Positive leadership development:

Kick off seminar

Prof. dr. Johannes CLAEYS

Academic Director IESEG Leadership Center
IÉSEG SCHOOL OF MANAGEMENT
Executive Education– 2017 – executive@ieseg.fr
Positive leadership development:
Kick off seminar

1. Introduction
 1. Introduction

1.1 Why should ayone be led by you?

1.2 Why should anyone by led by me?

1.3 Outline for the kick off seminar

1.1 Why should anyone be led by you?
1.2 Why should anyone be led by me?
■ Academic:

■ Master: specialisation in ethics (Belgium)

■ PhD on leadership (Tilburg The Netherlands)
■ Leadership/org. Behavior professor
■ Academic director IESEG Leadership Center (With F. Guzman)

■ Leadership:

■ (God)father
■ Leadership advisor for director-general in education
■ Pedagogical advisor for permanent professors
■ Developped (with H. Leroy & F. Guzman) and coordinate this course (with F. Guzman)
■ Leadership courses:
■ MBA Cornell , EMBA RSM, EMBA, IMBA IESEG, MIB IESEG etc.
■ BE, D, FR, SA, India…
■ Leadership consulting (non-profit, for profit, government)
■ Frequently asked key note speaker
■ 15 years of board experience (OCMW, PWA, CM, Zandberg, Vivendo, Kringloop …)
1.2 Why should anyone be led by me?
 I want to bring leadership
back to its human proportions
by connecting it
with something bigger than us (i.e. purpose)
while being evidence-based
My home town My work place
 1.3. Outline for the webinar
1. Introduction
2. Course overview part A
3. Understanding and defining leadership
1. Understanding complexity
2. Coming to clarity
3. Take away some leadership myths
4. Leadership development
4. Course overview Part B
5. Zooming in on some deliverables
1. HMM
2. Leadership pitch
3. Mentoring
6. MCQ (10 % of your end grade, focusing on the content of this session)
Positive leadership development:
Kick off seminar

2. Course overview Part A

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Course description
• 4 ECTS

• 100 hours of student workload

• Extensive format with modular approach

• Master core course: Taught in both semesters in both Lille and Paris
(1000 students per year)
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Learning objectives and goals
• 4.A Appraise the performance of a team

• 4.B Compose constructive personal feedback and guidance

• 5.C Employ state-of-the-art management techniques

• 5.D Make effective organizational decisions

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Course organization
IESEG’s M&V

IESEG’s T&L
strategy

Module 1: Module 2: Module 3:

Kick off seminar Task-oriented Relation-oriented Change- & Ethics- Closing session
leadership leadership oriented leadership
 Phase 2: Phase 3:
Phase 1:
Face to face in modules + Closing session
All students in one space
HMM

Due to COVID, kick off Due to COVID closing session

seminar is done in hybrid is only in the small group!!!!
mode
 ModuleTITRE DU DOCUMENT
design
Pre-work
(HMM+ readings)

Module

Session 1: Session 2: Session 3:

Analytical/ Exploration/ Synthesis/
theoretical experiential presentation
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Online and digital component
Extra advantage of HMM: Harvard certificates
 Module 1: TITRE DU DOCUMENT
Strategy
planning
and
execution
(to become a more
effective task-
oriented leader)
 Module 2: TITRE DU DOCUMENT
Leading
people
(to become a more
effective
relationship-
oriented leader)
 Module 3: TITRE DU DOCUMENT
Persuading
others
(to become a more
effective change-
oriented leader)
IESEG TITRE DU DOCUMENT
Online
(IOL)
Positive leadership development:
Kick off seminar

3. Understanding and defining

leadership
 3. Understanding and defining
leadership
3.1 Understanding complexity

3.1.1 Do we care about leadership?

3.1.2 How is that working out?
3.1.3 Why is it so hard to develop the leaders
companies/society/organizations need?

3. 2 Coming to clarity: seeing the forest for its trees

3.3. Take away some leadership myths

3. 1. 1. Do we care about leadership?

Organizations
you know?

Leadership
(Development)

Business
Research
schools (IESEG)
3.1.2. How is that working out?
 3. 1. 2 How is that working out?

Which actor/sector is most trusted/least trusted?

• Business
• Education
• Charity
• Government
• Religion
• Media
• International organisations
3. 1.2. How is that working out?
Why do you trust your leader (think of an
internship)?
Why employees trust your mother or father as
their manager?
 3.1.3 Why is it so hard
to develop the leaders
companies/society/organizations need?
3.1.3. Why is it so hard (e.g., for
companies) to develop the leaders they
need?
• Booming of the leadership
developers: market logic
• Price-tag:
• captains of industry and captains of
society
• Health care, governments, NGO, Church…
• Too little too late? Lack of systematic
attention
• Gap between research and practice:
EB is difficult
• VUCA-times: different leaders
 3.1.3. Why is it so hard to develop the
leaders
companies/society/organizations need?

Evolution
of society Academic
and work research
place
Leadership styles and theories you heard of?
 TITRE DUmodels
Current leadership DOCUMENT
Changing times, changing leadership
1920 Trait- 1960
theory: Conting- Recent
Leaders ency theories
are born Theory

1940
1970
Style-
transfor-
theory:
mational
Leaders
leadership
are made
 3.2. Coming to clarity:
Seeing the forest for its trees
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In the end, the key question is what determines

effective leadership?
Some of TITRE DU DOCUMENT
What
my role about
models you?
An example of a good leader
that you know and be very
specific in what s/he does that
makes him or her so good
 3.2.1. Task-oriented leadership
• Planning of work-related activities
• Prioritizing
• Allocating budgets, timelines etc.
• Clarifying task objectives and role expectations
• Who, when, how, what, why…
• Objectives
• Procedures/processes
• Monitoring performance, and
• Problem solving.
• Building a structure to achieve goals
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Task-oriented DU DOCUMENT
leadership:
Person-level
Urgent Not urgent
(20% time) (80% time)

Plan, prevent,
Important Crises
(20% time) see the future
(4% of time)
(16% of time)

Busy work &

Not “put out fires”
important time wasters
(16% of time)
(80% time) (64% of time)
 Task-oriented leadership:
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Organizational-level
(competency management)
 TITRE DUleadership
Relationship-oriented DOCUMENT

Leaders foster their

Leaders focus on follower’s: Higher performance
developing high- Trust Strong social
quality relationships Motivation relationships
Positive affect
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Change- & ethics-oriented
leadership
Change-oriented elements Ethics-oriented elements

• Change the organization • How do we do business?

• Make people feel safe in order to What guides us:
let them take risks and be
innovative • Core values
• Install a culture of change (growth • (behavioral) integrity: walk your
mindset) talk (not just talk the talk)
• Develop a vision of the company
• Sell that vision (charisma)
• Change myself (in order to
better change the organization)
• Individual purpose
Positive Leadership Development:
Kick Off Seminar

3.3. Take away some myths

Assumptions about leadership
“I was born this way” (L. Gaga)

• Are people born (nature) or

made (nurture) as a leader?
• Is there an innate leadership
talent?
Size & Weight Results
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But Johannes, it sounds a lot like you are
saying that leaders are born…

So, if we did not get the right looks or the

right personality are we screwed?
 Effect of Appearance

• Effects of physical appearance:

• a) On perceived effectiveness:

• Physical attractiveness: Corrected correlation of .54

• Professional appearance: Corrected correlation of .48

• b) On actual effectiveness: Corrected correlation of .14 (ns)

Barrick, Shaffer, De Grassi, 2009, Journal of Applied Psychology

11-1-2023 53
Are introverts better/worse leaders?

Why or why not?

META-ANALYSIS: LEADERSHIP & PERSONALITY

Openness

Conscientiousness
Managerial
performance
Extraversion Team performance

Agreeableness Overall
performance
Emotional stability

0 0.1 0.2 0.3

Corrected correlations across meta-analyses
Barrick, Mount, & Judge, 2001, International Journal of Selection and Assessment
We elect leaders basedTITRE DU DOCUMENT
on their appearance,
but also on reflections of their personality
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Leadership emergence
≠
leadership effectiveness
 Assumptions about leadership
“Leaders as above and beyond human mortals”

 Are leaders the heroes

(superhuman forces) or
the martyrs (superhuman
sacrificies)?
Leadership is made – not born!
Everyday leadership - Drew Dudley
 Leadership defined
• Leadership can be defined as (1)
the process by which one
individual influences others
toward the attainment of group
or organizational goals
• and (2) taking personal
responsibility for one’s actions.

SO: Every organizational member

can exert influence on other
people, therefore every
individual can be a leader!
Positive Leadership Development:
Kick Off Seminar

3.4. Leadership development

 3. 4 Leadership development

3.4.1 Overview

3.4.2. What kind of leadership do we want to develop?

3. 4. 1. Overview
3.4.2 What kind of leadership do we
want to develop?
 TITREdevelopment
Positive leadership DU DOCUMENT
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Questions?
OB applications of emotions and moods
• Negotiation
• Emotions may impair negotiator performance
• Customer service
• Customers “catch” emotions from employees, called emotional contagion
• Job attitudes
• Emotions at work get carried home but rarely carry over to the next day
• Deviant workplace behaviours
• Those who feel negative emotions (e.g. anger/hostility) are more likely to engage in
deviant behaviour at work
• Safety and injury at work
• Bad moods can contribute to injuries on the job by making people anxious

Source: Van Kleef, 2009; Weiss and Cropanzano 1996

Positive Leadership Development:
Kick Off Seminar

4. Course overview Part B

 4. Course overview Part B

4.1 Course ambition

4.2 Assessment model and deliverables

4.3 Work load of the student

Course ambitions
1. To reinforce and implement IESEG’s vision and mission to help
create the change makers for a better society:
to educate managers to be inspiring, intercultural and ethical
pioneers of change (a), aiming to create knowledge that nurtures
innovative leaders (b), to promote creative solutions for and with
responsible organizations (c)
POSITIVE CHANGE
LEADER- MAKERS
SHIP FOR A
BETTER
SOCIETY
Course ambitions
2. To Explore, analyze and improve one’s leader behavior with
the intention of developing a strong leader identity (posture and
identity of a positive leader) and corresponding narrative

HOW: Via a strong experiential approach

HOW: Integration and personal narrative through self-reflection (LDP) and
leadership pitches (initial and final)
HOW: Individual coaching!!!!
 • Stretching/exploring (provisional
identities)
• Gaining leader
confidence/consolidating leader
identity

LEADERSHIP LEADERSHIP
PITCH 1 PITCH 2
Course ambitions
3. To Develop a leadership compass: task-oriented, relation-
oriented, change-oriented and ethics-oriented leadership.
Learning to use this leadership compass will not only help
developing effective leadership behavior in constantly changing
circumstances, but will also develop awareness concerning one’s
preferred influencing strategy.

HOW: CORE STRUCTURE OF LDP AND PITCH

HOW: 3 MODULES ZOOMING IN ON EVERY COMPONENT
4.1. Course ambitions
4. Building bridges across the PGE program, across core courses and
finally reconnecting management education with the workplace

HOW: INCREASE YOUR MARKET VALUE: GET 3 HARVARD CERTIFICATES

HOW: MEET WITH REAL LIFE LEADERS (MENTORS)
HOW: WORK WITH REAL LIFE CASES
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Course evaluations
• MCQ quiz during kick off seminar (10% of final grade)
• We’ll take the quiz in a few more minutes

• Continuous assessment (30%)

• Class participation & involvement (quality and quantity)
• HMM
• Homework and assignments (coaching, mentoring, Leadership
pitch #1 and #2, peer-evaluation online survey

• Team presentations (based on team assignments) (10% x 3 = 30%)

• Teams present their work at the end of every module

• Leadership development plan (LDP) (30%)

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Total workload
• In class presence: 4 hr (kick off) + 18 hr (3 sessions of 1:50 hr x 3
modules + 1:50 closing session): 22 hr

• Digital learning: Harvard manage mentor: 3 modules X 5 hr = 15 hr

• Leadership pitch: 4hr (first pitch) + 8hr (second pitch) = 12 hr

• Leadership development plan = 20 hr

• Meetings with mentors: 4 meetings x 1hr = 4hr

• Individual and Group work preparation + feedback/ evaluation +

reflection + coaching: 3 x 9 hr = 27 hr
Timing and content of TITRE
courseDU DOCUMENT
deliverables (1/2)
(we will discuss these today)
• MCQ. Today!

• Harvard Manage Mentor (one per module). To be completed during the module (ideally
before the module starts when calendar allows). Exceptions are made for Module 1
• Module 1: Strategy planning and execution
• Module 3: Leading people
• Module 3: Persuading others

• First leadership pitch

• Posted as an IOL assignment box in your professor “tab” before the end of the first
module (file should be below 100 MB)

• Peer-evaluation online survey

• Homework normally after Module 1 ends

• Mentoring-form
• You should upload on a “drop page” on IOL about four weeks after closing session
Timing and content of TITRE
courseDU DOCUMENT
deliverables (2/2)
(you will discuss these later with your professor)
• Group presentations/work
• Delivered on the third session of every module

• Coaching session
• Based on your professor availability.
• HIGHLY and STRONGLY recommended!

• Second leadership pitch

• Your professor will create a ”drop page” on IOL. Deadline is normally about three
weeks after the closing session

• Leadership development plan (LDP): Submit via URKUND and on IOL. Deadline is
about four weeks after the closing session
 Positive Leadership Development
Kick Off Seminar

5. Zooming in on some deliverables

 TITRE DU DOCUMENT
Harvard Management Mentor
• Start with the right HMM (strategy planning and execution)

• Log ins are needed and will be given via mail BY YOUR PROFESSOR.
You will receive a mail with a link and a password. This will allow
you to access the content. If all goes well, it will be the same
password for everyone. Don’t forget to change your password
afterwards!

• Everything (should!) work Ok! If not, email your professor (not me,
unless I happen to be your professor)
 TITREbe
Why should anyone DUled
DOCUMENT
by you?

LEADERSHIP LEADERSHIP
PITCH 1 PITCH 2
 TITREpitch
First leadership DU DOCUMENT
(1/2)
• Read the article “why should anyone be led by me”

• Record your pitch (e.g. with your smartphone, laptop, etc.). You can
also use Panopto

• Submit the file on IESEG (Max file size is 100 MB--IOL restriction)

• Share with your peers. Ask for their feedback. Give feedback on
theirs. Be honest and specific but most importantly be kind

• Before the end of the first module (this is soon!)

 TITREpitch
First leadership DU DOCUMENT
(2/2)
• What is your change maker statement (why do you want to
become a change maker for a better society).
• Use the leadership compass! Answer the 4 key questions

• WHAT are your goals, WHAT do you want to accomplish?

• WHY should others care about your goals? (what values drive
you?)

• WHO can pull this off? (why you?)

• HOW will you get this done?

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Peer-evaluation DU DOCUMENT
online survey
• Felipe Guzman will send this email by end of Module 1

• Online survey that lasts about 15 minutes (+/- 5 minutes)

• Includes a self-evaluation and a peer-evaluation (round-robin style)

• This survey is a chance to think about the behavior and contributions of

each of your team colleagues. First impressions are perfectly welcome!

• You will have 2 weeks to complete the survey. Felipe will send one
reminder after one week

• At the end of the semester, I will send a second survey (optional) that will
give you a second round of feedback. Changes in your scores can help
you to think about what you need to work on the most (and least!)
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Mentoring
• Search 2 mentors
• Ideally one from your family and one from business
• (Two from family are ok as long as both are honest and
developmental)

• Have 2 sessions with each mentor of about 1 hour each (4

sessions total)

• Read the form on IOL to know what is asked from you.

• Drop it on IOL about 4 weeks after the closing session

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Questions?
Positive Leadership Development:
Kick Off Seminar

MCQ
 TITRE
MCQ quiz (10% DU DOCUMENT
of final grade)
• 15 questions in 30 minutes

• Questions and possible answers are randomized

• You will only see each question once (no return possible). Questions will rotate
automatically after 2 minutes

• No penalization for wrong answers (ie, no bonus malus)

• Do not open the link more than once. We will know that you did, and we will
give you your worst score (and submit your case to the disciplinary committee).
• If you encountered a technical problem, write an email (f.guzman@ieseg.fr)

• You will receive an email with the link

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