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Yokoyama started leading with a “dictatorial” style, but became a participative leader
who encouraged employees to offer suggestions for improving the business. Customers
and team members have responded positively to John Yokoyama’s leadership. He
teaches personal responsibility so employees can control their actions in the best
interest of the Pike Place Fish Market.
According to Exercise 8-1, John Yokoyama would rate high on the Position Power
categories of Reward, Legitimate, and Information; and would rate low
on Coercive power. He would rate high on the Personal Power categories
of Expert, Referent, Rational, and Charisma. He practices employee
empowerment that has transformed Pike Place Fish Market into an
excellent workplace.
John Yokoyama shares power with his employees in the spirit of servant leadership, and
uses a participative leadership philosophy. He took practical steps to create a high
performance workplace by addressing deficiencies, embracing change, coaching
employees to succeed, and spreading the sparkle.
The Japanese Union of Scientists and Engineers (JUSE) has embraced the
concept of quality improvement and employee empowerment
by following the principles of W. Edwards Deming: No matter how much
factories are mechanized, as long as there are people still working there,
they should be treated as human individuals. Those companies that
do not give due consideration to humanity will lose their best people
sooner or later. There can be no excuse for disregarding individual
personality, slighting a person’s ability, regarding people as machinery,
and discriminating against them. People spend much of their lifetime at
their working place. It would be much more desirable to work in a
pleasant place where humanity is paid due respect and were people feel
their work has some real meaning. That is what quality practices aim to
achieve. A mechanized factory still requires control by a workshop of
people.
Part Five – Leadership Principles
Chapter 10 – Effective Leadership and Human Relations
Chapter 11 – The Team Concept
Many organizations use a “team” approach to build a high morale workplace
and enhance problem-solving. Effective leaders understand group dynamics and have
the ability to create and lead high performance teams.
Possible student discussion posts:
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1. Discuss your preferred “problem-solving style” as indicated in Exercise
11-2. Do you agree with this assessment?
2. Based on the “Hot Topics” case, what problem-solving style best
describes the
former CEO, Betsey McLaughlin?
3. Discuss a team you know – is it on the way down or on the way up, based
on Table 11-5?
Possible questions to assist student in preparing discussion posts:
• Does your organization use the “team approach” for problem-solving and
decision-
making?
• What are the characteristics of an effective group?
• How can a leader develop positive versus negative group member
behavior?
• How can a leader build a winning team?
• What are the symptoms of groupthink, and how can a leader avoid them?
• Discuss teambuilding interventions and techniques. What works well and what
doesn’t work well?
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Possible Instructor responses that can be personalized when giving
feedback to students:
Knowing the problem-solving styles of your team is an important component of being an
effective leader. The Problem-Solving Styles exercise shows one’s preferred style. We
tend to have one or two preferences, so we are usually most comfortable and
productive as a Darwin, Einstein, Socrates, or Ford. The Problem-Solving Cycle is
composed of:
1. Step one involves having an experience;
2. Step two involves putting facts in order;
3. Step three is building a theory based on facts;
4. Step four is taking action by testing your theory.
Considerations:
• All problem-solving involves these four steps.
• Tolerance is required when dealing with people who
have different styles than yours.
• Most people have difficulty changing their styles (think left and right
handedness).
• Problem-solving teams are usually most effective when all four styles are
represented since it gives the team balanced perspective.
Betsy McLaughlin, former CEO of Hot Topics, understands the need for passion for the
product and understands the value of having all types of problem-solvers among her
employees. She has provided a work environment without physical or
psychological walls where employees have “true” open-door communications. This
open communications culture has fueled employee passion to grow Hot Topics
with market and technical advances affecting fashion today.
The concept of “flow”, job design, and work satisfaction are integral to company
success. The characteristics of an effective group and positive versus negative group
member roles are evident in Hot Topic and Torrid stores.
Twelve time-tested behaviors for leading teams fit well in the company culture:
1. Enthusiasm – The leader’s passion and energy ignites and energizes the
team.
2. Decision-making – Leaders demonstrate decisiveness and make decisions
within an appropriate time-frame.
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3. Role Modeling – “Don’t do as I do, do as I say” is not an effective
leadership motto. Your team wants you to role model positive versus negative
team member behaviors.
4. Honesty – If you make a mistake, own up to it and correct it.
5. Flexibility – Be willing to explore opportunities for team success.
6. Persistence – Never give up on the team effort.
7. Recognition – Give credit where due and never take personal credit
for the success of the team.
8. Communicate, Communicate, and Communicate – Make communication
a hallmark of your leadership behavior. It should be an interactive, two-way
process with your team.
9. Feedback – Give feedback to the team in an appropriate time-
frame; usually, the sooner the better.
10. Promises – Follow through on commitments, thus earning the trust and
confidence of your team.
11. Training – Be a “teaching leader” who develops team
members personally and professionally.
12. Put others first – embodying the philosophy of caring leadership.
This listing implies a clear set of goals that support the vision, mission, and values of the
organization, so the team knows where it is headed. Leadership practices like these
create a work culture that results in success.
Part Six – Understanding People
Chapter 12 – Human Behavior and the Art of Persuasion
Chapter 13 – The Diversity Challenge
Emotional intelligence (EI) has been popularized by Daniel Goleman.
Goleman states two traits of the leader with high EI are: 1) caring for and
understanding her/his employees; and 2) practicing effective human
relationships. Complete Exercise 12-3, “What is your EI at Work?”
Possible student discussion posts:
1. What is your EI score, and do you believe it is an accurate reflection of
you?
2. How would you describe the EI level of Cirque du Soleil Founder
Guy Laliberte? Give an
example from the case to support your response.
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Possible questions to assist students in preparing discussion posts:
• What role has emotional intelligence played in your professional life?
• Does your leader practice “empathy” when dealing with employees
experiencing a
personal crisis?
• What is the EI level of your leader?
• Does your leader show the EI characteristic of “persuasiveness?”
• What advice would you give your leader regarding EI?
Possible instructor responses that can be personalized when giving
feedback to students:
Emotional intelligence (EI) refers to a person’s ability to understand
and relate effectively with others. Daniel Goleman brought E1 to the forefront of
leadership studies as a result of his work at Yale University where he created the
Child Studies Center with an emphasis on teaching EI in schools during a youngster’s
formative years.
Guy Laliberte, Founder of Cirque du Soleil, embodies the EI concept of understanding
and dealing effectively with people. His mission in 1984 was to reinvent the long-
standing tradition of the traveling circus. He was a risk taker with a commitment to
creating a circus culture where the performers were happy and productive in
entertaining their audiences. He also wanted to inspire audiences to be creative in their
own endeavors as a result of watching his Cirque.
Cirque du Soleil follows principles for creating a wholesome work environment that
celebrates and gains the benefits of diversity:
1. Varied Backgrounds – Include members from a variety of backgrounds
in problem-solving and decision making to gain a broad range of
perspectives.
2. Recruitment – Create a flow of applicants from untapped sources.
Ask team members for suggestions.
3. Development – Explore opportunities for reaching out to internal
employees and other sources to prepare individuals for positions of
responsibility.
4. Cultural sensitivity – Display art work, music, room and furniture
designs, literature, etc. that celebrate diverse cultures.
5. Diversity Credo – Create a team to develop a Diversity Credo to be shared
with all employees .
6. Training – Provide voluntary training to enhance awareness and respect
for diversity among employees.
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7. Media – Make sure organization-based media reflects the diversity of
ideas, cultures, and perspectives present in the organization.
8. Mentoring – Develop voluntary mentoring and partnering programs that
cross traditional social and cultural boundaries.
9. Openness – Talk openly about diversity issues, respect all points of view,
and work cooperatively to solve issues and explore opportunities.
Guy Laliberte is an integrative leader who treats all people with respect and dignity,
models and reinforces a democratic character, embodies a humanistic approach to life,
and views diversity as a strength and positive advantage for business success.
Part Seven – Multiplying Effectiveness
Chapter 14 – Effective Delegation and How to Assign Work
Chapter 15 – The Role of Personality
The three most important words in real estate are location, location, location. It can be
argued that the three most important words in the workplace are communication,
communication, communication. We have never known an organization
that didn’t identify “communications” as an important issue. It is important in
organizations ranging from Fortune 500 companies to small local businesses.
Possible student discussion posts:
1. What is your preferred style of interpersonal communications according
to Exercise 15-2? Do you agree with this assessment?
2. What is the value of a leader knowing the communication styles
of next generation employees?
Possible questions to assist students in preparing discussion posts:
• What label is attached to your generation according to your age?
• Have Generation Y employees changed the way people communicate in
your
organization?
• What should an organization do to keep employees well-informed?
• Is there value in listening to the organizational “grapevine?”
• What is the quality of written communications in your organization?
• What should be done to meet the needs and gain the gifts of traditional,
participative, and individualistic employees?
Possible instructor responses that can be personalized when giving
feedback to students:
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The “Generation Next” case shows how Generation Y employees are changing how
people relate to each other in the workplace. Deloitte’s Next Generation Initiatives
Project and other studies indicate “20 something” employees want immediate rewards,
flexible work schedules, and a cooperative work environment. These desires impact
how they communicate with each other and with their employers. Generation Y
employees tend to be more tech-savvy than older generations, creating additional
barriers to bridge.
Chapter 15 provides an understanding of how to deal with people who
have different styles of interpersonal relations (traditional, participative, and
individualistic), including meeting their needs, solving personality differences,
and combining interpersonal styles to build effective teams. The importance of personal
character, leadership principles, and flexibility in dealing effectively with the full range
of personalities is emphasized.
Regardless of age or personality, when differences occur, it is important to:
1. practice effective listening;
2. speak effectively;
3. discuss differences (they will continue to surface until they are
resolved);
4. be empathetic (view things from the other person’s perspective);
5. compromise to find common ground;
6. be tolerant of others (remembering no two people are alike and differences can
be productive).
These behaviors are cornerstones for effective human relations across generations,
genders, personalities, and other differences – try them, they work.
Managing conflict is an important part of a leader’s job. Research indicates that
it takes more than 25% of the average leader’s time. Conflicts are inevitable over
goals and rewards, policies and decisions, and interpersonal styles. Leaders should
remember:
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• Conflict is a natural part of human interaction.
• Conflict can result in positive change and growth.
• Conflict is often about dealing with the needs of different people.
• Third party intervention is sometimes the best solution
to resolving conflict.
• The leader can help parties in
conflict reframe issues; occasionally they are closer to a resolution than they
thought.
Figure 12-4 indicates five styles of conflict resulting from various combinations of
cooperativeness and assertiveness. Cooperativeness is the desire to satisfy another
person’s needs and concerns. Assertiveness is the desire to satisfy one’s own needs and
concerns.
The interaction of “cooperativeness” and “assertiveness” produces five styles of
conflict:
• Low degree of cooperativeness and low degree of assertiveness
= Avoidance — denying conflict exists
• Low cooperativeness and high assertiveness = Domination – winning
through intimidation
• Low assertiveness and high cooperativeness = Accommodation – seeking
harmony
• Balance between assertiveness and cooperativeness = Compromise –
bargaining to minimize losses
• High assertiveness and high cooperativeness = Collaboration – seeking
solutions for mutual benefit
Collaboration achieves maximum benefit for all parties. It allows insight from people
with different perspectives, builds teamwork and a one-team attitude, and
gains commitment for follow through.
Part Eight – Developing Others
Chapter 15 – The Leader as Coach
Chapter 16 – Helping People through Change and Burnout Prevention
Stress is physical and emotional wear and tear caused by either real or imagined
pressures, conflicts, and frustrations. Stress is an inevitable part of our everyday lives.
For the average working person, half the source of stress is home and family and half
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the source is on the job. Check your level of job burnout by completing Exercise 17-1,
“Up in Smoke – Are you Burned Out?”.
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Possible student discussion posts:
1. What is your current “Job Burnout” level? What steps can you take to
change this score?
2. Do you agree with the “Working Smart” video case that “overworked”
employees tend to make more mistakes, are more angry with their
bosses, and are more resentful of their coworkers?
3. Is job burnout high in your organization or profession? What impact does
this have on morale and performance?
Possible questions to assist students in preparing discussion posts:
1.What does your leader do to help manage employee stress?
2.What stress management techniques work for you, or have you seen work for others?
3.How well does your organization handle changes in technology, tasks, structure and
people?
Possible instructor responses that can be personalized when giving
feedback to students:
First line leaders can help employees manage stress and prevent burnout by: role-
modeling core values and ethical behavior; clarifying work unit goals and individual job
expectations; practicing effective communications; providing a safe work environment;
neither over-loading or under-loading employees; providing performance feedback
including appreciation for good work; helping people
through change; practicing effective team leadership; creating a healthy work
climate; helping employees with career development; and being available to assist when
an employee experiences work/life stress.
Senior leaders can help employees manage stress and prevent burnout by: effectively
communicating the organization’s vision, mission, goals, and core values; clearly
communicating role expectations; maintaining a psychologically healthy work climate;
maintaining an effective balance between workplace continuity and changes that are
necessary; involving employees in decisions that affect them whenever
possible; fostering a spirit of belonging and teamwork; keeping an open door policy to
maintain two-way communication; and providing third party employee assistance in
times of stress.
An effective stress management strategy is the 1 x 3 x 7 = 21 Readiness Plan.
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1: once a day, focus on what is right in your life or some activity you are proud to have
accomplished.
X 3: three times a week, have a 20 minute cardio-vascular workout.
X 7: have the equivalent of seven nights of restful sleep a week
= 21: have the equivalent of 21 nutritious meals a week
If you are experiencing a high amount of stress, try the following:
• Go easy with criticism
• Don’t try to solve all the world’s problems, be realistic about what you
can handle
• Talk with a friend
• Use a decompression technique; e.g., exercise, reading, woodworking,
community service, etc.
• Count your blessings
Burnout occurs when one is physically, psychologically, or spiritually fatigued and can no
longer cope. Burnout victims include:
• Super People – who insist on doing everything themselves because no
one else can or will and they have never let anyone down.
• Workaholics – who are driven to meet unrealistic demands, either
self assigned or given by others.
• Burned–Out Samaritans – who take care of others to such an extent they
fail to take care of themselves.
• Mismatched Employees – who dislike the work they are doing.
• Midcareer Coasters – who were once high performers, but whose
enthusiasm has gone.
• Overstressed Students – who can’t find balance between school, work,
and home and family.
To manage stress and prevent burnout, individuals should cultivate the characteristics of
a stress-resistant person, including personal commitment, sense of control, positive
attitude, balanced perspective, and caring relationships.
Part Nine – Performance Management
Chapter 18 – Managing Performance
Chapter 19 – Professional Performance and Sustaining Discipline
You have studied a variety of concepts, tools, techniques, and behaviors for becoming
an effective leader. Topics have included the power of vision, the importance
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of ethics, the empowerment of people, leadership principles, understanding
people, leading change, and performance management.
Possible student discussion posts:
1. How would you describe the leadership effectiveness of John Hillerich IV,
CEO of Hillerich & Bradsby in the Louisville Slugger case? Review the
behaviors, skills and techniques
of statesmanship, entrepreneurship, and innovation.
2. What are the results on the self-assessment Exercise 18-4 “Putting Your
Best Foot Forward”?
Possible questions that will assist students in preparing discussion posts:
1. Consider the impact of IT (Information Technology) in your organization.
Are IT systems and tools helping the organization succeed?
2. How does your organization’s quality of product and quality of service
compare with your best competitor?
3. What role does leadership play in determining the quality of work
performed and quality of service provided by your organization?
Possible instructor responses that can be personalized when giving
feedback to students:
Hillerich and Bradsby (H & B) is a storied organization with a reputation for caring about
its customers and employees. Historically, they have had high quality standards for
producing the finest wooden baseball bats. H & B is challenged not only in the wood bat
market, but high schools and colleges tend to use aluminum bats. H &
B leaders assessed how the company was doing business and were willing to
change operational processes. CEO John Hillerich IV discussed the
company’s challenges with employees, and obtained product and service feedback
from customers.
H&B believes leadership comes from within each employee, and that all
employees must understand the importance of delivering superior product quality and
providing excellent customer service if H & B is to maintain its market share.
H&B encourages employees to coach and support other members of the team.
Patience and perseverance are necessary to move from a legacy culture to become a
stronger company using the latest production and service technologies.
When an organization has a summit to reach, such as an IT system change, leaders and
employees must: 1. care enough to confront and share the brutal truth; 2. know the
difference between passion that is needed to succeed and obsession that can get one
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killed; 3. know what matters is not the promises we make, but the promises we keep; 4.
overcome fear and uncertainty by focusing on what is important; and 5. appreciate the
people who help get you to the summit because no one climbs alone.
Leaders such as John Hillerich exhibit the paradoxical qualities of personal humility
and professional will that help them succeed.
Chapter 20 – “The Road Ahead: Challenge and Charge” is the last chapter in the text,
and does not contain a case.
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