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FM_IPROC_Palatino 1/8/02 8:38 AM Page i MANAGERIAL LEADERSHIP FM_IPROC_Palatino 1/8/02 8:38 AM Page ii Other books in The McGraw-Hill Executive MBA Series: SALES MANAGEMENT by Robert J. Calvin CORPORATE STRATEGY by John Colley, Jaqueline Doyle, and Robert Hardie FINANCE AND ACCOUNTING FOR NONFINANCIAL MANAGERS by Samuel C. Weaver and J. Fred Weston MERGERS AND ACQUISITIONS by J. Fred Weston and Samuel C. Weaver FM_IPROC_Palatino 1/8/02 8:38 AM Page iii MANAGERIAL LEADERSHIP THE MCGRAW-HILL EXECUTIVE MBA SERIES PETER A. TOPPING, PH.D. Goizueta Business School Emory University McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Manufactured in the United States of America. 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DOI: 10.1036/0071395016 FM_IPROC_Palatino 1/8/02 8:38 AM Page v To my children and step-children: Lindsay, Alex, Jason, Andrew, and Carson, for their support and all they have taught me about myself and human behavior; and most especially to my wife, Therese, for her incredible love, encouragement, and wisdom. This page intentionally left blank. FM_IPROC_Palatino 1/8/02 8:38 AM Page vii CONTENTS Preface ix Acknowledgments xiii PART ONE LEADING CHANGE AS A MANAGER; MANAGING CHANGE AS A LEADER 1 Chapter Chapter Chapter Chapter Chapter 1 2 3 4 5 Looking Out, Before Looking 3 The Forces of Change 25 Organizations That Thrive in Chaos 39 Overcoming Resistance 45 Being in the Middle 61 PART TWO DEVELOPING YOUR ASSOCIATES AND YOURSELF 77 Chapter Chapter Chapter Chapter Chapter 6 7 8 9 10 Leadership Competencies 79 Coaching 91 Teaching 105 Mentoring 117 Developing Self and Developing Others 125 PART THREE MANAGERIAL LEADERSHIP IN ACTION 123 Chapter Chapter Chapter Chapter 11 12 13 14 Appendix A Appendix B Index 217 Giving and Receiving Feedback 135 Managing Up and Across 145 Managing Across Borders and Cultures 157 Putting Your Plan into Action 173 Bibliography and Suggested Readings 187 Samples of 360° Feedback Profiles 189 vii Copyright 2002 The McGraw-Hill Companies, Inc. Click Here for Terms of Use. This page intentionally left blank. FM_IPROC_Palatino 1/8/02 8:38 AM Page ix P R E FA C E I remember talking in 1995 with Bob Staton, CEO of Colonial Life & Accident Insurance Company, a division of UNUM, about the lack of leadership throughout the company. Colonial was one of the few large, homegrown companies in Columbia, South Carolina, when it was acquired by UNUM, the Maine-based disability insurance company. At first, there was little evidence of the takeover, as UNUM kept its distance from the folks at Colonial. But as inevitably happens, eventually the parent company became more and more engaged with the day-to-day activities of its acquisition —particularly when the return on the investment began to erode. Colonial had been a successful independent company throughout the 1970s and 1980s, but its margins got tighter and top-line growth became increasingly more difficult as the insurance world began to change. The pressure was mounting for Colonial to produce better financial results. As a result, Staton and the senior management team were looking inward, as well as outward, for possible solutions. One of the outcomes of their search was the idea to create a new leadership development program for all the managers in the company. I was interviewing Staton as part of the field research to design the program. During the conversation, he was quite clear in expressing his concern that Colonial had too many managers and not enough leaders. It was too much for me to resist asking him what the difference was—between a manager and a leader. Staton’s response was similar to what I’ve heard many times from seniorlevel executives both before and since this conversation. “Managers,” he said, “wait to be told what to do,” while leaders “take initiative, figure out what has to be done, and then do it.” Whatever happened to the value of sound management? It seems to have become a pariah in the business world. The cry for getting rid of “managers” and replacing them with “leaders” is loud and clear. Given the popularity of Drucker’s seminal work, The Practice of Management, in the 1950s, how far have we fallen? Do we really need to rid organizations of managers entirely? Dick Blackburn, a former colleague of mine at the University of North Carolina, used the expression “managerial leadership”over 15 years ago in referring to the challenges midlevel managers face ix Copyright 2002 The McGraw-Hill Companies, Inc. Click Here for Terms of Use.