Leadership Skills Module

EXECUTIVE LEADERSHIP SKILLS London Business School 26-28 May 2010

Faculty Dr. Dan Cable: Office A321, x8906, [email protected]

Course Administrator Kimberley Traynor: Office A301, x8909, [email protected]

Course Overview Management consists of a set of universal skills that are trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill. This is the focus for this module.

The Objectives of the Leadership Module Are To  Develop an awareness of the knowledge, skills, and attributes that underlie management and leadership effectiveness.  Obtain individual-level feedback utilizing the best existing assessment instruments: 360 degree-feedback and the NEO Personality Inventory.  Share feedback on your own and others’ interpersonal skills.  Develop a personal action plan.

In addition to these personal leadership development objectives, there is another important objective: to bring the class together into a cohesive group, and to form the study groups into effective, supportive learning teams.

By the end of our time together, you will not only have a more thorough awareness of your personal and social characteristics, but you will have a firm contract for moving forward with your year one EMBA study group to conduct the various required activities of our curricular programme. Thus, this course should be thought of as an initial assessment of your position at the beginning of what is going to be a stimulating personal and academic journey.

Structure of Leadership Skills Module  The pedagogical objective of the module is to help you make your time at London Business School a self-directed learning journey. The module is made up of diverse learning methods:  Interactive lectures, discussions and exercises in the main lecture theatre.  Questionnaire analysis & individual-level feedback.  Work in your pre-assigned study groups (details of which you will receive when you arrive) with a professional consultant in seminar rooms.  One-to-one feedback sessions (details of which you will receive when you arrive) with a professional consultant in seminar rooms.

Course Evaluation and Grading The module is graded on a mandatory pass/fail basis. The requirement for a pass grade in the course has two components:

. Active participation in course sessions- being present for all sessions and contributing to class and study group discussions. This is a requirement because most of the coursework is experiential in nature – if you are not there you cannot learn from them.

. A short write-up of your personal action plan, to be handed in two weeks after the module finishes. Details of this assignment will be distributed and discussed on the last day of the course.

Course Readings

Day 1  Andrews, N. (2004). Global Business Capabilities. Business Strategy Review, 15, 5- 10.  Bunker, K. A., Kram, K. E., & Ting, S. (2002). The young and the clueless. Harvard Business Review (Reprint R0212F).  Van Velsor, E., & Leslie, J. B. (1995). Why executives derail: Perspectives across time and cultures. Academy of Management Executive, 9(4), 62-72.  In Search of Global Leaders. Harvard Business Review (Reprint R0308B).

Day 2  Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9, 169-180.  Mayer, et. al (2004). Leading by Feel. Harvard Business Review (Reprint R0401B).  Toegel, G., & Conger, J. A. (2003). 360-degree assessment: Time for reinvention. Academy of Management Learning and Education, 2(3), 297-311  Druskat, V. U., & Wheeler, J. V. 2004. How to lead a self-managing team. MIT Sloan Management Review, 45, 65-71. Reprint 45410.

Case Study: For Day two, carefully read the case study, ‘Wolfgang Keller at Königsbräu-Tak (A)’, and come ready to answer the following questions:

1. What is your analysis of the situation facing Keller as he returns to Ukraine? 2. How effective has Keller been? What grade would you give him? 3. What is your assessment of Brodsky’s performance? Be as specific as you can. 4. What actions should Keller now take? Pre-Work

All the pre-work materials will be available on the course website.

It is very important that you get the 360-Degree Survey and NEO PI-R completed as soon as possible.

1. 360-Degree Leadership Skills Survey

The details for this survey are outlined in the first letter. Contact Kimberley Traynor if you have any questions.

2. Questionnaire

 NEO PI-R Personality Inventory

Again, please make sure that you have followed the instructions in the first letter, ensuring you have completed both inventories by 12th May at the very latest. If you have any questions about the NEO, please contact Kimberley Traynor ([email protected]).

3. Articles

Read the following articles, and come to class ready to comment on them:  Andrews, N. (2004). Global Business Capabilities. Business Strategy Review, 15, 5- 10.  Bunker, K. A., Kram, K. E., & Ting, S. (2002). The young and the clueless. Harvard Business Review (Reprint R0212F).  Van Velsor, E., & Leslie, J. B. (1995). Why executives derail: Perspectives across time and cultures. Academy of Management Executive, 9(4), 62-72.  In Search of Global Leaders. Harvard Business Review (Reprint R0308B).  Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9, 169-180.  Mayer, et. al (2004). Leading by Feel. Harvard Business Review (Reprint R0401B).  Toegel, G., & Conger, J. A. (2003). 360-degree assessment: Time for reinvention. Academy of Management Learning and Education, 2(3), 297-311  Druskat, V. U., & Wheeler, J. V. 2004. How to lead a self-managing team. MIT Sloan Management Review, 45, 65-71. Reprint 45410.

4. Case Study

Read the case study, ‘Wolfgang Keller at Königsbräu-Tak (A)’, and come ready to answer the following questions:

1. What is your analysis of the situation facing Keller as he returns to Ukraine? 2. How effective has Keller been? What grade would you give him? 3. What is your assessment of Brodsky’s performance? Be as specific as you can. 4. What actions should Keller now take? Executive Leadership Module Schedule

Day 1 Day 2 Day 3 Wednesday 26 May Thursday 27 May Friday 28 May

9:00-12:00 High Performance Work Teams -- Team Activity -- Team Contract debrief

Integration & Next Steps

Lunch Lunch 13:00-18:00 Tutor sessions 13:00-16:00 13:00-16:00 (in breakout rooms, including Introductions & Objectives Personality & Leadership informal dinner) -- NEO Personality Inventory -- Introduction to your study group Leadership Transitions debrief -- 360 survey debrief in your study & Executive Derailment groups -- Introduction to the 360 16:30-19:30 survey Leadership Development 18:30-20:30 & Personal Change Tutor sessions -- Case study: Wolfgang Keller (in breakout rooms) -- Individual assignment debrief -- Individual meetings with tutors -- Drafting a team contract