Leading and Managing Engineering and Technology Book 1

8/12/2019 Leading and Managing Engineering and Technology Book 1

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By Gerard H. (Gus) GaynorIEEE Life Fellow

3M Director of Engineering, Retired

IEEE-USA E-Books

Leading and ManagingEngineering and Technology

Book 1

BOOK2 Developing Leadeand Managers

BOOK3

Building a Culture that Develops Leaders

and Managers

BOOK4What It TakesTo Be a Manager-Leader

BOOK1 Perspectives on Leadingand Managing


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Copying this material in any form is not permitted without prior written approval from the IEEE.


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LEADING AND MANAGING ENGINEERING AND TECHNOLOGY: PERSPECTIVES ON LEADING AND MANAGING BOOK 1

Table Of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Book I. Perspectives on Leading and Managing . . . . . . . . . . . . . . . . . . . . . . 5Changing Social Paradigm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Role of Scientific Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

A Few Caveats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Leadership: Historical Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Results from Leadership Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Center for Creative Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Warren Bennis and Robert J. Thomas . . . . . . . . . . . . . . . . . . . . . . . . . 11

Heike Bruch and Sumantra Ghoshal . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Leadership Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

Edward E. Lawler III on Styles of Leadership . . . . . . . . . . . . . . . . . . . . .13

Charismatic Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Autocratic Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Transactional Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Transformational Leaders. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Authentic Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

General Colin Powell . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Manager or Leader? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18What Does It Mean to Manage? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Directing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

Leading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

The Manager-Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Expectations from Technology Specialists . . . . . . . . . . . . . . . . . . . . . . . . .23

What Industry Leaders Want . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Leader Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Commentary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30


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Introduction

The academic and business press generally addresses leadership and management at the

highest organizational levels; seldom do they focus on doing the leading and managingby

managers and discipline specialists at the operational levels.

Leading and Managing Engineering and Technologygrew out of a concern that while

technology drives business performance, too few engineers and engineering managers

aspire to take on organizational leadership roles. This four-book series addresses leadership

in the organizations technical community (engineers, scientists and support competencies)

in relation to business performance. Leadership in this technical community requires more

than being technologically competent, since the test of its leadership is not only at the work

bench, but primarily in the marketplace: Will the product, service, or work-effort satisfy a need

or want?

The four-book series includes:

Book I. Perspectives on Leading and Managing leadership, what is it?; background

information; the continuum from research on leading to what it means to lead

Book II. Developing Leaders and Managers what it takes to be a leader; individual and

group leadership; consequences of being a leader; becoming a leader

Book III. Building a Culture that Develops Leaders and Managers building a leadership

culture; changing the mindset; limits of leadership; developing professional specialists as

leaders

Book IV. What it Takes to be a Manager-Leader personal characteristics; competenciesand capabilities; obstacles to becoming a leader; unleashing your potential

Leadership does not come with position its a very personal adventure for those who

have the vision and courage to risk their reputation by achieving what to some may be the

unachievable. It requires being authentic and demonstrating the capability of anticipating

future directions.Leading and Managing Engineering and Technologyprovides the

fundamentals for experiencing the journey.


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Book I

Perspectives on Leading and Managing

While there is no lack of literature on the general topic of leadership and management, thecompetencies to lead and to managecontinue to be misunderstood. As a society, wefocus on leadership as demonstrated by politicians, industry executives and individual effort

related to some major accomplishment. As you readPerspectives on Leading and Managing,

keep in mind that we are discussing managing and leading as related to technical professionals

and their managers.

In the book Leaders, Warren Bennis1says: Leadership remains the most studied and least

understood topic in all the social sciences. Leadership must be endemic to the organization

the fashion, not the exception. The same applies to management.

In The Essential Drucker, Peter Drucker2provides some seeds for thought. An organizationsmanagers collectively represent the leadership of the organization: individually, a manager is

just another member of the leadership group. The leadership group represents a position of

prominence and authority, and thus has certain responsibilities.

To expect every manager to be a leader is futile. But as a member of the leadership

group the manager must practice an ethic of responsibility.

The global society of man includes millions of managers, but leadership is an exception and

is confined to too few individuals.

Book 1 considers the following topics as related totechnical professionalsandmanagers,

with the objective of giving the reader an understanding of the issues involved in leadingand managing organizational activities: Are leading and managingdifferent, the same, or

complementary? Is it possible to lead without managing? Is it possible to manage without

leading? Does the technical professional have a greater role in leading and managing?

Book 1 includes a discussion of the following topics:

Changing Social Paradigm More Leadership Styles

Role of Scientific Management Leader, Manager, or Manager-Leader

A Few Caveats Managing

Leadership: Historical Perspective Expectations from Technical Professionals

Results from Leadership Research Leader Training

Leadership Styles Commentary


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Changing Social Paradigm

The role of engineers and the broader group of technical professionals and their managers

has changed significantly from the agricultural, to the industrial, to the information age.

As the industrial age progressed, society forgot about the images of the horse and the plow

of the agricultural age, and the days when artisans were the dominant producers of our goods.

As the industrial age continued, the results of technological developments became visible.

Everywhere people turned, they saw the results of the technical community; they saw it in the

bridges, roads and tunnels; the automobile and the airplane; electrification; printing presses;

the telephone, wireless, the radio, the phonograph, the improvement in infrastructure, and

eventually television. By the latter part of the 20th Century, all of these images were too

common to be noticed; they were taken for granted. Society doesnt think of what would occur,

if the power generating systems shut down for 24 hours across a state or the entire United

States. Society doesnt think about the technologies that bring water to their homes and

factories. Society doesnt think about how technologies allow global air traffic controllers to

keep thousands of planes not only in flight, but also managing the takeoffs and landings. How

these technologies and designs accomplish these wonders is hidden from society. Society

only sees the results.

Society now thinks about dropped calls on their cellphones, and the associated inconveniences

caused to their daily routines: they think about the apps to their iPhones, iPads, and competi-

tions products. They have no interest in the internal operating system, the mechanisms, and

the system of systems that allows them to communicate. They dont see the insides and won-

der about what it took in terms of human initiative to provide these conveniences. They have

no understanding about the people, technology professionals and their managers, that have the

competencies to put it all together.


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Role of Scientific Management

Frederick W. Taylor3, the father of scientific management, published Shop Management

in 1903. This book involved the issues related to managing the productivity of manual

workers: how to gain the maximum output from manual labor; how to hold and swing the pick;

and how to hold and maneuver the shovel. The process morphed into the clipboard and the

stopwatch era, where every effort was made to eliminate non-essential motions that required

physical energy and slowed the process. Industrial organizations lived in the world of the

efficiency experts. Over several decades, manual workers were being reduced and replaced by

what Drucker described as knowledge workers. Managers quickly realized that the command

and control of work actions no longer provided the desired results. However, based on the poor

performance record in meeting project commitments, we need to at least ask the question:

Do we need a modified form of the stopwatch and clipboard approach in this information age?

That question may sound like heresy, but it needs to be addressed.

In 1911, Taylor4published the monograph, The Principles of Scientific Management. Taylor

approached the study of work methods by analyzing work, and then prescribing specific

methods for accomplishing a task. His paper was not received well by the unions, and

eventually required Taylor to justify his position before a U.S. congressional committee.

Taylors thesis was simple: systematic managing of work will provide increased profits,

those increased profits could be shared by the stakeholders, and thus would motivate the

employees doing the work. Taylors opponents quickly responded that while good in theory,

actual results proved to the contrary. The world of practicewas much different. Usually, added

profits were distributed to the stockholders and the many executive levels, but not to those

doing the physical work. For all practical purposes, Taylor was an advocate of pay for

performance. Of course, all progress involves not only a positive influence, but also negativeconsequences.

Concerns also surfaced about the dehumanizing of Taylors scientific management: it was

creating additional stress on the worker. There were claims that skill was no longer required.

However, in spite of all the criticism, Taylors scientific management principles drove the early

stages of the industrial revolution. Taylor was a leader in the area of industrial management,

followed by such people as the Carl Bart, H. L. Gantt of Gantt chart fame, Frank and Lillian

Gilbreth, Henry Fayol, and many others.

Taylors principles eventually led to what came to be known as the command and control

management style: do what youre told to do, and the way youre told to do it. The command

and control approach to managing generates some level of fear: fear of not doing as one istold, and then suffering the consequences of dismissal, or some other means of humiliation.

Managers actually thought they could manage people this way. In this age, where knowledge

workers represent the majority of the work force, many academics in the various management

areas continue to talk about managing people. Organizations must recognize that knowledge

workers cannot be managed: the more appropriate way is to manage their activities, ortheir

productivity and performance.


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A Few Caveats

The impersonal words of management and leadership dominate the business and public

press. Throughout this Leadership Book Series, I will try to avoid the use of such words.Management and leadership speak to the impersonal discipline of management and leader-

ship. I prefer to use the noun forms manager and leader, and the verb forms manage and lead,

and managing and leading. Managers are part of management, and thus responsible for results

through managing. Management also includes a body of knowledge.

Peter Drucker5, in The Essential Drucker,asks the question: Is management a bag of techniques

and tricks? It may appear so, after scanning the books and periodical published by manage-

ment gurus who proclaim to solve some specific problem related to managing. Managing has

also been described as being responsible for the work of others, but that description may not

be sufficiently inclusive. Managing is really about people: developing their skills and competen-

cies to meet the needs of the organization; providing opportunities for personal growth; and atthe same time, gaining satisfaction from their activities whether successful or unsuccessful.

Managing is not a bag of tools and techniques and tricks. As Henry Mintzberg6reminds us:

No job is more vital to our society than that of the manager. It is the manager who

determines whether our social institutions serve us well, or whether they squander our

talents and resources.

Thats a powerful statement, and each of us can identify situations where talents and resources

have been squandered because of inadequate managing and leading. We know that business

involves both personal and group risk, and that organizations must accept the consequences of

well-intentioned failure.

Leading defines an organizations future. It must exist at the highest management levels, busi-

ness unit, sub-business units, the various organizational functional or discipline units, and most

importantly at the individual employee level. Does it sound strange to expect leadership from

individual employees? And in this case, primarily from the technology, marketing and manufac-

turing specialists that determine, to a great extent, the success of an organization? Managers

need to find a way to tap those take-the-leadcompetencies in the bowels of the organization:

thats where the competencies exist to meet the short- and long-term organizational objectives.

Leading does not depend on where one sits in the organizational hierarchy: it is not about pro-

moting some lofty vision, it is about performance. Its about meeting commitments. Its about

sticking your neck out. And above all, its about looking at the organizations activities through a

wide-angle lens.


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Leadership: Historical Perspective

We can easily comprehend the leadership of people like Franklin D. Roosevelt, Winston

Churchill, and Generals Dwight Eisenhower and George S. Patton in pursuing World

War II to a successful conclusion. We likewise recognize Dr. Martin Luther Kings leadership

during the equal rights movement. We also recognize the accomplishments of all national and

international personalities, regardless of profession or social status, who through acceptance

of personal risk had a major impact on our social consciousness in some way.

Then, there are the spontaneous kinds of leadership associated with some major environmental

or social tragedy. As an example, New York Citys Mayor Rudy Giulianis leadership during the

September 11, 2001 attack on the World Trade Center. The terrorist attacks showed countless

acts of leadership and heroism by ordinary people who took leadership actions, both as indi-

viduals and groups, in rescue missions and in providing aid to the injured. These people risked

their own lives in an effort to save others, under the most difficult of conditions. These are allinstances during some tragic event that draw our nations attention to people who accepted

severe risk to aid others. Many individuals demonstrate leadership by risking their personal

reputations when they suggest and pursue programs that bring about a change in how the or-

ganization manages its business. Industrial organizations, government agencies, and academic

institutions, however, require a continual flow of leadership actions to meet their objectives in

an ever-changing economic and social environment.

Publications like Fortune, Bloomberg Business Week, Forbes, The Executive, The Wall Street

Journal, and others continually inform us on high-ego executive leaders. Todays hero may

be tomorrows villain. But, that praise for executive leadership came about from the creative

talent and dedication of countless numbers of individual acts of leadership. The vision may

come from the executive suite, but the implementation takes place in the bowels of the

organization. I do not minimize in any way the contributions from the executive suites, but also

caution that untold opportunities exist to capture the often disregarded leadership in the lower

operational levels of the organization. Too often, the executive suite forgets about theinvis-

ible leadershipin the organization. As we read press releases, we get the impression that the

executive offices are the source of all leadership. Not so. Not all organizational change agents

reside in the executive suites. The creative constituencies of the organization that conceive

and implement new products, processes, innovation often under often restrictive conditions,

are the change agents. Executives might say, we need to do such and such, but who imple-

ments the such and such? No intention here to denigrate executive performance in any way

whatsoever, but put it into perspective: implementation is not the executives responsibility.


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Taking on the mantle of leadership as a technical professional or manager in any discipline,

from entry-level to senior member, or entry-level manager to a position of greater responsibility,

involves putting this level of leadership in perspective. Youre not waging World War II. Youre

not rebuilding a major industrial organization. Youre not Carly Fiorina trying to negotiate a

merger between Hewlett Packard and Compaq into a new innovative organization. Youre not

Lou Gerstner Jr., who rebuilt IBM as CEO from 1993 to 2002. Youre not Jeffrey R. Immelt,CEO of General Electric, unraveling the decisions of his predecessor Jack Welch. Organizations

depend on you, the technical professionals and managers, and a cadre of support people, to

fulfill the objectives of the organization.

Antony Jay7 in Management and Machiavelli passes on the Victorian concept of leadership. The

word leadership fell into disrepute because leadership at the time was defined as:

something a middle-class English boy could be taught in ten years of boarding

school before being sent out to govern the lesser breeds. It was a quality that did not

need specialist knowledge or qualification, and one that was opposed to originality and

imagination and non-conformism.

Jay then noted that:

we were in danger of overcompensating, or accepting a rival heresy that success in

industry can be achieved, not by leadership at all, but by management science, without

a man of courage and vision and experience to tell the management scientists what to

study and for what purpose.


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Results from Leadership Research

Little, if any, longitudinal studies can be found in research on leading or managing in the

bowels of the organization: leadership by those engineers, scientists, computer specialistsof many types, marketers, and others who are responsible for moving products out the door

and to the customer. That being said, here are some results that come from research on

leadership in general.

Center for Creative Leadership

A Center for Creative Leadership8survey that included responses from 750 executives

showed that:

The majority of respondents (79 percent) consider leadership the key factor in

developing competitive advantage.

Executives (90 percent) are somewhat or very involved in leadership training and

development.

The executives ranked people skills of the highest importance, followed by personal

characteristics and process management skills.

Less than half the executives (42 percent) have created and communicated leadership

strategy.

Less than (49 percent) have a program that supports development of leadership skills.

While 79 percent consider leadership a key factor in competitive advantage, 90 percent claim to

be involved in training. These results reveal a disconnect between the importance assigned toleadership by executives, and their determination to provide the necessary support to develop

leadership skills. Less than half have a strategy related to developing leadership skills, and less

than half have a program that emphasizes leadership skills. Factor in just what constitutes a

leadership program,and the results are not encouraging.

Warren Bennis and Robert J. Thomas

Bennis and Thomas9classify leaders as Geezers and Geeks. Geezers survived the Great

Depression and World War II and sought stability, loyalty and financial security. Geezers read

the Great Books, and lead through whats known as command and control,modeled after their

favorite generals of World War II. They believe that a career that starts in the mailroom can lead

to the executive suite.


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Geeks grew up at a time of peace and plenty, and they seek a more balanced lifestyle. They

were fed television programs, school homework became a secondary activity, their lack of

performance became a secondary issue, and plagiarism grew as the Internet expanded. Their

parents were well-educated and material things were available. Geeks are impatient to reach

the boardroom, but the dot.com disaster somewhat tempered that impatience. Offering bonus-

es to join an organization was replaced with finding a job that might offer some security. Keepin mind that these descriptions of Geezers and Geeks are somewhat true and somewhat false,

since populations are not subject to such broad generalizations. The authors argue that both

generations acquired their leadership skills through profound experiences that they refer to as

life-defining moments: Geezers lived through the Great Depressions and World War II, and the

Geeks had many other and diverse defining moments,like the dot.com bust.

Bennis and Thomas found four competencies that are common to Geezers and Geeks:

Adaptation the ability to adapt to circumstances and the environment

Engagement the ability to create shared meaning; motivate, take risks, and move

forward; the ability to create cognitive dissonance

Voice understanding emotional intelligence: treating people with dignity and re-

spect; knowing possibilities and limitation

Integrity maintaining a moral compass; balancing ambition, competence, and ethi-

cal behavior

Heike Bruch and Sumantra Ghoshal

Bruch and Ghoshal10in Beware of the Busy Manager, show in their ten-year study that only

ten percent of managers move a company forward: this ten percent provide the leadership.

Such a figure indicates that organizations face serious management problems. (Reasons will be

discussed in Book II.) The research showed that only ten percent were purposeful, highly ener-

getic, highly focused, and spent their time in value-adding activities; forty percent were well-

intentioned and energetic, but lacked focus and were classed as distracted; twenty percent

lacked energy and were essentially disengaged; and the procrastinators included thirty percent

who suffered from low levels of energy, and performed their tasks with little, if any, initiative.

The study further showed that too many managers are obsessed with e-mail, meeting mania,

and meaningless communication, instead of focusing on the real work of the organization: new

products, new processes, new markets, competition, strategy, effectiveness and efficiency,

and the future directions of the organization. Not very encouraging.

We may argue with the results, but discount all the data by 20 percent and the results are also

discouraging.


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Leadership Styles

The management leadership literature also discusses many types of leadership styles,

such as charismatic, autocratic, transactional, transformational, and more recently, authentic

leaders and then theres General Colin Powells Leadership Principles.

Edward E. Lawler III on Styles of Leadership

There are countless approaches to describe leadership styles. Lawlers11research identified

four basic styles of leadership: laissez-faire, authoritarian, human relations and participative.

Laissez-faire leaders are basically passive. Personal initiative and risk- taking are

not on the agenda. The status quo is good enough. Dont expect much from such

leaders.

Authoritarian leaders generally make decisions without input from group members.Not a very good approach when dealing with knowledge workers. While the

authoritarian approach may be required, at times it should be used sparingly. A

burning building doesnt require a committee to make a decision to call the fire

department. This approach does allow for a quick decision.

Human Relations type leaders go to the extreme in focusing on people orientation.

Non-performance can easily be rationalized and quickly dumbs down the organiza-

tion. Difficult people decisions.

Participative leaders seek input from the group members to guarantee their involve-

ment. Bringing the group into the decision process does motivate the group. These

leaders must guard against attempting to reach consensus, as its easy for leadersto shift the responsibility to the group. These leaders need to practice the 80/20 rule:

80 percent of what is needed can be accomplished in 20 percent of the time.

Charismatic Leaders

First, what is charisma? Simply stated, charisma is a particular personal quality or power of

individuals making them capable of influencing or inspiring large numbers of people. What

characteristics do charismatic leaders demonstrate? Basically, they possess a certain attraction

or appeal to the way they present themselves and how others react to them. However,

charisma does not necessarily generate effective leaders. Charismatic leaders face the same

challenges and traits as other leadership approaches. They possess the usual competenciesand attributes of all leaders, like describing the vision and promoting it (I prefer to use the

expression set direction,rather than vision, because too much of the management literature

emphasizes visioningas the only function of the leader); establishing goals, priorities, and

standards of performance; building the team with competent and supportive thinkers and

doers; and investing in future educational needs, either through formal educational programs

or leading-edge projects; accepting the risks and responsibilities for the actions of their team


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members; and operating in a responsible manner with the highest levels of integrity.

Dwight D. Eisenhower, George C. Marshall, and Harry S. Truman are considered as charismatic

but were not endowed with what we normally associated with charisma. John F. Kennedy,

the 35thPresident of the United States, a charismatic personality by way of manner, looks,

and presence, never really had an opportunity to fully demonstrate his leadership.

Bud Haney12in Leadership Charisma describes charismatic leadership as follows:

Charismatic leaders create and maintain a work environment where people are

emotionally and intellectually committed to the organizations goals. They build an

energetic and positive attitude in others and inspire them to do their very best. In

doing so, they create a common sense of purpose where people are more inclined

to invest extra energy, and even some of their own time in their work.

Do you agree with Haneys description of charismatic leadership? Does his description differen-

tiate charismatic leaders from what we expect from those described asjust plain leaders?

Autocratic Leaders

If you have worked continually with an autocratic leader who uses the position of authority

to demand certain levels of performance, you most likely have little respect for such a leader.

You may even avoid ascribing the word leader to such people. Unfortunately, few autocratic

leaders succeed except in the short-term. In essence, autocratic leaders are dictators. Of

course, autocratic leaders like all others, fall on a continuum from moderate to tyrannical.

However, autocratic leaders should not be totally discounted, as there are times when it may

be absolutely essential to make demands and give orders. Of course, those orders can be given

in a way where they are accepted or rejected with anger. If the building is in flames, someone

must take action and provide direction without a great deal of discussion: it can be very effec-

tive under such conditions. Such is not a time for committee action. As engineers and technol-

ogy specialists, there might have been times when an autocratic leader may have preventedthat two- or three-year delay on a project. Leading involves decision-making, and all decisions

will leave some participants not only disappointed and dissatisfied, but also capable of aggres-

sive confrontation. Dont expect creativity or innovation to flourish under autocratic leadership.

If you read the business press, you undoubtedly have become familiar with autocratic leaders

who own the tyrannical end of the autocratic continuum.

Transactional Leaders

Bernard M. Bass13discusses the proponents and champions of what came to be known as

Transactional Leadership. The underlying theory of Transactional Leadership promotes the

concept of leaders and followers. Leaders are the bosses, so to speak, and workers are the

followers who do what is prescribed by the leader. The style is based on rewards and penalties:

meet the requirements, and you may be a hero. Fail to meet the requirements, and your future

depends on the idiosyncrasies of the leader. While Bass defines Transactional Leadership as

an operational theory that defines the relationships between the leader and the followers, I

suggest that this approach, as a matter of policy, doesnt even meet the minimum standards

required of a manager. Beware of the leader who wishes to institute signed performance

contracts. Leaders are not the dictators; theyre part of the team.


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Transformational Leaders

Noel M. Tichy14and David O. Ulrich in The Leadership Challenge A Call for the Transfor-

mational Leader sought to define the transformational leaders qualities in a world-changing

economy, and delineate the organizational change dynamics challenging the leader. They argued

the need for a new breed of leaders. These new leaders would not only develop a new vision

of the competitive enterprise but gain the support of the stakeholders in its implementation.Charles Handy15in The Age of Unreasondescribed these leaders who were creating something

new from what already existed as leaders who shape and share a vision by re-framing and

re-conceptualizing the obvious: the vision must be understandable, make sense to others, and

communicated. The leader must live the vision, and fulfillment of the vision depends on the

supportive work of others: the vision remains a dream without others support. Note that Handy

speaks of leaders who create something new, so the vision involves much more than moving

the boxes on the organization chart, or appointing another intermediate management level.

Authentic Leaders

Bill George16

, former Chair and CEO of Medtronic, and author of Authentic Leadership:Rediscovering the Secrets to Creating Lasting Value, has become the unofficial spokesman

for responsible leadership in, business, the media and academia. Bill George says:

After years of studying leaders and their traits, I believe that leadership begins and

ends with authenticity. Its being yourself; being the person you were created to be.

Authentic leadership includes the desire to serve others; empower people to make

a difference, rather than gain power, money, or personal prestige; and they are guided

by qualities of the mind and the heart, and by passion and compassion. They lead with

purpose, meaning, and values. They are consistent and self-disciplined. When their

principles are tested, they refuse to compromise. They are dedicated to developing

themselves, because they know that leadership takes a lifetime of personal growth.

Paraphrasing Bill George, authentic leadership is not what the literature or the experts teach.

They suggest styles of leadership, the persona of the leader, and ask that we adopt them. They

disregard their character. They make heroes out of celebrities, CEOs included, as we face a

crisis in organizational leadership. Good leaders are able to nuance their styles on the demands

of the situation and to know how to deploy different styles.

Bill George provides an example of leaders adapting to the needs of the occasion. When he

joined Medtronic, he spent a lot of time learning the business, listening to customers, and

inspiring employees on Medtronics mission of restoring people to full health. At the same

time, he saw it was necessary to be more disciplined about decisions on spending, so it was a

challenge to put restrictions on headcount additions. Some people found this action confusing,

but eventually recognized that leading involves adapting to the needs of the situation. However,

authentic leadership does not include funding every idea that surfaces. Organizations must

establish priorities within the limits of their capability, to implement them successfully.


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General Colin Powell

Colin Powell17, former Chairman of the Joint Chiefs of Staff and U.S. Secretary of State

summed up his leadership principles in 18 points. While they were directed toward the military

they provide a guide for all organizational leaders. I suggest you GoogleColin Powell on Leader-

shipand view the complete presentation.

Colin Powell: Good leadership involves responsibility to the welfare of the group, which means

that some people will get angry at your actions and decisions. Its inevitable, if youre honor-

able. Trying to get everyone to like you is a sign of mediocrity: youll avoid the tough decisions,

youll avoid confronting the people who need to be confronted, and youll avoid offering differ-

ential rewards based on differential performance because some people might get upset. Ironi-

cally, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating

everyone equally nicely, regardless of their contributions, youll simply ensure that the only

people youll wind up angering are the most creative and productive people in the organization.

(See References for URL.)

Some additional points: Real leaders make themselves accessible and available.

Dont be buffaloed by the experts and the elite.

Dont be afraid to challenge the pros, even in their own backyard.

Never neglect details. When everyones mind is dulled or distracted, the leader must

be doubly vigilant.

You dont know what you can get away with until you try.

Keep looking below surface appearances. Dont shrink from doing so, (just) because

you might not like what you find.

Organization doesnt really accomplish anything. Plans dont accomplish anything

either. Theories of management dont much matter. Endeavors succeed or fail be-

cause of the people involved. Only by attracting the best people will you accomplish

your great deeds.

Organization charts and fancy titles count for next to nothing.

Never let your egos get so close to your position that when your position goes, your

ego goes with it.

Fit no stereotypes. Dont chase the latest management fads. The situation dictates

which approach best accomplishes the teams mission.

Perpetual optimism is a force multiplier.


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Powells Rules for Picking People: Look for intelligence and judgment and, most

critically, a capacity to anticipate, to see around the corners. Also for loyalty, integrity,

a high energy drive, a balanced ego, and the drive to get things done.

Great leaders are almost always great simplifiers, who can cut through the

argument, debate and doubt, to offer a solution everybody can understand.

Use the formula P = 40 to 70, in which P stands for probability of success and the

numbers indicate the percentage of information required. Once the information falls

within the 40 to70 range, go with your gut.

The commander in the field is always right, and the rear echelon is wrong, unless

proved otherwise.

Have fun in your command. Dont always run at breakneck pace. Take leave when

youve earned it: spend time with your families. Surround yourself with people who

take their work seriously, but not themselves, those who work hard and play hard.

Command is lonely. Leadership is the art of accomplishing more than the science

of management says is possible.


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Manager or Leader?

There is no shortage of commentary in relation to this triad of manager, leader, or leader

manager. Is it possible to 1) lead without managing; and 2) manage without leading?I suggest that in most cases, neither situation I nor 2 provide an answer to the process for

developing a successful organization. It may be more beneficial to consider 1) the manager-

leader and 2) the leader-manager.

Warren Bennis18in On Becoming a Managerdescribed the differences between the manager

and the leader.

The manager administers the leader innovates

The manager copies the leader is an original

The manager maintains the leader develops

The manager focuses on systems and structure the leader focuses on people

The manager relies on control the leader inspires trust

The manager has a short range view the leader has a long range perspective

The manager asks how and when the leader asks what and why

The manager has eyes always on the bottom line the leaders eyes are on the horizon

The manager imitates the leader originates

The manager accepts the status quo the leader challenges it

The manager is the classic good soldier the leaders are their own people

The manager does things right the leader does the right thing

While this list provides a basis for discussion, we need to recognize that managers do not

manage 24/7, and leaders do not lead 24/7. Managing and leading are different sides of the

same coin. Both work hand in hand, and seldom independently. At the highest executive

levels, leading may occupy an executive 24/7, but keep in mind were dealing with the

technology professionals and their managers.


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What Does It Mean To Manage?

The managing function involves 1) performing the administrative functions, 2) providing

direction, and 3) being the source of leadership. These three functions define a managersresponsibilities in their broadest sense. Those administrative functions like budgets, reports,

personnel appraisals, etc., cannot be delegated or disregarded. The group needs direction from

its manager, as well as advice and counsel on meeting the groups purposes. And finally, be the

source of leadership. Just what does being the source of leadership mean? In the simplest of

terms, to leadmeans to execute. It involves not only developing and promoting a vision for the

organization, but, making-it-happen.

To manage does not mean to boss. Its unfortunate that today where the majority of workers

are knowledge workers we continue to use the word boss: it connotes the wrong mindset for

the manager and the organizations employees/associates. Gaynor19describes the managing

function as meeting the organizations requirements related to administration, directing andleading in doing the organizations business.

Administration

Administration does not excite the average manager, but unfortunately its essential. It can only

become a creative activity, if the manager adopts a mindset that there must be a better way

to deal with the mass of work involved in essentially routine activities that, to most employees,

does not add value. Unfortunately, work must flow throughout the organization; policies and

procedures that guide the organization cannot be disregarded, and require continual updating;

the imposed work from the executive suite cannot be ignored; requirements from all levels of

government must be taken into consideration; personnel appraisals cannot be avoided; manag-

ers cannot avoid complying with the many mandates from all functions and levels of manage-

ment; expense vouchers need to be approved; and payroll records must be accurate. The job

content may be boring; however, any employee with an effectiveness mindset can simplify the

work processes, and provide significant benefits to the organization.

Directing

Providing direction as a manager involves integrating the knowledge, attitudes, personal

characteristics, experiences, and competencies and capabilities into an effective and efficient

team. I make a distinction between competencies and capabilities: competencies are the

individual independent things that we might be good at; capabilities involve the mix of a num-

ber of competencies that provide a specific benefit. In our age of specialization, this distinctionbecomes important. An employee with one competency can function primarily in that single

area of expertise. An engineer with competence in a major discipline, but with knowledge

of some aspects of other engineering disciplines, provides a new specific capability to the

organization, assuming that the organization needs the linkage of those competencies. A

computer programmer who is competent in programming provides a competence in computer


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programming. A computer programmer who is competent in computer programming

but also competent in control systems design provides a capability. As employees gain

experience, their competencies should transition to capabilities.

Providing direction requires the manager to function as teacher, coach, promoter, innovator,

and perhaps confessor, while working with the available resource and the organizational

infrastructure. Those resources include people; intellectual property; information; technol-ogy; time; customers; suppliers; the organizations plant and equipment, and facilities; and of

course, financial. The organizational infrastructure includes purposes; objectives; strategies;

organizational structure; guiding principles; policies and practices; management attitudes and

expertise; support for innovation; acceptance of risk; method; scope of communicating; and of

course, social responsibility.

Leading

Leading is the third component in meeting the organizations requirements related to adminis-

tration, providing direction, and leading in doing the organizations business. Leading involves

more than setting that often unachievable vision; without providing the means to accomplish it.Leading involves going beyond whats expected; being the pathfinder for the future; promoting

continual improvement; participating in the greater issues of the enterprise; accepting those

challenges that involve not only financial but personal risk; and the capability to do all these

things, without experiencing continual stress. Leading involves making some very difficult deci-

sions that often have negative consequences. Here is a short list of attributes that applies not

only to entry- level managers, but those in-development managers, and the experienced:

Accept responsibility and accountability

Dont kill the messenger

Make judgments based with minimum information

Make the complex simple

Follow through with clear decisions

Challenge the experts

Develop a proactive philosophy

Obsolete the present before its time

Promote a positive attitude


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The Manager-Leader

As mentioned previously, I consider leading and managing as different sides of the same

coin. Both must be integrated in attempting to not just meet results, but meet results andcapitalize on other opportunities. Becoming a manager-leader does not occur by attending

a five-day seminar. Management fundamentals can be learned, but they only add value after ap-

plication: making mistakes, hopefully not too damaging, and learning from them, helps develop

an effective manager. There are no ten easy lessons because the next problem-opportunity

may be totally different, and will require use of wisdom gained from past experiences. It takes

many experiences to learn to manage, and a greater number of experiences to be competent

in managing in different work environments. In todays environment, many seek the boardroom

without the willingness to pay the entry fee: taking on more complex issues and accepting

greater responsibilities over a period of time. An MBA does not necessarily qualify one to man-

age: but it can be the beginning for an entry-level position as manager-leader.

Leading involves a new set of competencies and capabilities. The managing component of

managing/leading deals mostly with the now, the leading component deals with tomorrow.

Leading involves looking forward, anticipating needs, providing the resources (knowledge and

experience) for those needs, and establishing the strategic direction. These are some of the

attributes required of the manager-leader.

Communicating up, down, laterally, within and outside the organization verbal,

graphic, written, listening

Integrating the multi-functional interests of the group, minimizing the impact of the

disciplinary and functional silos

Monitoring progress cannot be monitored from the office by reading reports, there

comes a time when its necessary to take the see, feel, and smell approach adopt

a show-me attitude

Motivating the results from bringing in the motivator last about 48 hours;

motivating involves individual attention

Teaching teaching isnt micromanaging, everyone doesnt have to start at the

bottom of the learning curve; you bring experience and your personal intellectual

property, learn how to pass it on

Training training will determine the future of your unit, whether related to

technology application or professional development; complex problems requiremulti-disciplinary approaches

Coaching providing guidance when project difficulties arise; helping to put

someone on the right path builds confidence and earns respect; dont take any part

of the credit, thats your job


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Analyzing and synthesizing analyzing data represents one-half of the equation;

synthesizing data from somewhat obscure sources and finding relations provides

the answers

Negotiating negotiating involves compromise but the compromise cannot just

focus on reaching a decision that is not satisfactory to either party; get out the flip

charts, forget personal ideologies and preferences, and start with basic problem

solving principles

Promoting and selling strange terms for most engineers and many of their

managers, but vitally important; how many times are you willing to present an idea

and have it rejected, once, twice, three times, or more?

Innovating managers set the tone and the culture that fosters innovation;

managers provide the freedom and determine whether or not the group can live

with well-intentioned failure; managers and the professionals are not competitors,

but managers must demonstrate through their actions that taking risks and living

with the dissonance that accompanies innovation are welcome


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Expectations from Technology Specialists

Joseph Bordogna20, then acting Deputy Director of the National Science Foundation writing

in the IEEE Instituteidentified 1) Next Generation Skill Sets and 2) Next Generation CareerPaths.

The next generation skill sets include:

Systems integration

Facility with intelligent technology

Management skills decision-making

Ability to advocate and influence

Knowledge integration

Ability to manage complexity and uncertainty

Language and multi-cultural understanding

The next generation career paths include:

Moving concepts to business opportunities

Creative enterprise formation

Product and process development

Mega designs and smart systems

Energy and materials efficiency

Life cycle engineering

Infrastructure creation and renewal

The business landscape continues to change more than we may possibly appreciate or compre-

hend. The United States no longer has few, if any industries, in which it can claim domination.

Those uninhabited markets no longer exist. The business landscape now includes:

Business globalization

Shortened technology and product life cycles

Increasing demands for accountability

Emphasis on cycle-time reduction

The virtual organization

Emphasis on the bottom-line

Faster, better, cheaper


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What Industry Leaders Want

Do organizations take full advantage of the competencies of their technical professionals? Do

organizations provide an environment that allows the technical professionals to not only meet

the requirements, but exceed them? Do technical professionals take the initiative to propose

those new technologies that put the organization at the leading-edge in their industry?

Industry leaders want engineers and managers with technical competence, a creative and

innovative spirit, a breadth of vision, flexibility and adaptability, a customer and market focus,

and a business orientation. Its not enough to just do the techie stuff: techie stuff has to be

done within the context of the business. That means taking a wide-angle view of the role of

engineering in a business organization. And finally, deliver what you promise. Can you reduce

risk and at the same time ensure technical integrity. Will you meet your commitments, in spite

of the roadblocks and other obstacles? Business is the driver, not technology. Can you change

your mindset, so that while you focus on meeting the technical commitments, you meet them

by keeping in mind that your work fits into a system, and does not stand alone?

Technical competence begins with a mastery of the fundamentals of engineering and

mathematics including statistics; the physical and life sciences; and information technology.

In addition, over time, engineers must gain an understanding of the design and manufacturing

process, the product concept to commercialization process, a comprehensive knowledge base

of an engineering specialty, and an understanding of the disciplines that support engineering

and those that engineering supports.


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Leader Training

There are countless numbers of training courses on leadership. These courses may include

anywhere from one to four- or five-day sessions. While these courses may provide somefundamentals on leading, they hardly prepare one for leading. Leading involves taking action

and judgment. These training programs claim that after attending the training session partici-

pants will be better able to:

Present and promote the vision be the pathfinder

Set strategic directions

Define goals and objectives

Identify initiatives that create value

Know how to establish priorities

Use power and influence

Leverage business relationships. internally and externally

Learn how to develop effective teams

Drive organizational and behavioral change

Promote open communication

Energize the organization to do its best

Demonstrate a can do attitude

Develop a culture of respect and one that fosters innovation

Develop future competencies

Leverage the organizations resources and infrastructure

Promote open discussion through creating dissonance

Training sessions of this type must be geared to the appropriate level of leadership and provide

a benefit, but must be followed with opportunities to act on the training.


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Commentary

Peter Drucker said that an organizations managers collectively represent the leadership of

the organization: individually, a manager is just another member of the leadership group.The leadership group represents a position of prominence and authority, and thus has certain

responsibilities.

To expect every manager to be a leader is futile. But as a member of the leadership

group, the manager must practice an ethic of responsibility.

Yes, some executives do demonstrate exceptional leadership, some will pass as moderately

successful, but many do not make the grade to be called leaders. Do not disregard the invisible

leadership, use it wisely.

Leading does not depend on where one sits in the organizational hierarchy: it is not just about

promoting some bold vision, it is about promoting that bold vision and making it happen. Itsabout meeting commitments. Its about sticking your neck out. And above all its about looking

at the organizations activities through a wide-angle lens.

In an article in the 5 January issue of theFinancial Times, The rough diamonds are our

lifesblood, Luke Johnson included a comment from George Bernard Shaw:

All progress, therefore, depends on the unreasonable man.

Unreasonable men and women are the last best hope for places like the United States and

Europe. They will not be pulled out of the slump by genteel executives in the boardroom. The

answer lies with the rough diamonds who challenge the structures of the ruling classes and

inbred privileged; justifying their seat at the table, not with the prerogative of the aristocrat, but

with sweat and ingenuity. These outsiders, oblivious to any social pecking order, are todays

rebels witha cause.


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Book 1 includes some perspectives and observations regarding managing and leading as the

groundwork required for understanding for what will follow in subsequent books. Summary of

Book 1:

A short section was presented on the history of scientic management to demonstrate

how it evolved from its inception. As most organizations struggle to improve their track

record on meeting project commitments related to requirements, schedule, and cost,its advisable to reevaluate work processes in the information age. Are we using the

available tools effectively and efficiently? When a major project ends up being three

years behind schedule, are we willing to examine the facts behind the problems? That

takes leadership because its difficult for organizations to face the facts. Facing the facts

does not mean placing blame. The reasons for the delay may have been from non-

related executive decisions that had nothing to do with the delayed project. The reasons

may stem from poor design or test prior to implementation. And of course, the delay

might stem from disregarding the details.

Rather than discussing management and leadership, I suggested managing and leading;

to manage and to lead; and managers and leaders. That terminology recognizes thedifferences; managing and leading do not include a bag of techniques and tricks: its

discipline differentiates between critically thinking aboutmanaging and leading and

being critical. It requires developing a forward-looking mindset, adapting to the situation,

and the competence to bring people along to share the vision.

Identifying leaders in the public sector usually comes from the media and receives

considerably more prominence than leaders in industry. Leaders in industry are usually

measured by performance of the organizations growth and its stock price. Some annual

reports seldom now feature the innovator or the researcher who came through with a

product, or expanded the knowledge base in some scientific of engineering area.

Results from research from the Center of Creative leadership, Warren Bennis andRobert Thomas, and Heike Bruch and Sumantra Ghoshal are not very encouraging.

Much discussion but little action! What are programs in your organization for developing

managers and leaders?

Does your top management have a particular type of leadership? What about the middle

managers? What about the high-level technical professionals? Do you choose a style

for leading? Where do you want to be on the continuum from laissez-faire, authoritarian,

autocratic, human relations, participative, charismatic, transactional, transformational,

authentic, and finally the words of General and Secretary of State Colin Powell? Individu-

al styles of leadership evolve over time and must be appropriate to the situation at hand.

With the exception of laissez-faire, all may be appropriate at times. But eventually most

leaders must develop a consistent style. While leaders do not like surprises, employees

also do not like surprises. Leaders cannot act normal at one time, and then as raving

maniacs the next occasion.


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Warren Bennis identified the difference between a leader and a manager, and I suggest

these differences only apply only to very poor manager. Such a manager would have the

lowest levels of responsibility, hardly worthy of the title manager. If the manager only

administers then he/she is an administrator. A manager cannot be absolved of respon-

sibility for innovation. A manager must focus on people. A manager cannot manage

without inspiring trust. And the list goes on. Managing and leading are closely linked,and that linkage increases as technical professionals and managers gain experience and

confidence.

The managing function involves 1) administration, 2) providing direction, and 3) being

the source of leadership. These three functions define a managers responsibilities in

their broadest sense. Those administrative functions like budgets, reports and person-

nel appraisals cannot be delegated or disregarded. The group needs direction from its

manager, as well as advice and counsel on meeting the groups purposes. And finally,

be the source of leadership. Just what does being the source of leadership mean? In

the simplest of terms, to lead means to execute. It involves not only developing and

promoting a vision for the organization, but making it happen.

Managing and leading are different sides of the same coin; theyre complementary

activities. Aspiring to the position of manager-leader requires knowledge, experience,

dedication, and a set of personal attributes to meet the requirements. Becoming a man-

ager-leader does not occur by attending a five-day seminar. Management fundamentals

can be learned, but only add value after application: making mistakes, hopefully not too

damaging, and learning from them, helps develop an effective manager. It requires the

ability to accept personal failure, and the ability of the organization to accept well-inten-

tioned failure.

Joseph Bordognas list of Next Generation Career Paths and Skill Setshas not been ful-

filled by the technical community and its managers. A survey of the business publication

clearly shows that we lack sufficient skills in system integration and system of systems

with their associated uncertainties, risks, and complexities. As technology specialists

and managers, our efforts to deliver on enterprise creation and moving concepts to

business opportunities has not materialized. Our academic institutions need to develop

engineers and manager-leaders with technical competence, a creative and innovative

spirit, a breadth of vision, flexibility and adaptability, a customer and market focus, and

a business orientation. Its not enough for the technology professional to focus on the

technology only. Industry is searching for people who ensure technical integrity and

meet their commitments, in spite of the roadblocks and other obstacles.

There are many myths surrounding the topic of leadership. Lets briefly examine some

of them. Leaders are born with certain characteristics. Maybe yes and maybe no! Lead-ers are charismatic. Maybe yes and maybe no! Leaders are change agents. Maybe yes

and maybe no! Leaders act when a crisis surfaces. Maybe yes and maybe no! Also

keep in mind that position, tenure in the organization, advanced degrees, and economic

status have nothing to do with becoming a manager-leader.


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As a parting thought, keep in mind Henry Mintzbergs counsel:

No job is more vital to our society than that of the manager. It is the manager who

determines whether our social institutions serve us well, or whether they squander our

talents and resources.

Mintzberg implies the necessity to lead is part of the managing activity. Not everyone canmanage, not everyone can lead, and not everyone can fulfill the requirements of the manager-

leader. Taking that journey toward being a manager-leader can be fulfilling to those that accept

the challenge.


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References

1. Warren Bennis, On Being a Leader, New York, Perseus Books, 1994.

2. Peter F. Drucker, The Essential Drucker,New York, Harper-Collins, 2001, p. 65.3. Frederick W. Taylor, Shop Management; Whitefish, MT, Kessinger Publishing, 1903.

4. Frederick W. Taylor, The Principles of Scientific Management American Society of

Mechanical Engineers, 1911.

5. Peter F. Drucker, The Essential Drucker, New York, Harper-Collins, 2001, pp. 10-13.

6. Henry Mintzberg, The Managers Job: Folklore and Fact, Harvard Business Review,

March-April 1990, reprint No. 90210.

7. Antony Jay, Management and Machiavelli, Holt Rinehart and Winston, New York, 1997,

pp. 25-28.

8. Peter Hapaniemi, Leading Indicators: The Development of Executive Leadership, Center

for Creative Leadership, Chief Executive Magazine, October 2002.

9. Warren Bennis and Robert J. Thomas, Geeks and Geezers: How Values and Defining

Moments Shape Leaders, Boston, Harvard Business School Press, 2002, pp. 23-87.

10. Heike Bruch and Sumantra Ghoshal, Beware of the Busy Manager, Harvard Business

Review, February 2002, pp. 5-11.

11. Edward E. Lawler III, Motivation in Work Organizations, San Francisco, Jossey-Bass, 1994,

pp. 219-232.

12. Bud Haney, Jim Sirbasku, with Deiric McCann, Leadership Charisma; S&H Publishing;Waco, Texas; p. 14.

13. Bernard M. Bass and Ruth Bass, The Bass Handbook of Leadership: Theory, Research,

and Managerial Applications, New York, Free Press, 2008.

14. Tichy, N.M., & Ulrich, D.O The Leadership Challenge A Call for the Transformational

Leader (1984) in Classical Readings of Organizational Behavior, edited by Ott, Parkes, &

Simpson. Thomson-Wadsworth, Belmont, CA, 2008.

15. Charles Handy, The Age of Unreason, Harvard Business School Press, Boston, 1989,

pp. 132-140.

16. Bill George, Authentic Leadership, San Francisco, Jossey-Bass, 2003, pp. 1-25.

17. Colin Powell, A Leadership Primer, URL http://www.blaisdell.com/powell.

18. Warren Bennis, On Becoming a Manager, Basic Books, New York, 2009, pp.42-67.

19. Gerard H. (Gus) Gaynor, What Every New Manager Needs to Know,New York, Amacom,

pp. 34-45.

20. Joseph Bordogna, The Presidents Column, IEEE, The Institute, August 1997.


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