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MBS508: 3. Leadership
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Leadership: Traditional Views

1-2

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Today

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The Trait Approach and the Heroic Leader

The Great Man?

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Leadership Traits?
Intelligence Self-confidence Determination Honesty/Integrity Extroversion Conscientiousness
1-5
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What else?

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TRANSACTIONAL LEADERS

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Transactional leaders

1. Maintain status quo, stability, levels of efficiency 2. Achieve Incremental changes and improvements 3. Identify with organisations stated goals, industry standards,
officially - accepted practices

4. Avoid high risk decisions and changes 5. Assist consolidation, systematic procedures, settling in,
bringing order to relationships and tasks.

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TRANSFORMATIONAL LEADERS

Bass, B. M. (1998). Transformational leadership: Industrial, military, and educational impact. Mahwah, NJ: Erlbaum.
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Transformational leaders

1. Challenge and criticise status quo, accepted best practice and

common assumptions

2. Surface followers dissatisfaction with current situation 3. Can achieve radical change in behaviour, perceptions and
culture

4. Prefer high risk decisions and changes 5. Often ignore details, costs, interpersonal problems, conflict, task
issues, custom and practice.

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Leadership Brand
Ulrich, D. & Smallwood, N. (2006).
1-11
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Goals

Chapter

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Leadership Brand

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Goals for this morning

Chapter

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Elements of Leadership Brand

Leadership Brand

Leadership code (Common)

Leadership Differentiators

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Leadership Brand, Part 1: THE CODE: Conclusions and Challenges

Good news: Competencies typically account for approx. 65% of the variance in leadership effectiveness Bad news: What about the other 35%? That other 35% is the difference between generic leaders and branded leadership

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Leadership Matters: Leaders should provide value in eyes of different stakeholders

Customer Share

Employee: competence commitment contribution

Quality of leadership

Investor intangibles

Line manager: Organization capabilities

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Leadership as a Brand

18
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Goals for this morning

Chapter

THINK: About the shift from leader to leadership and from leadership to leadership brand About how to build a leadership brand

BEHAVE: Identify things that leaders do that deliver value FUN: Enjoy the experience together
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Declaration of leadership: implications

Johnson & Johnson, whose credo begins, We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services, It is celebrated for developing leaders who provide scientifically sound, high quality products and services that help heal and cure disease and improve the quality of life.
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Declaration of leadership: implications

A Johnson & Johnson manager is known for being socially responsible and a stickler for product development and differentiation. She takes a product to market in a disciplined way; she is committed to building consumer trust, to product quality, and to safety.

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Eg., Bon Secours

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Declaration of leadership: implications

Good help to those in need is the mission of Bon Secours Health System, a nonprofit health care firm based in Marriottsville, Maryland, that operates a variety of hospitals and nursing care facilities. Consistent with its purpose as a Catholic health care ministry, the 19,000person organization develops leaders who put a premium on reflective integration.
That means Bon Secours expects its managers to do more than just run health care units. They must also balance the business of health care with compassion and caring.
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Leadership Brand, Part 1: THE CODE: Conclusions and Challenges

Wal-Mart wants to be known for its everyday low prices, so it hires managers who are frugal and unassuming themselves, and who can drive a The worlds largest hard bargain.
generic pharmaceutical company

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Building a Leadership Brand at TEVA

When Teva, the worlds largest generic pharmaceutical company, set about developing such a statement, its top leaders decided they wanted their company to be known for these qualities:

leadership of the market, global reach, partnership, integrity, and product affordability.

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Building a Leadership Brand at TEVA

In the category of integrity, Teva wanted leaders who could make sure that employees delivered products and services on time, every time fulfilled promises and met targets. To build partnerships, the firm needed leaders who knew how to recruit and develop talent, so that physicians, health care organizations, and consumers would view Tevas employees as experts who could help them solve problems.

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Building a Leadership Brand at TEVA

To bring products to market cost efficiently, Tevas leaders had to be proficient at sourcing and at wringing the highest possible productivity from the companys assets. Finally, when it came to market leadership, Teva would look to its leaders to foster innovation by Finally, when it came to market leadership, Teva would look to its leaders to foster innovation by Long-term success

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After extensive deliberations Teva developed a statement of leadership brand that clearly established the companys priorities: Teva leaders set ambitious goals based on excellence in execution, have a global mind-set, master complexity, and embody team leadership so that Teva retains the most talented employees, doubles sales every five years, and provides a broad basket of qualitative products that customers trust.
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Building a Leadership Brand at TEVA

This statement of leadership brand is unique in content other companies do not necessarily need these abilities to deliver these specific results. Critically, it integrates business and customer goals (retain employees, double sales every five years, provide a broad basket of trusted products) with a small, targeted set of leadership skills (excellence at execution, mastery of complexity, and team leadership).

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Link Firm Brand to Leadership Brand How we want our

Make Real to Customer Firm Unity of Identity
Leadership capability that ensures employee actions deliver customer experience

target customer to describe their experience with us Make Real to Employees

Customer Experience

Leadership Brand

Employee Actions

Culture/ Firm Brand

Employees deliver desired customer experience

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How to build a Leadership Brand

Compelling case for leadership
Articulate

Ensure reputation

Declare leadership needed for strategic results

Leadership Brand

Measure impact of investment

Invest

Assess leaders and leadership

Invest in leadership capability

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DIAGNOSIS FOR LEADERSHIP BRAND P. 12

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PEER-REVIEWED JOURNAL PAPER

1-33

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1-34
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SUMMARY

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Leadership Brand Summary

Leadership matters more than leaders Leadership brand helps define sustained leadership Leadership brand reflects Firm Brand (outside in, then inside out) Leadership brand can be personalized and assimilated
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