Leadership Philosophy Style Practices Behaviors Characteristics

1. Leadership • Philosophy • Style • Practices • Behaviors • Characteristics Performance/ Success

2. Learning by the case method • What each class member brings to identifying the central problems in a case, analyzing them, and proposing solutions is as important as the content of the case itself. • Determining the real problem • Symptoms vs. problems • Related issues (explicit or inferred)

3. How to prepare a case • What is the case about, and what types of information am I being given to analyze? • What are the basic problems these managers have to resolve? • Sort out the relevant considerations for each problem area • Do appropriate quantitative and qualitative analysis • Develop a set of recommendations, supported by your analysis. Be prepared to state what YOU would do and WHY.

4. In class discussion • You will benefit the most if you actively participate in the debate • The instructor facilitates the discussion, challenges assertions made by discussants, but should not be expected to provide “the answer.” • The object of case learning is to develop your thinking as a manager, not to memorize facts or arrive at the right answer.

5. How you can get the most out of case learning • Prepare • Discuss the case with others beforehand • Participate • Share your related experience • Constantly relate the topic and the case at hand to your work • Actively apply what you are learning to your own specific management situations, past and future • Note what clicks • Mix it up; learn to appreciate differences • Try to better understand and enhance your own management style

6. Problem or Symptom? • Mary’s performance is declining • Mary is unmotivated • Mary does not have the training required to do the job • Mary is being sexually harassed by John

7. Management Complexity • Variability • Inputs, outputs, demand • Uncertainty • Two types of complexity • Detail complexity: many variables • Dynamic complexity: situations where cause and effect are subtle, and where the effects over time of interventions are not obvious.

8. Dynamic complexity: it can take days to produce something, weeks to develop a new marketing promotion, months to hire and train new people, and years to develop new products, nurture management talent, and build a reputation for quality – and all of these processes interact continually. • The real leverage in most management situations lies in understanding dynamic complexity, not detail complexity.

9. Final thought • Please bring your copy of the case with you to class every week, because I will occasionally check to see if you have it. Without a copy of the case in front of you, you cannot adequately discuss the case with your small group; therefore, you cannot add any value to your group discussion.