Bridgewater Review

Volume 24 | Issue 1 Article 6

Jun-2005 The mpI ortance of Leadership Dorothy J. Mulcahy Bridgewater State College

Recommended Citation Mulcahy, Dorothy J. (2005). The mporI tance of Leadership. Bridgewater Review, 24(1), 7-10. Available at: http://vc.bridgew.edu/br_rev/vol24/iss1/6

This item is available as part of Virtual Commons, the open-access institutional repository of Bridgewater State University, Bridgewater, Massachusetts. In the second study (which consisted of some partici- our findings. Specifically, they are interested in learning pants from the first study plus a few new ones) data ways in which they can change contrast in the environ- were collected over seven consecutive 10-day periods, ment in order to maintain or improve functional abili- which I will refer to as the seven phases of the study. ties in individuals with AD. The following suggestions Once again food and liquid intake were measured for are adapted from a book chapter written by Dr. Tracy both lunch and supper. The colors of the plates and Dunne appearing in Vision in Alzheimer’s Disease edited cups used for each of the seven phases were as follows: by Cronin-Golomb and Hof. Ideas for enhancing con- The Importance of Leadership Phase 1: white plates and cups; Phase 2: bright (high trast in the bathroom and kitchen are briefly discussed. by Dorothy J. Mulcahy contrast) blue plates and cups; Phase 3: white plates One of the major challenges in caring for individuals and cups; Phase 4: pastel (low contrast) red plates and with AD is getting them to bathe. Because of deficien- cups; Phase 5: white plates and cups; Phase 6: pastel cies in depth and contrast perception, individuals with (low contrast) blue plates and cups; Phase 7: white AD may have difficulty transitioning into the bathtub. plates and cups. Why is the topic of leadership important? History is ate leadership style based on the leader, followers, and Placing a non-skid bath mat inside the tub that is a con- rich with stories of leaders who have shaped the course the situation. Contemporary approaches tend to have a Group results revealed that when bright (high contrast) trasting color to the tub should help alleviate this diffi- of nations, the economy, and society. It is well recog- more integrative view that combines the trait, behav- blue plates and cups were used, there was a significant culty. Moreover, using different colored knobs for hot nized that effectively run organizations are more pro- ioral, and contingency theories to explain successful 25.1% mean increase in food intake and a 29.8% mean and cold faucets (for e.g., red for hot and blue for cold) ductive and successful while poorly run organizations leader-follower relationships. increase in liquid intake. Increases were noted for both and using grab rails that contrast to the walls should suffer at the hands of ineffective leaders. Compounding lunch and supper. Once again, intake values dropped also provide some assistance. Contrast can also be used Research has also focused on the attributes of leaders, the need for effective leadership is the unethical and ille- back down again when the white plates and white cups to aid with toileting behaviors, which pose a major con- that is, the inner or personal qualities that constitute gal behavior of numerous business and public sector were re-introduced. The use of the pastel (low contrast) cern for caregivers. As the disease progresses, it is not effective leadership. Terms used to describe attributes leaders that has led to the failure of many organiza- red plates and cups and the pastel (low contrast) blue uncommon for individuals with AD to mistakenly use include traits, competencies, style, motives, skills and tions. The scandals at Enron, WorldCom, HealthSouth, plates and cups did not reveal any significant increases plants, hampers, and wastebaskets as toilets. By provid- character. Some researchers claim that leadership attrib- OfficeMax, Tyco, Marsh & McLennan, Putnam, and in either food or liquid intake across conditions. Group ing contrast around the toilet area, either by using col- utes fall into three broad categories: who leaders are Boeing, to name just a few, have focused on the impor- results of food intake collapsed across lunch and supper, ored toilet water and/or by placing a contrasting toilet (values, motives, personal traits, and character), what tance of strong, effective, and ethical leadership. along with the collapsed group results from the first mat around the base of the toilet, it will help to provide leaders know (skills and abilities), and what leaders do Dissatisfaction on the part of stockholders and boards experiment for comparison, are given below. a cue as to where the individual should sit or stand. (behaviors, habits, styles, and competencies). Using of directors has increasingly led to the termination of Moreover, placing a light this leadership attribute model, leaders can be seen as high-profile CEOs. The recent termination of Hewlett- inside the toilet bowl or setting direction (creating a vision, developing strate- Packard’s CEO Carleton (Carly) Fiorina has focused right above the toilet using gies, defining the future), mobilizing individual com- considerable attention on the qualities a leader needs to commercially made products mitment (engaging others, sharing power), and en- have in order to achieve the organization’s goals. that use a light-emitting gendering organizational capability (building teams diode may also be beneficial. Employees have suffered at the hands of ineffective and managing change). Finally, installing safety rails leaders. Job satisfaction has declined over the last of a contrasting color is decade, with the biggest decline in on-the-job happiness another way to draw atten- among workers earning $25,000 to $35,000 and among tion to the toilet itself. workers between the ages of 35 to 44. The biggest rea- son for people leaving their organizations is that they To encourage independent are being treated poorly by their bosses. Hundreds of functioning in the kitchen, studies support the fact that leadership makes a pro- use light switches and elec- found difference in followers’ performance and satisfac- trical outlets that contrast tion. However, often a chasm exists between what is with the walls, and provide expected of leaders and what they produce. high-contrast knobs and These results suggest that high contrast tableware (in handles on cabinets. If, however, use of switches, out- The discussion of leadership begs for definitions. Several this case bright red and bright blue plates and cups) sig- lets, and cabinets poses a safety hazard, use plate covers definitions suggest that leadership is a process used by nificantly increases food and liquid intake in severely and handles that are the same color as the walls and an individual to influence group members toward the demented individuals with AD. Low contrast tableware cabinets to discourage use. Keep in mind that caregivers achievement of group goals through change. Early stud- (pastel red and pastel blue plates and cups) is ineffectu- can easily enhance or minimize contrast depending on ies of leadership focused on an examination of traits of al. These data disprove the novelty effect and support whether they want to encourage or discourage particu- leaders, those characteristics accounting for leadership the idea that the saliency of the color of the tableware is lar behaviors. Other ideas for the kitchen include the use effectiveness, such as high energy, aggressiveness, and a crucial factor, thereby demonstrating that the of large, multicolored buttons on appliances and the use persuasiveness. The belief was that leaders were born, enhancement of contrast is a simple yet effective inter- of open shelving or glass cabinet doors to aid in finding not made. Such assumptions were replaced by an exam- vention for increasing food and liquid intake in individ- items used on a daily basis such as bread or cereal. ination of leaders’ behavior, those distinctive styles used uals with AD. by effective leaders. This evolved into contingency lead- In conclusion, by visually manipulating the environ- ership theories that attempted to explain the appropri- PRACTICAL APPLICATIONS ment we can begin to compensate for brain-based visual When we present our research findings at various con- deficits, such as those noted in contrast sensitivity, and ferences or even AD care facilities, the audience is often thereby ultimately improve the quality of life for both interested in knowing the more practical application of individuals with AD and their caregivers. Sandra Neargarder is Associate Professor of Psychology. BRIDGEWATER REVIEW JUNE 2005 7 Leaders typically exhibit behavioral patterns to influ- Even more pronounced in analyzing President Summers Charismatic leadership is not always the formula for ence their followers and perform several roles. The can be a leadership attitude developed by theorist success. Some researchers have found that the most interpersonal role consists of the figurehead, leader and Douglas McGregor who classified attitudes as assump- effective leaders lacked charisma. In his book Good to liaison. They assume the figurehead roles when they tions he refers to as Theory X and Theory Y. His theory Great, Jim Collins presents his theory of Level 5 represent their organizations at ceremonies and symbol- attempts to explain and predict leadership behavior and Leadership. Based on a five-year research study of all the ic activities, such as commencements and official sign- performance based on the leaderís attitude about fol- companies that were on the Fortune 500 list from 1965 ings or openings. In the informational role, they will be lowers. Theory X leaders have the attitude that employ- to 1995, Collins discovered that the best examples of seen as the spokesperson for the organization. Terry ees dislike work and must be closely supervised in order leaders turning a merely good company into a truly Lundgren, CEO of Federated Department Stores, aptly to do their work. On the other hand, Theory Y leaders great company are led by this Level 5 leader. Level 5 performed the spokesperson role at the news conference hold the attitude that employees like to work and do refers to the highest level in a hierarchy of executive announcing the acquisition of May Department Stores. not need to be closely supervised in order to do their capabilities. The Level 5 leader builds enduring great- The decisional roles are seen in the entrepreneurial, work. The Theory X leader generally has a pessimistic ness through personal humility plus professional will. resource allocator or negotiator functions. attitude about employees and uses a coercive style, con- Such a leader is calm in crises, never boastful, takes trolling through threats and punishment. The Theory Y responsibility for failure, and is courteous and polite. When organizations undergo serious turmoil, particu- leader has a positive, optimistic view of employees and Level 5 leaders spend a considerable amount of time sur- larly brought on by negative public attention, the fig- uses a participative leadership style, providing rewards rounding themselves with the right people and build urehead of an organization is frequently the sacrificial as incentives. A more recent theory, referred to as high performing teams. While leaders at the other four group of individuals. Eventually the assumptions are lamb. Beset by a football recruiting scandal and Theory Z, is characteristically found at colleges and uni- levels can produce high degrees of success, they do not taken for granted, leading to a culture that defines for upheaval over a professor who compared September 11, versities. Theory Z organizations support clear, detailed elevate their companies from mediocrity to sustained future members what kinds of leadership are acceptable. 2001 victims to notorious Nazi Adolf Eichmann, the goal statements and supportive policies that encourage excellence. While there are many definitions of culture, it is general- University of Colorado President Elizabeth Hoffman individuals to transcend self-interests and focus on the ly seen when things in organizations or groups are resigned in March 2005. The symbolic resignation or The study found eleven companies dramatically exceed- good of the organization. Theory Z organizations are shared or held in common, such as customs and tradi- removal of a CEO in a case like this is an attempt by ed all the other companies in terms of financial success. typically found where charismatic leadership behavior tions, group norms, espoused values, and formal philos- governing boards to assure the key stakeholders that the The leaders of these companies did not let their egos get is not welcomed by followers. Researchers have suggest- ophy. Well-known organizational culture theorist Edgar organization will recover from the controversies that in the way of building great companies. These leaders ed that followers resist charismatic leadership where H. Schein defines it as “a pattern of shared basic led to its calamitous state. avoided the spotlight, but were focused on creating employees are self-confident, highly educated, and have assumptions that the group learned as it solved its prob- companies that produced outstanding results. They Massachusetts also had attention drawn to it by the a strong belief in human equality. lems of external adaptation and integration, that has channeled all their energy toward the success of their President of Harvard University, Lawrence H. Summers, worked well enough to be considered valid, and there- Charismatic leadership can be effective or ineffective, companies, as opposed to the pursuit of personal whose decisions and leadership style have received fore, to be taught to new members as the correct way to depending on the organization and situation. German aggrandizement. Collins cites particularly the former wide-spread notice almost since the day he stepped perceive, think, and feel in relation to those problems.” sociologist Max Weber is credited with applying the CEO of Kimberly-Clark, Darwin E. Smith, a shy, unpre- onto Cambridge soil. During a January 2005 speech to A failure of merging organizational culture and leader- term charisma to pertain to a type of authority or influ- tentious, awkward person, but with an iron will and the National Bureau of Economic Research, Summers ship style was seen at Hewlet Packard. ence based on exceptional characteristics, demonstrated ferocious resolve. He transformed the company from a discussed possible reasons for the current underrepre- by heroic acts or by advocating a revolutionary mission stodgy old paper company with poor performance into Receiving considerable attention during the last year is sentation of women at the top in many fields, especially or program of action to resolve a crisis. Today charis- the leading consumer paper products company in the Carleton (Carly) S. Fiorina, former CEO of Hewlett- in science, engineering, and math. He contended that matic leaders are viewed as passionate, driven individu- world. While other factors are critical to transforma- Packard. She has been described as unshakable, self- reasons could include social issues, such as willingness als having personalities that inspire devotion and tion, including having the right key people in the orga- reliant, passionate about the big picture, and embracing to commit fully to a highly demanding career and bio- commitment from followers. These leaders make inspi- nization, good-to-great transformation must have Level change as a way of life. With the image of a charismatic logical differences between the genders. rational speeches, describe a desirable mission or vision 5 leaders. Collins found that CEOs with large egos con- leader, Fiorina was the first outsider to be CEO of a very His remarks set off an outburst of protests not only by for the future, take risks to achieve the mission, and role tributed to the demise or continued mediocrity of an conventional, stuffy, and oldest Silicon Valley company members of the Harvard community, but also by his model their own behavior for followers to emulate. organization. Even though many companies showed a that was deeply entrenched in its paternalistic culture peers at similar universities. In an effort to quell the Charismatic leaders often emerge during times of crisis shift in performance under a talented yet egocentric known as ‘The H-P Way.’ In spite of leading the success- controversy and avoid votes of no confidence by the when dramatic change is required. A subset of charis- Level 4 leader, the companies declined in later years. ful acquisition of rival Compaq Computer in 2002, she aculty, Summers pledged to “set a different tone” with matic leadership is transformational leadership, in Collins cites Lee Iacocca as a Level 4 leader, one who sets was unable to revive the sluggish computer businesses. the faculty. Such pledge was too little too late for the which the status quo is changed by appealing to follow- a clear and compelling vision. However, such leaders’ HP struggled against Dell in the PC business and IBM in faculty, who voted March 15, 2005 that “the Faculty ers’ values and their sense of higher purpose. Nelson ego often changes from transforming the organizations the corporate computing industry. Many viewed Fiorina lacks confidence in the leadership” of Summers. Mandela is an excellent example of a charismatic, trans- to transforming themselves. In spite of this empirical as an inspiring speaker, but lacked the skills to fix HP’s Campus critics have contended that his leadership style formational leader whose style was needed at a critical evidence, many boards of directors have not paid atten- operational problems. Fiorina was an outsider brought had frozen out critical voices on campus, that he has time in South African history. He provided a clear vision tion to Collins’ findings and continue to look for charis- in to revitalize a struggling organization. It had a deeply consolidated too much power in the president’s office, of a nonracist society and made personal sacrifices matic rather than Level 5 CEOs to lead their rooted engineering culture that needed to revise its and tends to rule by intimidation. Such an allegation is demonstrated by his 27 years in prison for his speaking organizations. strategies. Analysts claimed Fiorina ignored simple rules consistent with an autocratic style of leadership, where- out about his beliefs. of successful leadership. The first accusation was that Leadership takes place within the context of an organi- in a leader makes decisions, tells employees what to do she was more concerned about her own image rather zational culture. Cultures begin with leaders who inflict and closely supervises workers. This is contrary to a their own values and assumptions on an organization or democratic leadership style, which encourages partici- pation in decisions wherein the leader works with employees to determine what to do and does not closely BRIDGEWATER REVIEW supervise employees. JUNE 2005 9 Leaders typically exhibit behavioral patterns to influ- Even more pronounced in analyzing President Summers Charismatic leadership is not always the formula for ence their followers and perform several roles. The can be a leadership attitude developed by theorist success. Some researchers have found that the most interpersonal role consists of the figurehead, leader and Douglas McGregor who classified attitudes as assump- effective leaders lacked charisma. In his book Good to liaison. They assume the figurehead roles when they tions he refers to as Theory X and Theory Y. His theory Great, Jim Collins presents his theory of Level 5 represent their organizations at ceremonies and symbol- attempts to explain and predict leadership behavior and Leadership. Based on a five-year research study of all the ic activities, such as commencements and official sign- performance based on the leaderís attitude about fol- companies that were on the Fortune 500 list from 1965 ings or openings. In the informational role, they will be lowers. Theory X leaders have the attitude that employ- to 1995, Collins discovered that the best examples of seen as the spokesperson for the organization. Terry ees dislike work and must be closely supervised in order leaders turning a merely good company into a truly Lundgren, CEO of Federated Department Stores, aptly to do their work. On the other hand, Theory Y leaders great company are led by this Level 5 leader. Level 5 performed the spokesperson role at the news conference hold the attitude that employees like to work and do refers to the highest level in a hierarchy of executive announcing the acquisition of May Department Stores. not need to be closely supervised in order to do their capabilities. The Level 5 leader builds enduring great- The decisional roles are seen in the entrepreneurial, work. The Theory X leader generally has a pessimistic ness through personal humility plus professional will. resource allocator or negotiator functions. attitude about employees and uses a coercive style, con- Such a leader is calm in crises, never boastful, takes trolling through threats and punishment. The Theory Y responsibility for failure, and is courteous and polite. When organizations undergo serious turmoil, particu- leader has a positive, optimistic view of employees and Level 5 leaders spend a considerable amount of time sur- larly brought on by negative public attention, the fig- uses a participative leadership style, providing rewards rounding themselves with the right people and build urehead of an organization is frequently the sacrificial as incentives. A more recent theory, referred to as high performing teams. While leaders at the other four group of individuals. Eventually the assumptions are lamb. Beset by a football recruiting scandal and Theory Z, is characteristically found at colleges and uni- levels can produce high degrees of success, they do not taken for granted, leading to a culture that defines for upheaval over a professor who compared September 11, versities. Theory Z organizations support clear, detailed elevate their companies from mediocrity to sustained future members what kinds of leadership are acceptable. 2001 victims to notorious Nazi Adolf Eichmann, the goal statements and supportive policies that encourage excellence. While there are many definitions of culture, it is general- University of Colorado President Elizabeth Hoffman individuals to transcend self-interests and focus on the ly seen when things in organizations or groups are resigned in March 2005. The symbolic resignation or The study found eleven companies dramatically exceed- good of the organization. Theory Z organizations are shared or held in common, such as customs and tradi- removal of a CEO in a case like this is an attempt by ed all the other companies in terms of financial success. typically found where charismatic leadership behavior tions, group norms, espoused values, and formal philos- governing boards to assure the key stakeholders that the The leaders of these companies did not let their egos get is not welcomed by followers. Researchers have suggest- ophy. Well-known organizational culture theorist Edgar organization will recover from the controversies that in the way of building great companies. These leaders ed that followers resist charismatic leadership where H. Schein defines it as “a pattern of shared basic led to its calamitous state. avoided the spotlight, but were focused on creating employees are self-confident, highly educated, and have assumptions that the group learned as it solved its prob- companies that produced outstanding results. They Massachusetts also had attention drawn to it by the a strong belief in human equality. lems of external adaptation and integration, that has channeled all their energy toward the success of their President of Harvard University, Lawrence H. Summers, worked well enough to be considered valid, and there- Charismatic leadership can be effective or ineffective, companies, as opposed to the pursuit of personal whose decisions and leadership style have received fore, to be taught to new members as the correct way to depending on the organization and situation. German aggrandizement. Collins cites particularly the former wide-spread notice almost since the day he stepped perceive, think, and feel in relation to those problems.” sociologist Max Weber is credited with applying the CEO of Kimberly-Clark, Darwin E. Smith, a shy, unpre- onto Cambridge soil. During a January 2005 speech to A failure of merging organizational culture and leader- term charisma to pertain to a type of authority or influ- tentious, awkward person, but with an iron will and the National Bureau of Economic Research, Summers ship style was seen at Hewlet Packard. ence based on exceptional characteristics, demonstrated ferocious resolve. He transformed the company from a discussed possible reasons for the current underrepre- by heroic acts or by advocating a revolutionary mission stodgy old paper company with poor performance into Receiving considerable attention during the last year is sentation of women at the top in many fields, especially or program of action to resolve a crisis. Today charis- the leading consumer paper products company in the Carleton (Carly) S. Fiorina, former CEO of Hewlett- in science, engineering, and math. He contended that matic leaders are viewed as passionate, driven individu- world. While other factors are critical to transforma- Packard. She has been described as unshakable, self- reasons could include social issues, such as willingness als having personalities that inspire devotion and tion, including having the right key people in the orga- reliant, passionate about the big picture, and embracing to commit fully to a highly demanding career and bio- commitment from followers. These leaders make inspi- nization, good-to-great transformation must have Level change as a way of life. With the image of a charismatic logical differences between the genders. rational speeches, describe a desirable mission or vision 5 leaders. Collins found that CEOs with large egos con- leader, Fiorina was the first outsider to be CEO of a very His remarks set off an outburst of protests not only by for the future, take risks to achieve the mission, and role tributed to the demise or continued mediocrity of an conventional, stuffy, and oldest Silicon Valley company members of the Harvard community, but also by his model their own behavior for followers to emulate. organization. Even though many companies showed a that was deeply entrenched in its paternalistic culture peers at similar universities. In an effort to quell the Charismatic leaders often emerge during times of crisis shift in performance under a talented yet egocentric known as ‘The H-P Way.’ In spite of leading the success- controversy and avoid votes of no confidence by the when dramatic change is required. A subset of charis- Level 4 leader, the companies declined in later years. ful acquisition of rival Compaq Computer in 2002, she aculty, Summers pledged to “set a different tone” with matic leadership is transformational leadership, in Collins cites Lee Iacocca as a Level 4 leader, one who sets was unable to revive the sluggish computer businesses. the faculty. Such pledge was too little too late for the which the status quo is changed by appealing to follow- a clear and compelling vision. However, such leaders’ HP struggled against Dell in the PC business and IBM in faculty, who voted March 15, 2005 that “the Faculty ers’ values and their sense of higher purpose. Nelson ego often changes from transforming the organizations the corporate computing industry. Many viewed Fiorina lacks confidence in the leadership” of Summers. Mandela is an excellent example of a charismatic, trans- to transforming themselves. In spite of this empirical as an inspiring speaker, but lacked the skills to fix HP’s Campus critics have contended that his leadership style formational leader whose style was needed at a critical evidence, many boards of directors have not paid atten- operational problems. Fiorina was an outsider brought had frozen out critical voices on campus, that he has time in South African history. He provided a clear vision tion to Collins’ findings and continue to look for charis- in to revitalize a struggling organization. It had a deeply consolidated too much power in the president’s office, of a nonracist society and made personal sacrifices matic rather than Level 5 CEOs to lead their rooted engineering culture that needed to revise its and tends to rule by intimidation. Such an allegation is demonstrated by his 27 years in prison for his speaking organizations. strategies. Analysts claimed Fiorina ignored simple rules consistent with an autocratic style of leadership, where- out about his beliefs. of successful leadership. The first accusation was that Leadership takes place within the context of an organi- in a leader makes decisions, tells employees what to do she was more concerned about her own image rather zational culture. Cultures begin with leaders who inflict and closely supervises workers. This is contrary to a their own values and assumptions on an organization or democratic leadership style, which encourages partici- pation in decisions wherein the leader works with employees to determine what to do and does not closely BRIDGEWATER REVIEW supervise employees. JUNE 2005 9 than the success of the company (this fits Collins’ Level 4 leader). She combined impressive visions with charis- matic but egotistical and demanding styles. CEOs need SELECTED BIBLIOGRAPHY to place their organizations’ well being above all else, BSC CityLab: including themselves. Fiorina failed to understand the Collins, J. (2001). Good to Great. Teaching Tomorrow’s Technology dynamics of HP and lacked a technical background, New York: Harper Business instead focused on marketing and resisted the board’s Kotter, J.P. (1996). Leading Change. to Today’s Youth efforts to appoint a strong chief operations officer to Boston: Harvard Business School Press offset her expertise in its operations. In addition, she is Newman, F., Couturier, L. & Scurry, J. (2004). by Jefferey Bowen accused of firing three top executives after HP missed The Future of Higher Education. earnings targets as a way of deflecting attention away San Francisco: Jossey-Bass. from herself. Schein, E.H. (1992). Organizational Culture and Leadership. San Franscisco: Jossey-Bass. HISTORY OF BSC CITYLAB that follow a “progression of inquiry” model that HP is obviously in need of major transformation. The For the past decade, BSC CityLab has was originally developed at BUSM CityLab. new CEO will need to develop a vision and strategy to provided exciting and authentic science Another 500 students received an authentic undertake fierce global competition, lead major technol- laboratory experiences for students in CityLab experience in their classrooms using a ogy initiatives and transform poor employee morale. lapse because of its lumbering size, insular corporate Grades 5–12 through classroom visits, BSC CityLab Lending Lab with their CityLab- Vision is the force that creates the future. Leadership is culture, and lack of understanding of what its cus- lending labs, and summer programs. trained teachers. In-service and pre-service teach- a dialogue, not a monologue. Leaders ignite their con- tomers needed for computing solutions. He led a corpo- Additionally, many professional development ers enroll in graduate level courses in science content stituencies’ flame of inspiration. HP’s next CEO should rate transformation and re-established IBM as a leader opportunities exist through BSC CityLab for science related to biomedicine and biotechnology, and are be a transformational leader, someone who can change in its traditional mainframe and large-server markets. teachers in southeastern Massachusetts to provide trained in the CityLab curriculum and pedagogy includ- the status quo by articulating to followers the problems CEOs Anne Mulcahy of Xerox and Ed Breen of Tyco them with much needed background and experience in ing Lending Labs. Faculty associated with BSC CityLab in the current system and a compelling vision of what a have turned around their companies through no-non- the field of Biotechnology. BSC CityLab began as a satel- have also led more than fifteen workshops or presenta- new organization should be. On April 1, 2005 former sense leadership with strict financial controls. Following lite of Boston University School of Medicine’s CityLab tions for educators at various Regional and National CEO and president of NCR Mark Hurd assumed the in the wake of charismatic leader Jack Welch, Jeffrey (BUSM CityLab). As part of its mission, BSC CityLab conferences and have helped to develop new inquiry- position as HP’s CEO and president. Hurd’s style is in Immelt of General Electric has transformed GE by creat- promotes and supports STEM (Science, Technology, based modules. sharp contrast to Fiorina. He spent 25 years at NCR, ing a customer-driven, global, and diverse culture. Engineering, and Math) partnership activities to culminating in a two-year term as CEO where he quiet- Below, an example of one of the programs run at BSC strengthen pedagogy for pre- and in-service teachers ly led an ambitious turnaround of the company. He was Strong and effective leadership is also vitally important CityLab is described. In this case, it is the summer and to improve outcomes and increase science enthusi- seen as a relentless cost-cutter familiar with nearly in the not-for-profit sector, specifically higher education biotechnology program called Whale of a Mystery asm among students. every facet of management. His leadership was marked institutions. These institutions operate in increasingly designed to engage students entering sixth through by successful efforts to improve operating efficiency, complex environments where an adaptation to environ- In the fall of 2000, the faculty associated with BSC ninth grades. As with all of the programs offered increase the position of NCR’s product line, and build a mental changes is critical. Effectiveness of organizations CityLab received an $800,000 Science Education through BSC CityLab, the purpose is to help students strong leadership team. is influenced by the degree of fit between organizations Partnership Award from the National Center for make connections with the use of inquiry-based strate- and their environment. How effective a college or uni- Research Resources of the National Institutes of Health, gies that incorporate hands-on activities in a manner A classical transformation process can be viewed as a versity is at capitalizing emerging opportunities and a division of the Department of Health and Human that builds student knowledge and confidence. four-phase process. The first step is to recognize the addressing threats depends on leadership’s ability to cul- Services (Drs. Michael Carson and John Jahoda were need for change. In John P. Kotter’s book Leading WHALE OF A MYSTERY tivate a strategic mindset among individuals within the Principle Investigators on this grant). Science Education Change, his process of creating major change calls first Imagine you are a newly hired scientist working for the institution. Partnership Awards (SEPA) are designed to improve life for establishing a sense of urgency, wherein the market Bridgewater Animal Forensic Laboratory (affectionately science literacy throughout the nation. These grants and competitive realities are examined and major oppor- Change needs to be viewed as an opportunity, not a known as BAFL) located on the third floor of the presti- promote partnerships between biomedical and behav- tunities are identified. HP definitely senses such a sense threat. Pressure on academic leaders for accountability gious Moakley Center at Bridgewater State College. It is ioral researchers, educators, community groups, and of urgency. The second phase of transformation calls for (particularly in the form of learning outcomes), increas- your first day of “work.” So far, the morning has been other interested organizations to create and disseminate crating a new vision, followed by managing transition, ing competition from not-for-profit institutions and for- quite busy with new employee orientation where you programs that give K-12 students and teachers and the and finally institutionalizing the change. Some have profit institutions (for-profit University of Phoenix in heard about the history of the company, filled out some general public a better understanding of life sciences. In described transformational leaders as motivating fol- particular with over 300,000 students and continuing to new employee information, and received a laboratory short, SEPA grants promote the ideals that BSC CityLab lowers to strive for higher-level values and morality. grow), and reduced state funding has created the need notebook…standard stuff! It became a lot more exciting also promotes and the SEPA grant provided BSC Such a leader raises the consciousness of followers to for strong, capable leadership. Bridgewater State College when Dr. Mike (one of the Senior Scientists) told every- CityLab the help it needed to grow and develop. reflect real societal needs and values rather than person- has met this challenge on many fronts and has system- body of the infamous case that BAFL solved that al self-interest. atically shown strategic leadership. The college initiated During this granting period (beginning in the Fall of revolved around a canine celebrity that was “dog- this process under President Emerita Adrian Tinsley 2000), BSC CityLab expanded from an initial partner- napped” and disguised as a toy poodle (the courts have While much focus in the media has been paid to CEOs when the entire college community was involved in ship with two school districts, Brockton Public Schools placed a gag order on the specifics of the case) and how who have been unsuccessful, spotlight should be placed developing the Vision Statement. Building upon this and Bridgewater-Raynham Regional School District, to using a “protein fingerprint” helped to break the case on leaders who have been successful in transforming or foundation, President Dana Mohler-Faria is leading a one serving more than twenty school districts in south- open. Even though you were nervous at first, you feel propelling their organizations forward. HP would be sophisticated strategic planning process so that all of us eastern New England. In the academic year 2003-2004, that this is a positive working environment, a good wise to heed the transformation process of one of its at the college think more clearly and strategically about approximately 1800 students participated at BSC company, and they clearly need your help. main competitors, IBM, under the leadership of its for- the future. CityLab in highly engaging hands-on science modules mer CEO Louis V. Gerstner, Jr. Gerstner led one of the most dramatic corporate turnarounds in business histo- —Dorothy J. Mulcahy is Professor of Management. ry. He became CEO in 1993 when IBM was near col-

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