MBA 5235 E

Leadership
Skills

Session 2
Power of Vision and
Leading Change
Power of Vision and Leading Change

MBA 5235 LEADERSHIP SKILLS// SESSION 2

 Vision, Mission, Values
• The leadership context
• Management vs Leadership
• Competing values framework
• Profile of a Superior
Leader/Manager
• Good or Bad – CEO Lifecycle

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Putting Purpose at the Core
• High growth generated by 3 strategies = creating new
markets, serving broader stakeholder needs and
changing the rules of the game
• Can also drive growth through purpose – to redefine
the playing field and to re-shape value propositions
• Helps address slowing growth (a creative new
perspective on problem solving) by opening up
possibilities and motivating stakeholders, including
staff to engage

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Types of Purpose

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Systemic View of Purpose

Sketching out
relationships
offers potential
growth pathways

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Vision
• Developing a Strategic Vision:
▸ Delineates management’s future
aspirations for the firm to its
stakeholders.
▸ Provides direction
▸ Sets out the compelling rationale
▸ Uses distinctive and specific language

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
A formula for writing good vision statements:

Step Step Step Step

1 2 3 4
The output The twist The quantification The human connection

Adobe
“To move the web forward and give web designers and developers
the best tools and services in the world.”

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
A formula for writing good vision statements:

Step Step Step Step

1 2 3 4
The output The twist The quantification The human connection

Adobe
“To move the web forward and give web designers and developers
the best tools and services in the world.”

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
A formula for writing good vision statements:

Step Step Step Step

1 2 3 4
The output The twist The quantification The human connection

Adobe
“To move the web forward and give web designers and developers
the best tools and services in the world.”

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
A formula for writing good vision statements:

Step Step Step Step

1 2 3 4
The output The twist The quantification The human connection

Adobe
“To move the web forward and give web designers and developers
the best tools and services in the world.”

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
A formula for writing good vision statements:

Step Step Step Step

1 2 3 4
The output The twist The quantification The human connection

Adobe
“To move the web forward and give web designers and developers
the best tools and services in the world.”

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Vision
Statement
Examples for
Technology,
Internet &
Electronics

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Examples
“To give people the power to share and make the world more open and
connected.”

“To create economic opportunity for every member of the global

workforce.”

“To organize the world‘s information and make it universally accessible

and useful.”

“To give everyone the power to create and share ideas and information
instantly, without barriers.”

“To be the fabric of real-time communication on the web.”

EMP/MBA Source: Developing Management Skills, 2020, David Whetten, Kim Cameron, p10.
MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Mission Statement
• Uses specific language to give the
firm its own unique identity.
• Describes the firm’s current
business and purpose.
• Should focus on describing the
firm’s business.

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Core Values Link
Vision and Mission
• Beliefs, traits, and behavioral Core Values Link
norms that employees are
expected to display Vision and Mission
• Become an integral part of the
firm’s culture
• Matched with the firm’s vision,
mission, and strategy

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 CORE VALUES Quality

Environmentalism

Integrity

Not Bound by Convention

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 What are their
core values?

www.wayfair.com/careers/culture

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 What are their
core values? Customer—centric

Highly collaborative

www.wayfair.com/careers/culture
Focused on results

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Competing Values Framework

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Objectives and
Performance
• Objectives
• Goals and Performance
• Financial and Strategic Objectives
• Performance Metrics
• Cascading objectives

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Objectives

Why should we set

? objectives?

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Converting the Vision and Mission into
Specific Performance Targets

Specific

Characteristics of
Quantifiable Challenging
Well-Stated
(Measurable) (Motivating)
Objectives

Deadline for
Achievement

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 “SMART” Goals

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Strategic Intent

Indicates firm’s intent to Involves establishing a Entails sustained,

making quantum gains. grandiose aggressive actions
performance target

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Strategic Targets

Setting stretch objectives promotes better

overall performance

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Attributes of Everest Goals
• Represent ultimate achievement
• Represent inherent value and worth
• Focus on opportunities, possibilities,
and potential
• Emphasize what individuals can give
compared to what they can get
• Inherently energizing

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Effects of Goals on Performance

EMP/MBA Source: Developing Management Skills, 2020, David Whetten, Kim Cameron, p423.
MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Short and
Long Term Short-Term Objectives

Long-Term Objectives

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Financial and Strategic Objectives
Financial Objectives
• Are focused internally on the
firm’s operations and activities.
• Communicate top management’s
goals for financial performance.
EMP/MBA
Engineering Management
Strategic Objectives
• Are the firm’s goals related to marketing
standing and competitive position.
• Are focused externally on competition
vis-à-vis the firm’s rivals.
MBA 5235 LEADERSHIP SKILLS// SESSION 2
 Need for Balanced Approach to Objective Setting

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Performance Metrics

Based on the work of Robert Kaplan and David Norton – “The Balanced Scorecard: Translating Strategy in
EMP/MBA Action”, Harvard Press, 1996.
MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Cascading Objectives
• Breaks down performance targets for
each of the organization’s separate units.
• Fosters setting performance targets that
support achievement of firm-wide
strategic and financial objectives.
• Extends the top-down objective-setting
process to all organizational levels.

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Linking
Strategic
Focus and
Performance

The CEO Strategy Map - The CEO Strategy Map (intrafocus.com)

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Applied Lessons
in Leadership
• Aligning Intent and Operations
• Leadership styles
• Case studies

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Team Readiness

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 • Reports operating loss of £26.5m
Case 1: Effective • Expected to focus on technology
• Rules out ‘minor tweak’ approach
Business • Action plan due in Spring 2013
Leadership Styles
PART 1
A Case Study of Harriet
Green at Thomas Cook

EMP/MBA Source: https://leaderswedeserve.blog/2013/10/15/thomas-cook-harriet-green-takes-on-a-historic-culture/

MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Nature of Leadership Activity
(within the context of a Learning Framework for Leaders)

EMP/MBA Source: Everyone a Leader, David Colcleugh, U of T Press, 2013, p 30

MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Aligning Strategy and Operations

Focus Desired Current Action

Identified Gap
Areas Future State State Plan
Difference between Projects you
What are you Where would Where are you
desired state and will undertake
focused on? you like to be? now?
current state to bridge gap

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Recruiting a Leader
• Why did Thomas Cook go to
a company and industry
outsider?
• Why didn’t they pick an
insider?
• What did they hope for from
an outsider?

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Leadership On-Boarding
As an outsider leader entering a crisis,
what did Harriet Green need to worry
about?
• Personally
• Professionally
• Technically

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Leadership Styles

Which of Green’s actions do you connect with each objective?

Transactional Leaders Transformational Leaders

Occur when followers are moved to complete Move followers to awareness about what is
their roles as agreed with a leader in exchange important, and away from own self-interests.
for a reward.
• Focus on vision
• Focus on goals
• Use charisma and enthusiasm for motivation
• Use rewards and punishments for motivation
• Are proactive in nature
• Are reactive in nature

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Goleman’s Six Styles of Leadership

VISIONARY AFFILIATIVE COACHING

DEMOCRATIC PACESETTING COMMANDING

EMP/MBA Goleman’s Six Styles of Leadership
MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Leadership Styles

?
How did each style Why can each style be Why can each style fail?
manifest in Green’s work? successful?

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Team Development
How do you rate the focus of Green’s
team development strategies?
• Personally
• Strategy development
• Values & standards
• Business performance
• Shareholder relations
• Financial results
• Governance

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 PART 2
Supplemental Transformation Year 2 Results
Case : Thomas
Cook Group on
the Brink (C)

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 • What does the market
worry a about when
there is a change in
senior leadership
• How did the media
coverage relate to
female leadership?

Source: Leadership: Enhancing the Lessons of Experience, Richard Hughes, Robert Ginnett, Gordon, Curphy, 9th Edition, p 639-644
EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management
 Vignette 1:
The Leaderless
Fire Alert
• Which leadership style
did the engineer expect
from his leaders?
• Why do you think they
failed to use it?

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Vignette 2:
It’s Time to Start
Being a Manager
• What is Michael’s
approach to his
leadership role?
• What would you
recommend for his
further development?

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Take Aways

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Leadership Styles
Balance

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Take Aways
Transactional management:
achieves results
Female leaders: acknowledge
but fight against biases
EMP/MBA
Engineering Management
Transformational leadership:
changes people
Leadership – it’s an attitude,
not a position
Leadership styles: must align to
situational demands
Management – is a different ‘game’; you
are now judged by the success of your
team, not as much by your own
technical expertise
MBA 5235 LEADERSHIP SKILLS// SESSION 2
 Take Aways

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
MT24

CEO or enterprise leader

Leadership Group manager

Pipeline
Business unit leader

Functional leader

Midlevel manager

First-line supervisor

Individual contributor

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
Slide 54

MT24 With a step concept visual

Mélanie Tremblay, 2021-03-01
 Everyone a Leader
• Key ideas – developmental leadership is the integrated,
systematic approach to leading business organizations. It is
an ongoing learning process
• Any leadership activity can be understood as an interaction of
four elements of mental activity or thought.
• Leaders are those who are engaged in the processes of
leading and the activities of leadership
• Future state targets (objectives) provide orderly direction for
the various actions taken by individuals or organizations

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 Homework

EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2

Engineering Management
 NEXT WEEK
READINGS Case: Someone Stop
Textbook the Radio Star
• Chapter 3
Course pack
• Leadership Run Amok
• Ethical Leadership
• Competent Jerks

Team Readiness preparation

Submit before noon on day of the next
SELF-REFLECTION class. I will select top 2 or 3 submissions
How do I manage to lead case discussions
EMP/MBA MBA 5235 LEADERSHIP SKILLS// SESSION 2
Engineering Management