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Dr. Michael Wesson MGMT 675 –Class XVI
TOPIC: Leadership Part B: Leading Change
PREPARATION READING:
CASES:
GlobalTech Player’s Guide (To be read for a simulation we will be doing in class.)
Charlotte Beers at Ogilvy & Mather Worldwide (A) HBS 9-495-031
OBJECTIVES & COMPETENCIES:
To illustrate the importance of and difficulties in leading change in a large organization.
KEY CONTENT OF MODULE:
To recognize the complex, often chaotic, process of formulating a vision or new
direction.
Appreciation for the difficulty of leading change and an understanding of the roles
leaders can play in fostering change.
Understanding the “leading change” process.
CASE-DISCUSSION PREPARATION QUESTIONS:
1. What is Beers trying to accomplish as CEO of Ogilvy & Mather Worldwide?
2. What is your assessment of the vision?
3. What is your assessment of the process Beers and her team went through to create the
vision?
4. What are the key challenges facing Beers at the end of the case?
Dr. Michael Wesson
Associate Professor of Management
Phone: 979.845.5577
Dr. Michael Wesson MGMT 675 –Class XVI
TOPIC: Leadership Part C: Leading During Ethical
Dilemmas and Crisis Situations
OBJECTIVES & COMPETENCIES:
To illustrate what is involved in effective leadership during unusual times.
KEY CONTENT OF MODULE:
Recognition of the significant complications that are introduced to leadership under
highly stressful and ambiguous situations.
Understanding that the effective leadership of a group is most often set in stone well
before a crisis situation appears.
Appreciation of how communication is essential to good leadership.
PREPARATION READING:
Schein, E. (1996). “Leadership and Organizational Culture”. In F. Hesselbein, M. Goldsmith, &
R Beckhard (eds.), The Leader of the Future. San Francisco, CA: Jossey-Bass.
“Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick” Harvard
Business Review
CASES:
“Martha McCaskey” Harvard Business School
“Fire at Mann Gulch” - Harvard Business School
“Storm King Mountain” - Harvard Business School
CASE-DISCUSSION PREPARATION QUESTIONS:
Martha McCaskey
1. As Martha McCaskey, what is your plan of action for finishing the Silicon 6 project?
Please map out your detailed plan of action.
2. What is troubling Martha McCaskey? Do you agree with her assessment of the situation?
3. Was this situation avoidable? How did McCaskey end up in this situation?
Dr. Michael Wesson
Associate Professor of Management
Phone: 979.845.5577
Mann Gulch and Storm King Mountain
5. What were the causes of the tragedies? 6. Compare and contrast Dodge’s leadership at Mann Gulch with Blanco and Mackey’s
leadership at Storm King Mountain. What mistakes did they make as leaders? 7. Why did the firefighters follow Mackey’s orders to build a fire line downhill, despite
their reservations and doubts, while ignoring Dodge’s sound orders to join him in the
escape fire? 8. Why did firefighters at Storm King Mountain ignore so many rules? (i.e. 10 Standard
Firefighting Orders and 18 Watch Out Situations) 9. What role did stress and experience play in these tragedies? 10. What are the lessons for business executives?
Dr. Michael Wesson MGMT 675 –Class XVI
TOPIC: Leadership Part D: The Authentic Leader
OBJECTIVES & COMPETENCIES:
To take a holistic view of leadership and understand that to be effective as a leader, leadership
behaviors must be an everyday endeavor.
KEY CONTENT OF MODULE:
To gain clarity about values, leadership principles, and ethical boundaries, and how to
respond under pressure when severely challenged.
To understand what motivates you, both extrinsically and intrinsically, and to find
leadership paths that will enable you to utilize you motivated capabilities.
To explore how to build support teams and lead an integrated life.
How to become an empowering leader who can optimize your leadership effectiveness
and achieve exceptional results through others.
PREPARATION READING:
George, B. (2015) Discover Your True North: Becoming an Authentic Leader
CASES:
“Kevin Sharer at Amgen: Sustaining the High-Growth Company” (A) Harvard Business School
[Note: Read Part (A) of the case prior to class. I will distribute part (B) in class.]
CASE-DISCUSSION PREPARATION QUESTIONS:
1. How did Kevin Sharer use his past experience to prepare for his leadership of Amgen?
2. How did Sharer’s drive for extrinsic rewards impact his colleagues?
Dr. Michael Wesson
Associate Professor of Management
Phone: 979.845.5577
