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MBA
FM_IPROC_Palatino 1/8/02 8:38 AM Page i MANAGERIAL LEADERSHIP FM_IPROC_Palatino 1/8/02 8:38 AM Page ii Other books in The McGraw-Hill Executive MBA Series: SALES MANAGEMENT by Robert J Calvin CORPORATE STRATEGY by John Colley, Jaqueline Doyle, and Robert Hardie FINANCE AND ACCOUNTING FOR NONFINANCIAL MANAGERS by Samuel C Weaver and J Fred Weston MERGERS AND ACQUISITIONS by J Fred Weston and Samuel C Weaver FM_IPROC_Palatino 1/8/02 8:38 AM Page iii MANAGERIAL LEADERSHIP THE MCGRAW-HILL EXECUTIVE MBA SERIES PETER A TOPPING, PH.D Goizueta Business School Emory University McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2002 by The McGraw-Hill Companies, Inc All rights reserved Manufactured in the United States of America Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher 0-07-139501-6 The material in this eBook also appears in the print version of this title: 0-07-137523-6 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark Where such designations appear in this book, they have been printed with initial caps McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs For more information, please contact George Hoare, Special Sales, at george_hoare@mcgraw-hill.com or (212) 904-4069 TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc (“McGraw-Hill”) and its licensors reserve all rights in and to the work Use of this work is subject to these terms Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGrawHill’s prior consent You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited Your right to use the work may be terminated if you fail to comply with these terms THE WORK IS PROVIDED “AS IS” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise DOI: 10.1036/0071395016 FM_IPROC_Palatino 1/8/02 8:38 AM Page v To my children and step-children: Lindsay, Alex, Jason, Andrew, and Carson, for their support and all they have taught me about myself and human behavior; and most especially to my wife, Therese, for her incredible love, encouragement, and wisdom FM_IPROC_Palatino 1/8/02 8:38 AM Page vii CONTENTS Preface ix Acknowledgments xiii PART ONE LEADING CHANGE AS A MANAGER; MANAGING CHANGE AS A LEADER Chapter Chapter Chapter Chapter Chapter Looking Out, Before Looking The Forces of Change 25 Organizations That Thrive in Chaos 39 Overcoming Resistance 45 Being in the Middle 61 PART TWO DEVELOPING YOUR ASSOCIATES AND YOURSELF 77 Chapter Chapter Chapter Chapter Chapter 10 Leadership Competencies 79 Coaching 91 Teaching 105 Mentoring 117 Developing Self and Developing Others 125 PART THREE MANAGERIAL LEADERSHIP IN ACTION 123 Chapter Chapter Chapter Chapter 11 12 13 14 Appendix A Appendix B Index 217 Giving and Receiving Feedback 135 Managing Up and Across 145 Managing Across Borders and Cultures 157 Putting Your Plan into Action 173 Bibliography and Suggested Readings 187 Samples of 360° Feedback Profiles 189 vii Copyright 2002 The McGraw-Hill Companies, Inc Click Here for Terms of Use FM_IPROC_Palatino 1/8/02 8:38 AM Page ix P R E FA C E I remember talking in 1995 with Bob Staton, CEO of Colonial Life & Accident Insurance Company, a division of UNUM, about the lack of leadership throughout the company Colonial was one of the few large, homegrown companies in Columbia, South Carolina, when it was acquired by UNUM, the Maine-based disability insurance company At first, there was little evidence of the takeover, as UNUM kept its distance from the folks at Colonial But as inevitably happens, eventually the parent company became more and more engaged with the day-to-day activities of its acquisition —particularly when the return on the investment began to erode Colonial had been a successful independent company throughout the 1970s and 1980s, but its margins got tighter and top-line growth became increasingly more difficult as the insurance world began to change The pressure was mounting for Colonial to produce better financial results As a result, Staton and the senior management team were looking inward, as well as outward, for possible solutions One of the outcomes of their search was the idea to create a new leadership development program for all the managers in the company I was interviewing Staton as part of the field research to design the program During the conversation, he was quite clear in expressing his concern that Colonial had too many managers and not enough leaders It was too much for me to resist asking him what the difference was—between a manager and a leader Staton’s response was similar to what I’ve heard many times from seniorlevel executives both before and since this conversation “Managers,” he said, “wait to be told what to do,” while leaders “take initiative, figure out what has to be done, and then it.” Whatever happened to the value of sound management? It seems to have become a pariah in the business world The cry for getting rid of “managers” and replacing them with “leaders” is loud and clear Given the popularity of Drucker’s seminal work, The Practice of Management, in the 1950s, how far have we fallen? Do we really need to rid organizations of managers entirely? Dick Blackburn, a former colleague of mine at the University of North Carolina, used the expression “managerial leadership”over 15 years ago in referring to the challenges midlevel managers face ix Copyright 2002 The McGraw-Hill Companies, Inc Click Here for Terms of Use FM_IPROC_Palatino x 1/8/02 8:38 AM Page x Preface inside complex organizations That expression has durably stuck in my memory despite the desperate fight for space for such things Recently, it has become increasingly clear to me why it stuck I have heard so many executives like Bob Staton lament the lack of leadership within their companies at the same time as I have heard scores of managers lament the ever-increasing amount of work they are asked to execute Is this a contradiction in terms or just an illustration of the tension between getting things done and developing people? The fact is that we still clearly have a need for good managers —people who are able to effectively plan, organize, direct and control We also have a great need for leaders inside organizations— people who inspire, motivate, and develop others And we need leaders at all levels in our organization, not just at the top The old adage that we manage things and lead people applies here, albeit with a slight revision—the need is to successfully manage projects and activities while simultaneously leading people effectively With all deference to Professor Blackburn, Managerial Leadership was selected as the title for this book, as it best describes the leadership issues organizations face today While it can be argued that senior executives need to manage also, certainly at or below the general manager level it is imperative that organizations have people who are capable as both managers and leaders This presents a huge individual challenge, as the skill sets are quite different between the two Typically, the high potentials have shown managerial competence, but it is the leadership piece that will successfully propel them on to the next level It also presents a huge organizational challenge Most companies have learned how to develop the management piece (the task side) among the midlevel employees but struggle mightily in developing the leadership component That used to be sufficient but it isn’t any longer To borrow from Bob Staton’s commentary, the leadership vacuum inside the organization is a serious detriment to performance The focus of this book is on the leadership side of managerial leadership Without diminishing the importance of good management, the critical need today is to enhance managers’ leadership behaviors (especially those with the lowercase “l,” not the leadership challenges at the top of the organization but rather those in the middle of the action) I have written this book with the same learning FM_IPROC_Palatino Preface 1/8/02 8:38 AM Page xi xi objectives and approach as the leadership development programs that I design and conduct Having been at this business for more than 15 years, I have seen it work But so much depends upon the individual’s motivation for learning and change Enhancing leadership practices is a highly personal endeavor Given how difficult it is to unlearn bad habits, it takes a huge amount of emotional energy to change leadership behaviors And, unfortunately, there is no one right answer or one model that works for everyone and applies to every situation That is why I not propose a specific approach or a single framework My premise is that you need to build your own leadership model —one that works best for you—that takes into account your capabilities and leadership style, as well as the organizational environment and dynamics of your followers Can anyone teach you to be a better leader? It is a frequently asked question and one I understand well (Given my role as an executive educator, perhaps my answer will surprise you.) It reminds me of a psychology course I took in the early 1970s Professor John Carroll was teaching the class I never understood how such an internationally renowned psychometrician wound up teaching a group of ignorant undergraduates Most of his lectures not only went over our heads, but they were in a completely different dimension of time and space However, one lecture actually got through to me Dr Carroll was debating the nature versus nurture question with himself (as he was the only one in the room capable of attempting such a debate), and he asserted that it was a “so-what” question It didn’t matter how much of human behavior was dictated by genetics versus socialization (this was before the breakthroughs in genetic engineering) Dr Carroll believed that even if socialization accounted for only 10 percent of human behavior, so what? Since we couldn’t anything about the nature part, the only issue of consequence was to concentrate on the proportion related to nurture In making the application to leadership, we ask how much is inherent to the individual versus how much can be developed Borrowing from Professor Carroll, it doesn’t really matter Even if teaching can only enhance 10 percent of your leadership effectiveness, it’s worth the attention Think about it In any organization, to what extent are the managers operating at their full capabilities— ... University of North Carolina, used the expression ? ?managerial leadership”over 15 years ago in referring to the challenges midlevel managers face ix Copyright 2002 The McGraw-Hill Companies, Inc Click... have learned a great deal these past two years about leadership, human behavior, and the nuances of the profession of psychiatry xiii Copyright 2002 The McGraw-Hill Companies, Inc Click Here for... 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