture
7. Embedded Skills which are the special
skills members display in accomplishing
certain tasks. Includes making certain
things get passed on from generation-togeneration; not necessarily written.
8. Habits of Thinking, Mental Models
which are shared cognitive frames that
guide the perceptions, thoughts and
language used by the group..and are taught
to the new people. .
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Major Components of Culture
9. Shared Meanings which are
understandings that are created by
members as they interact with each other.
10. Root Metaphors or Integrating
Symbols which are the ideas, feelings, and
images that members develop to
characterize themselves. Become embodied
in buildings and office layout (e.g., Marriott
corporate offices vs. Security Pacific
National Bank).
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Culture-Summary

“Culture”
adds 2 critical elements
to the concept of sharing:
1. Structural stability: Something
“cultural” implies it is not only shared
but is deep and stable
2. Integration of the elements of
culture: “Culture” ties the 10 elements
together in an umbrella fashion
This integration is the essence of the
meaning of culture
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Culture-Summary

How to think about culture and define
it:
1. Most useful way: view culture as the
accumulated shared learning of a given group
2. Must be history of shared experiences for
their to be shared learning
3. Such stability and shared history of
experiences will cause various shared elements
to form into patterns that eventually can be
called an organization’s culture
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Culture-Summary (resources)
James C. Collins & Jerry I. Porras, Built to Last:
Successful Habits of Visionary Companies (1994).
Harper Business Publishers, NY.
Peter F. Drucker, Management Challenges for the
21st Century (1999). Harper Business Publishers,
NY.
Edgar H. Schein, Organizational Culture and
Leadership, 2nd Ed (1992). Jossey-Bass Publishers,
San Francisco, CA.
Video, “Disney Values”
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Chapter 4
Leadership Is Developed
through Education and
Experience
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The Action-Observation Model

The Action-Observation Model shows that
leadership development is enhanced when
the experience involves three different
processes:
– Action
– Observation
– Reflection
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The Action-Observation Model

Perception reflects all three phases
of the Action-Observation Model.
– Perception & Observation
– Perception & Reflection
– Perception & Action
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Leadership Growth

Two factors that can foster
leadership growth:
– The people you work with
– The task itself
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Characteristics of Successful
Leaders
Ability to develop or adapt
 Establish collaborative relations
 Ability to build and lead a team
 Non-authoritarian

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Characteristics of Successful
Leaders
 Consistent
exceptional
performance
 ambitious
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Characteristics of
Ineffective Leaders
 Inability
to develop or adapt
 Poor working relations
 Inability to build and lead a team
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Characteristics of
Ineffective Leaders
Cont.
 Authoritarian
 Poor
performance
 Too ambitious
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Chapter 7
Ethics, Values, and
Attitudes
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Ethics
 Ethics
are principles of right
conduct or a system of moral
values.
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Values
 Values
are “constructs
representing generalized
behaviors or states of affairs
that are considered by the
individual to be important.”
(Gordon, 1975, p.2)
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Developmental Stages

Kohlberg theorized that people
progress through a series of
developmental stages in their moral
reasoning:
– The Preconventional Stage
– The Conventional Stage
– The Postconventional Stage
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Values can affect leaders in six
different ways:
values affect leaders’ perceptions of
situations and the problems at hand.
 values affect the solutions generated
and the decisions that are reached.
 values influence how leaders perceive
individuals and groups.

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Values can affect leaders in six
different ways:



values influence leaders’ perceptions of individual
and organizational successes as well as the manner
in which these successes are to be achieved.
values provide a basis for leaders to differentiate
between right and wrong, and between ethical and
unethical behavior.
values may affect the extent to which leaders
accept or reject organizational pressures and
goals.
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Attitudes

Attitudes have three components:
– the ideational component concerns what
the attitude is about.
– the affective component concerns the
feelings one has about those ideas.
– the behavioral component concerns how
people act in certain ways.
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Seven Fundamental Dilemmas that
People of all Cultures Face
Source of Identity: IndividualCollective
 Goals and Means of Achievement:
Tough-Tender
 Orientation to Authority: EqualUnequal
 Response to Ambiguity: DynamicStable

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Seven Fundamental Dilemmas that
People of all Cultures Face
Means of Knowledge Acquisition:
Active-Reflective
 Perspective on Time: Scarce-Plentiful
 Outlook on Life: Doing-Being

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Managerial Leadership
Supplemental Resources
M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest
Coaches Help Leaders Learn. (2000)

Donelson R. Forsytyh, Group Dynamics. (1999)

Peter F. Drucker, Management Challenges for the 21st Century (1999)

F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996)

Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World Order.
(1995)

James Champy, Reengineering Management: The Mandate for New Leadership. (1995)

J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting
Extraordinary Things Done in Organizations (1995)

J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies. (1994)

L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior Performance.
(1993)

Edgar H. Schein, Organizational Culture and Leadership (1992)

K. B. Clark, M.B. Clark, Measures of Leadership (1990)

Warren Bennis, On Becoming a Leader (1989)

Kathy Kram, Mentoring at Work: Development Relationships in Organizational Life.
(1988)

W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985)

T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s BestRun Companies (1982)

Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance.
(1982)
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