MORS 430-71 syllabus (Pearce, Winter 2018) · SYLLABUS PROFESSOR NICHOLAS A. PEARCE ... David Wang,...

WINTER2018SECTION71

MORS430:LEADERSHIPINORGANIZATIONS

S Y L L A B U S

PROFESSORNICHOLASA.PEARCE,PH.D.@NAPPHD

©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.1

D E P A R T M E N T O F M A N A G E M E N T & O R G A N I Z A T I O N S ( M O R S )

MORS430:LEADERSHIPINORGANIZATIONS

Winter2018•Section71Monday6:00pm–9:00pm

ChicagoCampus–WieboldtHall347 INSTRUCTOR:ProfessorNicholasA.Pearce,Ph.D.@NAPPHDEvanstonCampus–GlobalHub5181+1(847)467‐3468n‐[email protected]:Mondays4:30‐5:30pm,Wieboldt2MFacultySuite

TEACHINGASSISTANT:DavidWang,Management&[email protected]

COURSEOVERVIEW

ThegoaloftheLeadershipinOrganizationscourseistoenhanceyourabilitytoeffectivelybuildandlead high‐performing organizations. This course will integrate fundamental insights from thebehavioralandsocial sciences toprovideyouwitha coherent setof strategiesand techniques toeffectively leadwithout formalauthority,catalyzecollaboration, tap intoandmobilize thehumanand social capital of diverse stakeholders, diagnose and navigate complex team/organizationaldynamics, and ultimately influence meaningful, sustainable change within the organization andbeyond. In addition to deepening your leadership competence, this course will also build yourconfidence to take thewise& courageous action required to be successful in themodern globalbusinessenvironment.Thiscourseleveragesexecutive‐levelinsightsthataretailoredforemergingleaderswithinthefirstquartileoftheircareerdevelopment.

COURSEFORMATEachsession,wewillfocusonaparticularsetofleadershipskills.Ourgoalwillbetoequipyouwithatoolkitofprinciples,insights,strategies,andframeworkstopositionyouforeffectiveleadership.Wewillaccomplish thisbydiscussingkey theoreticalconcepts,analyzingcasestudiesofreal‐world leadershipandorganizationalchallenges,andengaginginexperientialexercisestoconcretizeyourlearning.

This course reflectsadual focusonboth conceptualandpractical training.Thecoursepacketarticlesintroduce key concepts and useful frameworks for thinking about common situations in complexorganizations.Thecasestudiesandclassexerciseswillprovideopportunitiestoapplytheories,concepts,andresearchfindingstoparticularsituationsandtohoneyourproblem‐definitionandproblem‐solving


skills.Thewrittenassignmentswillprovideyouwiththeopportunitytoreflectuponandsynthesizeyourinsights,andpracticeyouranalyticskillsinthecontextofrealbusinesssituations.

You should come to class prepared to summarize key points from each session’s readings and toactivelycontributetothecaseanalysis/experientialexercise.Asyoucompletethereading,askyourself:

Whatisthebasicargumenttheauthormakes? Whatarethekeyconcepts/principles? Sowhat?Howdoesthismatterforanorganization?Formycareer? WhataretheimplicationsforthekindsofchallengesImightfaceasaleader?

OFFICEHOURSOneofmy favoriteprivileges asoneofyourprofessors is tobe available to you to support yourlearninganddevelopmentoutsideoftheclassroom.IwillbeavailabletomeetwithyouonMondaysbeforeclassbetween4:30‐5:30pmintheWieboldt2MFacultySuite,aswellasbyappointment.Inaddition,Iamalwaysmorethanhappytostayintouchwithyoubeyondourclass.

COURSEMATERIALSAllassignedreadingscanbefoundinthestudy.netcoursepackorourCanvascoursepage.Pleasenotethatnoaudioorvisualrecordings(includingphotosorcopies)canbemadeoftheclassor coursematerials (including slides)without the permission of the professor. All exercises andtheirsolutionsareconfidential.Copyrightedmaterialscannotbecirculated,(micro)bloggedabout,posted,orsharedinanyform.Ifyouareunsureastotheapplicationofthisguidance,pleaseaskme.

EVALUATIONYouroverallperformanceinthiscoursewillbebaseduponthefollowingfourcomponents:

COURSE CONTRIBUTION (10%) – Your attendance, preparedness, full participation, and fullengagement are expected and appreciated by your classmates andme. Each sessionwill involveactivediscussionbasedonthereadings,cases,and/orexercises.Youwillbeinvitedand/orcalledupontothoughtfullyshareyourideasandtoactivelylistentoandinterprettheinsightsandissuespresented by others. Your attendance to class sessions and the consistency & quality of yourcontributions are vital to everyone’s learning experience and will therefore factor into theevaluationofyourperformanceinthisclass.Unexcusedabsences&latearrivalswillhaveasignificantimpactontheevaluationofyourcoursecontribution.

Qualitydiscussioncommentspossessoneormoreofthefollowingattributes: Offerarelevantperspectivewithconsistent,logicalreasoningandanalysis. Applythetheoryandconceptsofferedinthereadingsandlecturescorrectly. Advancethediscussionforwardbybuildingonpreviouscontributionswithoriginalinsights

andpowerful,provocativequestions–donotmerelyrestatepointsalreadymadebyothers.

Aclassofthissizerequirescarefulattentiontofairnessandmutualrespect foroneanother.Youareexpectedtoattendeachsessionontimeandtostayfortheduration.Ifyouhaveanunavoidableconflict,pleasedonotdisturbyourclassmatesbyarrivinglate,leavingearly,oraskingtohaveinformationyou


missedrepeatedduringtheclass.Pleaseletusknowatleast24hoursinadvanceifyouplantomissasessionsothatwecanadjustthein‐classexercisesandmakesureyoureceivethatday’smaterials.LEADERSHIPDEVELOPMENTEXERCISES(LDES)(20%)–Translatinginsightintoactionisnotalwayseasy.Animportantobjectiveofthiscourseistobridgethegapbetweentheoryandpractice,becauseeffectiveleadershiprequiresbothgreatinsightandwiseapplication.Inadditiontoexposingyoutocutting‐edgetheoretical insights, this coursewill provideyouwith theopportunity to apply these lessons to realbusinesssituationsviathreeLeadershipDevelopmentExercises(LDEs).EachLDEwillchallengeyoutoapplytheconceptspresentedinthecoursetoanalyzeabusinesscase.Eachassignmentwilltaketheform of an individually‐authored or team‐authored paper of 1‐2 pages in length (12‐pt. font size,double‐spacing,and1”margins).AnadditionalbenefitoftheLDEsisthattheywillhelpyoutocritcallyreflectuponanddeepenyourunderstandingofkeycourseconceptsasyouprepareforthefinalexam.

ThethreeLeadershipDevelopmentExerciseswillbedueatthebeginningofthefollowingclasses: LDE1(individual):Monday,January29(Session4) LDE2(individual):Monday,February12(Session6) LDE3(team):Monday,February26(Session8)

LEADERSHIPGROWTHPLAN(10%)–Thiscourseispredicatedonthebeliefthatyoucangrowinyourleadershipabilities.Throughoutthecourse,Iwouldlikeyoutorecordgrowthgoalsforeachsubjectareawediscussaswellasato‐dolistofactionsthatyoucanandwilltaketomakeyourselfabetterleader. Iwouldlikeyoutoprepareandsubmitthat“to‐do”list– your“LeadershipGrowthPlan,”prioritizedanddated.Thismeans thatyou shouldhave identifiednotonlywhatyouwilldo,butalsowhenyouwilldo it.Thisexerciseismostly foryou,but itwillalsohelpmeseehowyouareconvertingthecoursecontentintoarealactionplanforyourowngrowthasaleader.

Each element in your plan can be relatively brief – as simple as a bullet point with minimalexplanationsothatyoucanactuallyrememberwhatyoumeanby itandsoIcanhavean ideaofwhatyouwillactuallydo.Ifyouwouldliketomakeitmorespecificandelaborate,youcertainlycan–Ijustneedenoughspecificitytohaveagoodideaofyourplans.YourLeadershipGrowthPlanisdueatthebeginningofourlastsession,Monday,March12(Session10).SENIOR EXECUTIVE CAPSTONE PROJECT (20%) – Your own professional success will depend in largemeasureuponhoweffectivelyyoucultivate, learnfrom,andleverageallofyourrelationships.Theserelationshipswillgiveyouaccesstovital informationandexpertise,andwillhelptodetermineyourpowerandyouropportunities.Thisprojectwillprovideanopportunityforyoutodeeplyinvestigatehowsuccessfulexecutiveleaderscultivate,manage,andleveragetheirrelationshipstogetthingsdone.

Forthisfinalassignment,eachmemberofyourStudyGroupwillberequiredtointerviewatleastoneseniorexecutiveregardinghis/herexperiencesincultivating, learningfrom,andleveraginghis/hernetwork–bothtofacilitatehis/herowncareerdevelopmentandtotacklethetypesoforganizationalchallengesdiscussedinourcourse.Yourintervieweescanbefromorganizationsforwhichyouhavepreviouslyworked,organizationsforwhichyouwouldliketowork,orfromorganizationsthatareofparticularinterestorsignificancetoyou.Anticipatehavingtointervieweachleaderatleastoncetogainanunderstandingofhis/hersituation,his/hernetwork,andhowhe/sheleveragesthatnetwork.

Followingtheseinterviews,usingconceptslearnedinthecourse,yourgroupwillwriteacomparativeanalysisofyourleaders’networksandhoweffectivelytheyhaveutilizedthosenetworkstoaccomplishimportant career and organizational goals. The names of your interviewees will be kept strictlyconfidential;onlyifnecessary,youmayuseanaliaswhendiscussingyourintervieweesinyouranalysis.


Thisisanimportantexercisetofurthersolidifythelessonslearnedfromthecourseandlayanimportantfoundationforyoubeyondthecourse.The10‐pageanalysisisdueelectronicallyviaCanvasbyclasstimeonMonday,March12(Session10).Asapartof this coursecapstoneproject,youwill alsobeaskedtoevaluatetheperformanceofeachofyourgroup’smembers(includingyourself).Youwill findfurtherdetailsonthisassignment,aswellastheaforementionedevaluationformlaterinthissyllabus.FINALEXAM(40%)–Yourfinalexamwillfeaturebothmultiple‐choiceandshortanswerquestions.Theessayquestionsonthefinalexamwillpertaintoabusinesscasethatyouwillreceiveoneweekinadvanceoftheexam.Youwillbepermittedtobringthecaseandone(1)single‐sided8½”x11”pageofnotes(hardcopy)touseduringtheexam.Youmaystudywithothersandreviewallclassmaterial togetherexcept for thecase. It isanHonorCodeviolation todiscuss thecasewithanyoneotherthanProfessorPearceorhisteachingassistant.TheexamisanindividualeffortandwillbeadministeredonMonday,March19from6:00pm–9:00pm.Academicdishonestyofany kind in conjunction with the final exam will result in a failing grade for the course. If youregisterforthecourse,youareexpectedtobeabletositin‐personforthefinalexam.

CONSIDERATIONSFOROURCLASSCOMMUNITYTheKelloggHonorCodeandKelloggCodeofEtiquettebothfullyapplytothiscourseandrepresentourshared set of community expectations and values to promote the optimal learning environment foreveryone in our School (see http://www.kellogg.northwestern.edu/stu_aff/policies/honorcode.htmand http://www.kellogg.northwestern.edu/stu_aff/policies/etiquette.htm). Academic dishonesty onanysubmittedworkwillbereportedtotheDean’sOfficeandwillresultinafailinggrade.Moreover,yourfellowclassmatesandIexpectyouto:

Arrivetoallclasssessionson‐timeandwell‐prepared. Engageactivelyandthoughtfullyinallclassdiscussionsandexercises. Not sabotage your colleagues’ learning experience by discussing your prior knowledge of

any cases/exercises with other students, showing confidential role information to othersbefore/duringexercises,and/ornotfullyengaginginexercises.

Notcommunicatewithothers(outsideofyoursection)regardingyourexperiencewithcoursecases/exercises–thiswouldconstituteaKelloggHonorCodeviolation.

Notborrow/sharenotes,handouts,cases,orexamsfrom/withpeopleoutsideofthisclass. Notuserecordingdevices,cameras,computers,tablets,etc.withoutpermissionduringclass. Notusecoursehandouts,exercises,cases,discussionquestions,presentationslides,

oranyothermaterialsusedinthisclassforpurposesotherthanthisclasswithouttheexpresswrittenconsentoftheprofessor.

ACCESSIBILITY–AnystudentrequiringaccommodationsrelatedtoadisabilityorotherconditionisrequiredtoregisterwithAccessibleNU([email protected]‐467‐5530)andprovideprofessorswithanaccommodationnotificationfromAccessibleNU,preferablywithinthefirsttwoweeksofclass.Allinformationwillremainconfidential.

©2018NicholasA.Pearce,Ph.D.NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved.5

LeadershipinOrganizationsMonday,January8

Session1

Objectives: Developatheoryofleadershipinorganizations Developindividual&collectivelearninggoalsforthecourse

Read:

WhyManagersStillMatter(Foss&Klein,2014) BecomingtheBoss(Hill,2007)

–DENOTESREADINGAVAILABLEONCANVASC


ThePsychologyofEthicalDecisionMaking*Friday,January19

Class2DUE:Briefmemo(nomorethan1pg.)statingyourSpeedVenturesracedecision&yourrationaleObjectives:

Demonstratehowpsychologicalbiases&heuristicscorruptmanagerialdecisions Developstrategiesformakingconsistentlysmartmanagerialdecisions Gaugeyourperformanceinmakinghigh‐stakesmanagerialdecisionsviaanin‐classexercise

Read:

LeadersasDecisionArchitects(Beshears&Gino,2015) How(Un)ethicalAreYou?(Banaji,Bazerman,andChugh,2003) BONUSREADING:BecomingaFirst‐ClassNoticer(Bazerman,2014)

Case:

SpeedVentures–DISTRIBUTEDFOLLOWINGCLASS1



Together:TheEssentialsofEffectiveCollaborationMonday,January22

Class3Objective:

Learnstrategiesforbuildingandleadinghigh‐impactteams Learnstrategiesforharnessingthebenefitsofdiversity Gaugeyourcollaborationskillsthroughanin‐classteamexercise

Read:

TheDisciplineofTeams(Katzenbach&Smith,2005) LeveragingDiversitythroughPsychologicalSafety(Edmondson&Roloff,2009) BONUSREADING:TeamworkontheFly(Edmondson,2012)

Case:

Teamcollaborationexercise(tobecompletedinclass)



PrinciplesofInfluence&PersuasionMonday,January29

Class4

DUE:LeadershipDevelopmentExercise#1Objectives:

Learntheart&scienceofpersuasion Learnhowtoidentify&leveragepersonal,interpersonal,andproceduralsourcesof

influence Gaininsightintohowtoinfluenceimportantoutcomesviaanin‐classvideocase

Read:

HarnessingtheScienceofPersuasion(Cialdini,2001) GettheBosstoBuyIn(Ashford&Detert,2015) TheTeddy‐BearEffect(Livingston&Pearce,2009)

Case:

12AngryMen(in‐classvideocase)o Anticipatethesecasediscussionquestions:

1. Identifythedysfunctionalpropertiesofthisgroupastheypertaintoinformationsearch,thelogicofevidence,andpowerdynamics.Whydothesepropertiesexist?

2. Howdoesthemainplayerinthegroupintroducecounter‐normativeandcounterfactualargumentsintothegroupdiscussioninordertoswayopinion?Whatdoesn’thedo?

3. Whatstrategieswouldyouusetoovercomethedysfunctionalpropertiesofthegroup?Whatstrategiesshouldbepurposefullyavoided?


C


TheFundamentalsofNegotiationMonday,February5

Class5Objective:

Gainnegotiatingexperienceviaaone‐on‐onenegotiationexercise Learnthecoreprinciplesofexpertnegotiatingtactics Diagnoseyournegotiationskillsanddominantnegotiatingstyle

Read:

ThinkingRationallyAboutNegotiation(Bazerman&Neale,1992) InvestigativeNegotiation(Malhotra&Bazerman,2007) BONUSREADING:NegotiatingaSalaryorRaiseinaToughEconomicClimate(Gordon,2008) BONUSREADING:WhentoComeOutSwinging(basedonGalinsky,Ku,andMussweiler,2011)

Case:

Negotiationexercise(tobecompletedinclass)–DISTRIBUTEDFOLLOWINGCLASS4


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Connected:Leadership&thePowerofSocialCapitalMonday,February12

Class6

DUE:LeadershipDevelopmentExercise#2andcompletedSixDegreesWorksheetObjectives:

Learnstrategiesforbuildingnetworksrichinsocialcapital Assessyoursocialcapitalandopportunitiestomoreintentionallydevelopyoursocial

network Learnstrategiesforleveragingyournetworkforpersonalandorganizationalbenefit

Read:

WhatIsSocialCapitalandWhyShouldYouCareAboutIt?(Baker,2000) IntheCompanyofGiversandTakers(Grant,2013) BONUSREADING:ASmarterWaytoNetwork(Cross&Thomas,2011)

Case: SixDegreesofSeparation(tobecompletedinadvance)–DISTRIBUTEDFOLLOWINGCLASS5



Engaged:TheArt&ScienceofHumanMotivationMonday,February19

Class7Objectives:

Learnstrategiesforcatalyzingproductivebehaviorbymotivatingothers Learnstrategiesforhowtoassess,influence,andleverageanorganization’sculture

Read:

WhyYouHateWork(Schwartz&Porath,2014) Box,Inc.:PreservingStart‐UpCultureinaRapidlyGrowingCompany(Cohen,2015) BONUSREADING:LargeStakesandBigMistakes(Ariely,etal.,2009) BONUSREADING:WouldYouLikeYourBonusinCashorCake?(Roese,2013)

Case:

Box,Inc.:PreservingStart‐UpCultureinaRapidlyGrowingCompany(Cohen,2015)Anticipatethesecasediscussionquestions:1. HowwouldyoudescribethecultureatBox,Inc.?2. Whatare the advantages anddisadvantagesof the company’s culture?Whatwould

youwanttoknowmoreaboutifyouweredecidingtotakeajobatBox,Inc.?3. WillBox,Inc.beabletomaintainitsrapidgrowthandscalewithitscurrentculture?

–DENOTESREADINGAVAILABLEONCANVAS

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LeadingContagiousChange–Part1Monday,February26

Class8

DUE:LeadershipDevelopmentExercise#3Objectives:

Experiencethecomplexdynamicsofleadingandexperiencingchange Gaugeyourperformanceinleadinganorganizationalchangesimulation Acquirestrategiesandskillsforchampioningandleadingchange

Read:

TheThreeRulesofEpidemics(Gladwell,2000) TheNetworkSecretsofGreatChangeAgents(Battilana&Casciaro,2013) TheEISUserManual(AlphaLabs,2008)

Case:

EIS(AlphaLabs,2008)–SOFTWAREDOWNLOADAVAILABLEONCANVASo Youwilluseacomputersimulationinclasstopracticeyourskillsinleadingachange

initiative–thewinningteamwinsaprize.o Familiarizeyourselfwiththesimulationbeforeclass–befamiliarwiththenames&

positionsofthe22executivesatTeleswitchesCorp.andthevariousinfluencetacticsatyourdisposal(e.g.workshop,speaker,e‐mail,etc.)asdetailedintheUserManual.

o Anticipatethefollowingcasediscussionquestions:1. WhichstrategieswereeffectiveatsecuringadoptersinEIS?Whichwere

ineffective?2. Whodoyoutargetwithachangeinitiative?3. Howdoyoufigureoutwhattacticsworkwithwhattargets?4. Whenshouldyoutimeyourtacticsformotivatingandachievingchange?



LeadingContagiousChange–Part2Monday,March5

Class9Objectives:

Acquirestrategiesandskillsforchampioningandleadingchange Understandvariouspathwaystochangeinorganizationsandmarkets

Read:

TheCriticalFew:ComponentsofaTrulyEffectiveCulture(Katzenbach,vonPost,andThomas,2014)


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The#LeadWellForumMonday,March12

Class10DUE:SeniorExecutiveCapstoneTeamProject&TeamEvaluationandIndividualGrowthPlanObjectives:

Synthesizekeylearningsfromthecourse&planactionstepsforcontinuingdevelopment Understandthecomplexdynamicsofleadingandgrowingindividuals&organizations Learnhowtheprinciples,strategies,andframeworksdiscussedinclassaremanifestedin

thecareersofadistinguishedpanelofleadersRead:

HowWillYouMeasureYourLife?(Christensen,2010)



AboutProfessorNicholasPearce

Dr. Nicholas Pearce serves as an award‐winning Clinical AssociateProfessor of Management & Organizations at the NorthwesternUniversityKelloggSchoolofManagement,wherehewasnamedMSMSProfessoroftheYearin2015.Heisalsothefounderandchiefexecutiveofficer of The Vocati Group, a global executive consultancy. He is aleadingscholar,lecturer,andtrustedstrategicadviseronvalues‐drivenleadership, collaboration, and change in organizations.Hehas servedleadersofcorporations,socialimpactorganizations,governments,andcommunities of faith on six continents, including Abbvie, AdvocateHealthCare,AllstateFoundation,Aon,ArchdioceseofChicago,BostonScientific, BP, Capital Group, Chicago Public Schools, Chicago United,Chicago Urban League, Council of State Governments, Deluxe,

DiversityInc, The Episcopal Church, Exelon, FMC, Google, Hearst, JLL, JPMorgan Chase, KIPPFoundation, McDonald’s, Monsanto, NASA, Nike, Northwestern Medicine, Novartis, PentecostalAssemblies of the World, Perkins Coie, Philanthropy Club of Chicago, The PrivateBank, RonaldMcDonaldHouseCharities,SurgeInstitute,TeachforAmerica,UnitedStatesOlympicCommittee,USG,WheatonCollege,Whirlpool,WomenHeart,YoungPresidents’Organization,andZSAssociates.Dr. Pearce is committed to philanthropy & civic engagement, serving on the boards of AccessCommunity Health Network, the Chicago Children’sMuseum, and the Chicago Community Trust’sAfricanAmericanLegacyFund.HehasbeenaFellowofLeadershipGreaterChicagosince2015andhasalsobeennamedoneofChicago’s40GameChangers(under40)byWVON/ArielInvestments,aGalbraithScholarbyHarvardUniversity’sKennedySchoolofGovernment,andaPublicVoicesFacultyFellowbyTheOpEdProject.Hehasbeenhonoredforexcellenceandpromiseasaleaderandscholarby several organizations, including theCoca‐Cola ScholarsFoundation,CongressionalBlackCaucusFoundation,Mustard SeedFoundation,NationalBlackMBAAssociation, andUnionLeague Club ofChicago. He and his work have been featured in global media outlets including BloombergBusinessweek,ChicagoTribune,TheChristianOutlook,FastCompany,Forbes,Fortune,TheHuffingtonPost,TheLosAngelesTimes,Marketplace,MSNBC,TheNewYorkTimes,Newsweek,Strategy+Business,Time,Univision,UrbanFaith.com,andTheWashingtonPost.Dr.PearcecurrentlyservesasAssistantPastorofChicago’shistoricApostolicChurchofGod,whereheisresponsibleforoverseeingthespiritualeducationanddiscipleshipofApostolic’s18,000‐membercongregation.Heisaninternationallysought‐afterspeaker,andisemergingasoneofhisgeneration’smost trustedand influentialvoices,withaministrythathasalready impactedtensof thousandsoflivesacrosscultural,generational,anddenominationalboundaries.Dr.PearceholdsthePh.D. inManagement&OrganizationsfromNorthwesternUniversity’sKelloggSchoolofManagementandtheS.B.inChemicalEngineering&ManagementfromtheMassachusettsInstituteofTechnology,withaconcentrationinReligiousStudiesearnedinconjunctionwithHarvardDivinity School. A Chicago native, Dr. Pearce currently resides in his hometown with his family.


SeniorExecutiveCapstoneProject

Yourownprofessionalsuccesswilldependinlargemeasureuponhoweffectivelyyoucultivate,learnfrom, and leverage all of your relationships. These relationships will give you access to vitalinformationandexpertise,andwillhelpyoubuildasolidbaseofpower,influence,andopportunities.Researchshowsthatmanagerswhoaspiretopositionsofexecutiveleadershipsucceedbyeffectivelysynthesizing and leveraging the capabilities of others – on their teams, in their organizations, andbeyond.Thisprojectwillprovideanopportunityforyoutodevelopasophisticatedunderstandingofhowsuccessful seniorexecutives initiate,develop,maintain,and leverage their relationships togetthingsdone–bothfortheirowncareerobjectivesandtheirorganizations.

Your task is to analyze the socialnetworkof a senior executiveusing the conceptsdiscussed in thecourse.EachmemberofyourStudyGroupwillberequiredtointerviewatleastoneseniorexecutiveregarding his/her experienceswith the intent of gaining an understanding of his/her situation, thenatureofhis/hernetwork,howthisnetworkiscultivated,andhowhe/sheleveragesthisnetworktofacilitate careerdevelopment and to tackle the types of organizational challenges discussed in class.Following these interviews, your groupwill write an analysis of your executives’ networks. In thisanalysis,youwillcompareandcontrasttheexecutives’approachestomeetingthechallengestheyface.You should compare the networks they have developed, how they manage and learn from thesenetworks, and how they strategically leverage these networks in order to accomplish career andorganizationalgoals.Youshouldintegratethefullrangeofkeyconceptsandframeworksfromtheclass–projectswillbegradedontheextenttowhichyoudemonstratecommandoftheclassmaterialandinsightintotheexecutives’situations,andtheclarityofyourwrittenreport.

Thechoiceoftheseniorexecutiveisuptoyou–youshould,however,trytochoosesomeonewhoyoubelievewillbecandid,open,andinsightful.Youalsomightconsiderchoosingsomeonewhocouldserve as a good contact for you in the future. These individuals might be from your previous orcurrentorganization,fromanorganizationfor/withwhichyouwouldliketowork,orsimplyfromanorganizationthatisofpersonalorprofessionalinteresttoyou.Thenamesoftheexecutiveswillbekeptstrictlyconfidential;youmayuseanaliaswhendiscussingyourintervieweesinyouranalysis.

KeyElementsoftheAssignment: Eachteammatemust interviewoneexecutive leaderontheroleofnetworks inaccomplishing

careerdevelopmentandorganizationalgoals. Teammatesthenintegratetheirindividualleaderobservationsintoonecoherentanalysis,using

thematerialwecoveredinclassasaframework/referencepointforbestpractices. Producea10‐page(double‐spaced)reportwith12‐pointfontand1"marginsallaround.

YourwrittenanalysisisdueelectronicallyviaCanvasbythebeginningofclassonSession10.KeyElementsoftheAnalysis:Yourgroup’spapershouldhaveathree‐partstructure:1.An introduction toyouranalysisand theexecutives/leaders.What is your paper's focus?Whoare the seniorexecutives/leadersyou interviewed?This introduction should includeabrief(1‐2paragraphs)descriptionofeachexecutive’s situation, and if applicable, theproblem(s) beingfaced.Isheorsheattemptingtoassembleateam?Ishe/shelookingtochangejobs?Lookingtogainsupportforacontroversialnewprogram?


2.Comparingandcontrastingexecutives’network‐building/leveragingstrategiesandexperiencesYoushouldorganizeandfocusthebodyofyouranalysisintermsofcourseconcepts,andusethoseconceptstoexplainthesimilaritiesanddifferencesyouobserved.Investigatetheexecutive’sphilosophy of relationship‐building/networking. How do executives build trust and commitmentwithintheirnetworks?Assesseachexecutive’sstrategyandtacticsforbuildingandleveragingtheirnetwork–identifystrengthsandopportunitiesfordevelopment.Inotherwords,thestrategiesandexperiences of your interviewees should be compared and contrasted to draw general lessonsaboutwhichapproachesaremostusefulunderwhichconditions.Seepotentialquestionsbelow.InanAppendix,youshouldincludeaone‐paragraphdescriptionofeveryseniorexecutivethatwasinterviewed,describinghis/herresponsibilitiesandcreatinganetworkmapofhis/hernetwork.Thus,everyseniorexecutivethatwasinterviewedwillhavehis/herownnetworkmap.

3.There shouldbeaconclusionsection titled: “Recommendations forKelloggstudents.” Thissectionshouldbe1–2pagesandincludeconcreterecommendationsforbuildingvalueandcapitalforKellogg students. These suggestions should focus on what students could do tomorrow in theirteams/organizations and beyond. For example, youmight describe howwhat you learned can helpstudentsnavigateprofessionalnetworkinginsideandoutsideoftheirorganizations,switchingfieldsorindustries,andothercriticalcareeradvancementandorganizationaldevelopmentgoals/milestones.

NOTE:Thebestanalysesgobeyonddescriptionoftheexecutives’networkstoanexplanationofwhysomethinghappenedthewayitdidusingcourseconcepts.Well‐organizedpapersthatstressthemostimportantfactorsratherthansimplyprovideadata‐dumpofallthepossiblefactorsareevaluatedmorefavorably.Inallotherrespects,theprojectisyourstodefine.Becreative,yetprofessional.

Questionstoconsiderindevelopingyouranalysis1. How is the leader positioned for action and getting things done? How are barriers to action

overcome?Youcouldaskaboutarecentexampleofthis(thiscouldprovideafocalsituationfortheanalysis)–forexample,askhowhe/sheleveragedcontactstorespondtoasituationandwhyitdid/didnotwork.Probeforhownetworkscouldbebettercultivated,structured,orleveraged.

2. Whatarethekindsofcontactsandexchangesthattheexecutiveusesfordifferentpurposesandin different contexts – for example, to advance his/her career, make critical decisions, learninformation,gaininfluence,evaluateopportunities,orgetaspecifictaskaccomplishedquickly?

3. Howhave trust and commitment been developedwith their network contacts?What kind ofinformation is sharedwithdifferent contactsandwhy?What roledoes reputationplay?Doeshe/sheformmanytiesorfewties?Howmuchredundancyisthereintheperson’snetwork?

4. Howdoestheexecutive’snetworkmatchhis/herobjectives?Howmightitbeenhanced?

5. Sponsorsandmentorsarecriticalforprofessionalsuccess.Whereistheexecutive’ssponsorshipormentoringstructure?Howhasthischangedoverhis/hercareer?Whatwashis/herexperiencewith“developmental”relationships—eitherasaprotégé,mentor,sponsor,orcombinationsofthese?

6. Howdoesthecorporatecultureintheleader’sorganizationimpactnetworkprocesses?

7. Howdotheleader’srelationshipsmapontotheformalstructureofhis/herorganization?

©2018NicholasA.Pearce,Ph.D.,NorthwesternUniversityKelloggSchoolofManagement.Allrightsreserved. 18

T E A M E V A L U A T I O N

Pleaseusethisformtoevaluateallofthemembersofyourteam,includingyourself,basedontheSeniorExecutiveCapstoneProjectandanyothergroupworkdonetogetherthroughoutthiscourse.Evaluateeachpersonon(1)thequalityofhis/hercontribution(s),(2)theirdependability/reliability,and(3)theextenttowhichtheydemonstratedleadership/initiativeusingthecomparativescalebelow.PleasesubmitthisgroupevaluationviaCanvasnolaterthantheduedateofyourfinalproject.Donotforgettoincludeyourself!

SCORE QUALITATIVEDESCRIPTION‐1 Effortswereclearlynotuptoparwiththeotherteammembers‐0.5 Effortsweresomewhatlesssubstantialthanmostoftheotherteammembers0 Effortswereaboutequaltomostoftheotherteammembers

+0.5 Effortsweresomewhatmoresubstantialthanmostoftheotherteammembers+1 Effortswereexceptionallyabove&beyondtheotherteammembers

TeamMemberName QualityofContribution Dependability Leadership

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MORS 430-71 syllabus (Pearce, Winter 2018) · SYLLABUS PROFESSOR NICHOLAS A. PEARCE ... David Wang,...

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