Leadership Course Session 5

Session 5: Leadership

• Session 5 of the Leadership course at Skema Business School focused on group presentations.
• The course used the HLBT method for public communication.

HLBT Method

• Hook: Grabs the attention of the audience with something engaging (e.g., interesting fact, anecdote).
• Look: Briefly describes the topic and what will be discussed.
• Book: Presents the details, theory, facts, and methods (the more technical part).
• Took: Convinces the audience that the information shared is important and useful.

Session 3: Leadership and Organizational Design and Culture

• This session examined different types of followers and leaders needed for each organizational culture.
• The session focused on the Competing Values Framework Model.
• Readings included material from "Diagnosing and Changing Organizational Cultures" by Cameron and Quinn, and Clawson Chapter 22.
• Students were to complete an organizational culture assessment instrument in class.
• The different cultures included were:
  • Clan culture: interpersonal relations, teams, and personnel development
  • Adhocracy culture: innovation, future, and continuous improvement
  • Market culture: energizing employees, competition, and customer satisfaction
  • Hierarchy culture: coordination, control system, and acculturation

The Global Business Leader

• This section outlined environmental factors/issues that global business leaders need to consider.
• The factors are depicted in a diagram illustrating the relationship between self, strategic thinking, task design, and managing organizational culture. The section included elements such as developing influence, commitment to strategy, organizational commitment, and others/people factors and issues in the management of change.

Fill Out The OCAI

• The OCAI is an assessment tool (a questionnaire).
• Students are to fill it out as if they were building their ideal (perfect) company.
• The questionnaire divides responses among options A, B, C, and D.
• 100 points are allocated across choices.

Cameron and Quinn Framework

• This framework defines organizational cultures in terms of flexibility/discretion and internal/external perspectives.
• The framework includes quadrants representing the Clan, Adhocracy, Hierarchy, and Market cultures using two core concepts:
• Internal Stability and Control: reflects the internal focus on coordination, control, and system stability.
• External Flexibility and Discretion: reflects the external focus on innovation, flexibility, and adaptability.

Heuristic Influence Cues (CLARCCS)

• This discussion explored persuasive techniques for influencing groups or individuals.
• These include:
  • Comparison: Suggesting others are doing something should be followed by you.
  • Liking: When the source is liked, the message is more persuasive
  • Authority: Someone with authority will likely be believed.
  • Belief: Someone who is trusted is likely to be believed
  • Reciprocation: when someone gives you something, you may be compelled to reciprocate
  • Commitment/Consistency: When you have previously committed you are likely to be consistent with past commitments
  • Scarcity: Rare items are often seen as more valuable

Two Modes of Thinking: Dual Process Approach

• This approach suggests people use two thinking modes–a central route that involves detailed information processing, and a peripheral route that focuses on heuristics.
• The central route uses deeper processing, more focused arguments, longer attention spans, and increased resistance to critique. The peripheral route uses quick judgement and cues, shorter attention spans, and less resistance to critique.

Organization Assessment (12/11/2024, Session 5)

• The session was primarily focused on discussing group presentation methods.
• The HLBT format was introduced using a specific presentation method with the following steps:
  • L (Look): Defining the purpose and what will be covered.
  • H (Hook): Captivating the audience in the first few minutes.
  • B (Book): Presenting the detailed information or arguments.
  • T (Took): Persuading the audience of the information's value.

Managing the Future (Session 13)

• Organizational cultures are discussed as adhocracy, market, hierarchy, and clan.
• The characteristics, glue and leadership types (parent, coach, and administrator) of each culture are elaborated.

B Improvement and Culture (Session 14)

• Improvement of culture focused on specific problems (e.g., future/innovation, continuous improvement) are addressed.
• Discussion on how to improve aspects of different organizational cultures (e.g., market culture).

Clan Culture (Session 15)

• Good relations, personal development, and achieving goals are important aspects of the clan culture.
• Importance of coordination across departments in order to avoid silos.