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Answered: - Week 4 Lectures Notes: Leadership, Perception, and

Hi Fanicelynn!? I have another request.? I've also attached lecture notes to assist you.? I need this one by 8 Apr.

Week 4: Discussion - Managing up


(Dilbert, Scott Adams, 1/12/14)

After reading this week's lecture notes, answer the following questions:

  1. Describe an experience you have had or heard about that may verify or refute Gabarro and Kotter's ideas about how to manage the boss?
  2. Describe an experience where you have managed the boss or managed up.
  3. If you have ever been ?managed? by a subordinate, tell us about the experience.
  4. If you do not have work experience, please provide an example from a parent or friend who have managed up or been managed by a subordinate.
  5. What are the benefits of managing up or being managed by a subordinate?
  6. Is there anything else from this week's readings and lecture that you'd like to discuss?

Make sure that you answer all of the questions. I find that it helps to insert the question into the response section to ensure that you have completed all of the questions.?Make sure to apply the material to real life and link your comments to the lecture material. Add links to articles that you have found which add to the conversation.

Week 4 ? Lectures Notes: Leadership, Perception, and




What Makes a Good Leader?



We all have notions of what makes a good leader. In many cases it is someone who inspires us to


do our best, who makes us believe in ourselves and who makes us feel as though we have chosen


the best organization to work for and that we should give all that we can to the organization. But,


what makes us believe? Is it really the leader or is it something else? Some people assert that it is


someone who is tall, attractive, and has the ability to inspire others. Indeed there are studies that


show certain traits ?? tall, attractive/handsome, even a certain jaw shape ?? are positively correlated


to success in corporate America. Traditionally in the United States it has been all of those things.


For those of us who are vertically challenged, fear not. John Warrillow in an Inc. magazine article,


"Why Shorter People Make Better Entrepreneurs (Links to an external site.)", indicates that there is hope.


Many of the new "tech" entrepreneurs are 5'10" tall.


See the article, "Want a Successful Career? Be Tall and Attractive (Links to an external site.)"


by Ray Williams. Williams postulates that, " extra inch of height over the average can be worth


an extra $1,000 per year, with the amount increasing as the individual measures over 6 feet tall. The


average height of CEOs of large corporations in North America is 6'2".


In other cases we believe in our leaders because they lead with the power of example and the power


of influence. Gen. Stanley McCrystal, former U.S. Joint Special Operations Task Force in an article


by Dan McGinn, "What Companies Can Learn from Military Teams (Links to an external site.)", indicates


that it all begins with trust. "Trust does take try to build trust inside a team, you try to


make trust transferrable....The message is: "I trust you guys to handle this stuff," and that can grow


virally throughout the organization." McCrystal elaborates on why he often went on dangerous


missions with his team even though he didn't have to, "First, if you?re putting people in harm?s way,


it?s helpful to regularly put yourself in harm?s way. They don?t need me on a mission ? I?m not


adding value ? but accepting some level of common risk with them earns respect. Second, you


have to see up close what?s actually happening. ... The last part is there?s a certain theater to


commanding. People have an expectation of commanders."


Good leaders go into the trenches with their team and are not afraid of getting their hands dirty. This


enables them to see what is happening in the field in order to make changes as necessary and to


become a more empathetic leader. They also need to act the part of being a leader. Simon Sinek


echoes these statements in this 11 minute TED talk, "Why Good Leaders Make you Feel Safe". At


the bottom of the video screen there is an option to to select closed captioning or to view the


transcript. Sinek says, "....leadership matters, because it's the leaders that set the tone. When a


leader makes the choice to put the safety and lives of the people inside the organization first, to


sacrifice their comforts and sacrifice the tangle results, so that the people remain safe and feel like


they belong, remarkable things happen." This he says is why so many people felt anger towards the


banking Chief Executive Officers (CEO's) who earned high salaries and bonuses while laying off


scores of people. "It's that they have violated the very definition of leadership. They have violated


this deep?seated social contract. We know that they allowed their people to be sacrificed so they



could protect their own interests... This is what offends us, not the numbers." (Simon Sinek, TED


Talk March 2014) Listen to the TED Talk below.


There are many leadership models that have been developed over the years. From John Kotter


above, to Kurt Lewins' autocratic, democratic and laissez?faire leadership to more recent theories


such as James McGregor Burns' transformational leadership. Michael Zigarelli, Professor of


Leadership and Strategy, Messiah College, in "Ten Leadership Theories in Five Minutes provides an


overview of traditional and recent theories on leadership. (Links to an external site.) also provides a brief overview of them all. Think of a time


when you used one of the leadership models or when you had one of the leadership models used on


you...which leadership model do you prefer to use as a leader and which do you prefer to have used


on you as a subordinate? Why?


No matter which leadership model seems more valid to you there remains a need to also manage


those above you in some way. After all, this is a person that has the ability to hire, promote and fire


you. Rich Alexander at details his experiences with managing his boss and why


it is important. Watch this 3:24?minute video.



Read "Managing Your Boss (Links to an external site.)" by John J. Gabarro (Links to an external site.)


and John P. Kotter (Links to an external site.) from the January 2005 Issue of the Harvard Business


Review. Connect the article to experiences you are familiar with about how to survive and progress


in the more complex organizational structures that are often in place in companies today. Think


about an experience that may verify or refute the two authors ideas about how to manage the boss


and a time when you perhaps managed a supervisor.


So how can someone become part of the inner circle, one who can influence others?




Expect a lot of push back when suggesting changes in the organization. It is easy


to say no and hard to say yes. Don't give up.






Structure or frame an argument or suggestion from the perspective of what is good


for the organization, team and others not what is good for you. To do this you must


be a "person of example or influence" or person beyond reproach who has built a


reputation on doing what is "right" and good for the organization and for others.


Framing change in either terms of, what is good for me or what is good for my


department will usually result in "push back". Framing it in terms of what is good for


the organization and why or how we'll be successful, more likely results in "buy?








Always try to make your boss look good. Make them feel secure, that you are not


trying to take their job but to make their job easier.



Is There a Link Between Good Leadership and Pay?



That is, can we assume that if an executive is highly paid that s/he is a good leader? An article by


Devin Leonard in New York Times, titled "Bargain Rates for a CEO? (Links to an external site.)"


explores this theory. It shows how several corporate CEO's are compensated and uses the measure


of corporate revenue and net income to measure corporate performance.


NOTE: A stock option gives its holder the right, but not the obligation, to buy a share of the


company's stock at its current stock price. If the stock price goes up, the holder can buy at the lower


price and sell at the higher, thereby keeping the difference. Read the article "Executive Compensation:


How CEO's Rank (Links to an external site.)" from the Wall Street Journal. It shows executive pay


versus shareholder return from 2010?2013 in various industries. The drop down "select all in 2013"


adjusts the graphic to show the 10 highest paid or lowest paid CEO's and their company shareholder


return. It also shows information on female CEO's, and the best and worst shareholder returns.


The article also shows executive pay of various CEO's of the Fortune 500. If you place your cursor


over the blue bars next to the CEO, you will see how their compensation breaks down into salary,


stock, stock options, etc. Notice the CEO compensation levels, how it is paid (stock versus options


or monetary compensation). Compare the change in compensation to the change in corporate


revenue, profit change and total return. How has the company stock performed during this period?


Does an increase in CEO compensation tend to mean an increase in company stock, revenue and


net income? When does it seem to make sense that the company paid the CEO in stock versus


options versus cash based upon corporate revenue, profit or total return? Look at Steve Jobs,


Apple's CEO compensation. This is truly a highly unusual situation.


How does an organization develop leaders? The following link will take you to a Chief Executive


magazine list titled, "2014 Best Companies for Leaders (Links to an external site.)". Rankings for 2013


and 2014 and their respective leaders in that year are shown. This information may prove useful in


your next job search. You may also like to see a list of the 50 Most Powerful Women in Business (Links


to an external site.) from Fortune Magazine (2013), and Fortune magazine has ranked the top 50


world leaders of 2014 (Links to an external site.), which details why each individual has been included


on the list. (Links to an external site.)




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