LEADERSHIP

DEVELOPMENT
XMBA 571

Berivan Mine Ferhanoğlu
İZMİR UNIVERSITY OF ECONOMICS

Fall 2018
 Content of the Course
This course aims to introduce students to leadership that
has always been a popular topic. One of the aims of the
course is to provide opportunities to students in order to
evaluate leadership and their leadership potentials.
Course includes the leadership skills required in this era,
the difficulties leaders face and the skills that are utilized
to become an influential leader.
Headings:
•  Introduction to Leadership
•  21st Century Leader
•  The Qualities and Tools of Influential Leaders
•  Owning Leadership
 Method & Evaluation
Method:
•  Theory and implementation
•  Personal evaluation (Reflection)
•  Interactivity and dialogue
•  Learning from each other

Evaluation:
•  Final task / assignment: %40
•  Assignment: %30 (1 task)
•  Attendance and Participation: %30
 References and Communication
References:
•  Course Notes (Recent international literature)
•  Harvard Business Review – Case Study

Communication:
•  For your questions please write to
bferhanoglu@gmail.com

 PART I

OVERVIEW: LEADERSHIP
 Leadership
•  What comes to your mind first about
leadership?
 Leadership
•  A very broad concept
•  Has many dimensions
•  Includes dualities
•  There is not an exact definition for all cases
•  It depends on the situation
 What is Leadership?
•  What is your leadership definition?
•  Who is leader?

 Leader and Leadership
•  Word leadership’s root is the verb ‘lead’. Meaning to guide or direct, to show the
way to by going in advance, to inspire. Leader, one that leads or guides, heads a
group of people, has influence or power. (Dictionary definition)

•  Leadership is not a position like management, it is a process instead. It is a set of
skills and applications that can be reached, observed, understood, learned by
everyone in the organization. (Kouzes, 1999: 40)

•  Leadership, under certain conditions, is influencing and steering other’s facilities
for the sake of a personal or group goal.

•  Leader, is someone who can influence others, who can show where to go and how
to go, who can set a goal and mission. In short leader is a guide. (Ünal, 2012: 50)

•  Leaders declare the mission and vision of the organizations,; set a direction and
strategy for their organization. (Paksoy, 2011: 1-60)

•  “Leadership is the capacity to translate vision into reality.” Warren Bennis
 My Leadership Definiton

To see the Take action &

Dream for the
need for influence to
better
change take action

•  If one of them is missing, leadership is a

lacking process.

Anlamlı İşler, Sustainability Leadership

Awareness Practice
 Time to Note (Reflection)
•  What repeated?
•  Any familiar ones to you?
•  Anything new to you?
What does my presence tell others?
Ben başkalarında ne uyandırıyorum?
•  What are the things affecting what you heard?
•  What am I doing or what do I have that I am
perceived like this?
 Time to Share
•  What did you notice?
•  How different are what you heard and what
you perceive yourself?
•  What are the positive things you became
aware of?
•  Anything you’d like to share with all?
 How can
I know
myself?
How am I
perceived?

What am I
learning about
myself? + / -?
WHO How can I be myself ?
Which of my properties
AM I? can I polish/emphasize?
How can I
reflect the
person I am?
 SUMMARY
•  Leadership firstly requires to know one’s self.
•  Knowing self well is important while determining the
leadership style.
•  If leader accept the way he/she is as he/she is, then
he/she becomes more powerful. He/she doesn’t have
a battle with self.
•  Strengths, are the most valuable sources while leading.
They are free to utilize.
•  Copying someone else’s leadership (style) doesn’t
bring sustainable successes.
•  Leadership requires to reflect ourselves in an adequate
way. Otherwise we can be misunderstood and those
misunderstandings can prevent our success.
•  Interactions with others are very crucial for leaders.
 Ginzel Leadership Definition
“behavioral choices we make in order to create
a different future”

“A lot of it [leadership] is only relevant in the
context of your history, your goals, and your
aspirations.”

 Authentic Leadership
“Everyone is looking for someone to emulate,”

“However, you are likely to fail if you are trying to
be someone else.”

“Its first dimension is The Person: Understand
yourself and improve your emotional intelligence
and other behaviors.”

Linda Ginzel Clinical professor of Managerial Psychology/
University of Chicago Booth School of Business
 Authentic Leadership
•  “People can put on their leadership potential
once they look less to external reference
points for strength and work on building their
inner core.”
•  “…assumptions that limit one’s development.
Building a stronger internal framework makes
it easier to handle ambiguity, change, and
other challenges of leadership.” Ginzel
 Kurt Lewin Equation
•  Behavior=/f(person)
•  Behavior=f(person+the situation)
•  “As an executive, you don’t have control over
what’s inside the person, but you do have control
over aspects of the situation — incentives,
physical space, or teammates, for example.”
•  “If you want to change behavior, don’t try to
change the people — change the
situation.”Ginzel
 Evaluation
•  What do I notice? What’s happening?

•  What worked? What didn’t?

•  What did I learn? What does it mean to me?

•  What can I do differently?

PART II
 Our Leadership
•  http://caglarbadeture.com/liderlik-carki/

 Sidle Leadership Wheel
•  http://caglarbadeture.com/liderlik-carki/

Source: C. Clinton Sidle, The Leadership Wheel

Critical-thinker (Teacher)
•  STRENGTHS
•  Researcher
•  Objective
•  Anayzer
•  Realist
•  Cautious
•  Prefers Tangible
•  Quality-oriented
•  Sustainability-oriented
•  Finds faults easily
•  Mentor
•  Hard-working
•  Perfectionist
•  Planned
•  Methodologic
•  Delicate-rigorous
•  KEYWORD: Data
“Where is the data?”
Nurturer (Besleyici / Anaç)

STRENGTHS
•  High commitment/loyalty
•  Helpful
•  Good at understanding feelings
•  High empathy
•  Unconditional love
•  Kind
•  Does not talk about title issues
•  Large network
•  Open to cooperation
•  Motivating
•  Good Listener
•  Motivates with empathy
•  Mediator
•  Seeks trust in an environment
Keyword: Commitment / loyalty
•  “How does he feed my sense of belonging?“
Visionary (Vizyoner / Öngörülü)

STRENGTHS:
•  Can Imagine
•  Create a vision
•  Creative
•  Fun
•  Strong Intuition
•  See the relationship network
•  Produce theories
•  Motivate
•  Open to innovation
•  Energizing
•  Eager to learn
•  Inspiring people
•  Persuasive
•  Strong insights
•  High personal awareness
Key Words: Meaning, Fun, Satisfaction
“What's fun about it?“
 Warrior (Savaşçı)

• STRENGTHS:
• Willing to lead
• Decisive
• High persuasion ability
• Practical mind
• Macro look
• Determined
• Risk-taker
• Strategic
• Powerful
• Doesn’t know the word give up
• Fed from competition
• Doesn’t afraid of making mistakes
Keyword: Benefit
“What is the benefit for me?
The Sage (Bilge)
 Leadership Wheel
Which one is priorly
needed to realize &
complete the process?
An
organization
needs all four Which one is priorly
types! needed for a high
quality and
sustainable
Which one is process?
needed to lead
a process? Which one is priorly
needed to form the
right teams and
Which one is keep them
priorly needed to together?
initiate the
process?

Tactic:
Stay on the center, Define what is needed at that moment and mobilize
the relevant leadership type!
We have them all! Need practice to strengthen those muscles!
 What do you notice about your
leadership?
•  Which type of leadership has higher score?
•  Do you remember any periods that it wasn’t
the case?
•  Which of them(critical-thinker, warrior, …) do
you need to improve yourself?
 Let’s Notice
•  What type of leaders surround you? (Consider
office, home, friends, society…)
•  What type of people exist around you at the
surroundings you’d like to take the lead?
•  How can you approach them? What are their
vital points?
 Let’s Notice

•  It makes you free to accept it as it is.
–  Accepting what we have or don’t / who we are or not
–  Accepting the way people around us are
•  We all have some (a lot or a little) of these roles.
•  We're using some of them more naturally.
•  When we reject it, we are exaggerating the opposite
role more. And when we exaggerate, we break the
balance. We can't use it when we need it.
(Ex: rejecting irresponsible behavior)
 Why Leadership?
•  Is leadership needed?
•  If yes, why needed?
•  Whay is it always on the agenda?
 Leadership
•  It has always been important since ancient times:
–  Discussed for psychology, sociology, political science, management
science, philosophy, military and historical aspects.
•  Has always been a research topic.
•  There is not a simple definition, different aspects are revealed from
different perspectives.
•  People always complain about the lack of it:
“People all over the world longing for leadership: they want to
have leaders who can make credible, reliable and constructive
changes.“ Miller
•  There is no society in which there is no leadership in any dimension
of community life.
•  The characteristics of leadership change as the needs of society
change (Macbeath et al., 1996)
 Why Leadership?
•  Human-beings, living in groups, are
socially living creatures.
•  Individuals need a group in order to
achieve their personal goals and realize
a part of their own desires and needs
and feel the need to act in groups.
•  The creation and mobilization of groups
of people with specific goals and
objectives requires some skills and
abilities.
•  People need leaders to manage and lead
groups that can bring them their goals.
 Manager & Leader
•  Manager = Leader ?
•  Yes, some managers can be good leaders.

•  Leader = Manager?
•  Yes, some leaders may be good managers.

•  The manager can be defined as the person who tries to

achieve the organizational goals by using all the available
resources and organizational and managerial processes.
•  Yes, managers are expected to be good leaders.
•  Not applicable to most administrators. (Şişman, 1997: 162)
 Manager vs Leader
Manager Leader
•  Brought to that position by •  Does not own a position,
others, manages the process
•  Working on behalf of others, •  Collects a group around specific
objectives,
•  Striving to achieve pre-set
•  has the ability and knowledge to
goals, influence and mobilize them for
•  He is the one who plans, these purposes.
enforces and controls work. •  It is a person who guides, shows
•  It has a legal power based on the way, where to go, how to
award and punishment. go, and who sets the goals and
missions.
(Sabuncuoğlu ve Güz, 1998:181)

“Leadership and management are two separate and complementary action systems. Each
has its own specific work and characteristic occupations. Both are required to ensure
success in today's business environment. Management relates to complexity and
leadership to deal with change.”Kotter
 Manager vs Leader
Yönetici Lider
•  It derives its power from its authority, •  It takes its power from the quality and
status, job description and legal power intensity of the interaction with its
followers.
supply authority. •  It challenges the status quo. (Bennis)
•  Accepts the status quo. (Bennis) •  There is no task definition/terms of
•  There is a job definition. (Koçel, 1998: reference for him/her.
274) • 

His/her main tool is his/her ‘power’.
•  Basic tool is his/her ‘authority’. Gives importance to:

•  realizing the goals of their followers.
Gives importance to •  the authority that their followers provide
•  realize the objectives of the organization, to him.

•  the authority, •  They may not comply with the

•  delegate to the authority as long as the requirements of the legal chain of
command.
position permits,
“In order to survive in the 21st century, we will need a new generation of leaders and
management model that these leaders generate.” Bennis, On Becoming A Leader
 Manager vs Leader
Manager Leader
•  They always care to be •  They always care about being
responsible to the organization. responsible to their followers.
•  Problem solving within the •  By carrying out a vision beyond
the existing structure, he/she
existing structure, fulfilling the performs the change and
tasks required to achieve transformation towards a better
certain goals in time with the and more effective structure.
right methods •  They determine the right things
and makes people believe in
•  Pre-defined jobs are done these.
correctly.
A good manager should also have leadership
characteristics and, if necessary, be a pioneer of change
and transformation.
What do you learn about yourself?
•  How are you in management?
•  How are you in leadership?
•  Do you want to improve yourself at these?
 Evaluation
•  What do I notice? What’s happening?

•  What worked? What didn’t?

•  What did I learn? What does it mean to me?

•  What can I do differently?

PART III
 After we analyzed leadership &
management...
•  What do I want to change related to my leadership? What
do I want to improve?
•  What does that mean to me? And why is it important for
me?
•  How am I currently on this issue? What am I doing good /
what am I doing weakly? What are the risks if I don’t take
actions? Are there opportunities if I improve myself?
•  What options do I have to improve / improve on this topic?
Brainstorm some actions to take.
•  Which of these options would I like to go on?
•  What are the 3 steps I'll take related to this option?
•  What can I need to move forward with this option?
•  How do I know I'm performing the steps?
 Harvard Research
•  What do you look for in a leader you'd like to
follow? What is the primary feature should
your leader have? (1)
•  What do you look for in your colleague that
you want to be on your team? Which feature
should your colleague have? (1)
•  2. Feature?
Leadership Features
Common
ones?

Vision

+

Influence
 Harvard Research
•  According to a survey of 10 thousands of
people:
•  The answer is for both: HONESTY
•  2. Feature: VISIONARY (72%, or even 88% of
senior executives gave this answer.)
–  Not expected from colleagues. (only 27%)
•  There is no other big difference between the
leader and colleague.
Harvard Business Review, Jan 2009
 Argument
•  How do you define a ‘successful leader’?
•  How do you understand that you're a
successful leader?
•  Should the leader always be loved?
•  Is Jack Welch a successful leader?
•  In what ways?
 How to be more Visionary?
•  Asking these questions frequently:
–  “What's new?“
–  "What's next?"
–  “What's better?“
•  But not only their answers:
–  What do others think about it?
•  According to the Leadership Assessment of about 1
million people:
“What leaders struggle with most is communicating an
image of the future that draws others in—that speaks
to what others see and feel.”
•  Not possible without listening to others
•  Working together while determining the vision
Harvard Business Review, Jan 2009
 How to be a Succesful / Influential
Leader?
•  “The best way to lead people into the future is to
connect with them deeply in the present.”
•  “The only visions that take hold are shared
visions— and you will create them only when you
listen very, very closely to others, appreciate
their hopes, and attend to their needs.”
•  “The best leaders are able to bring their people
into the future because they engage in the oldest
form of research: They observe the human
condition.”
Kouzes, Posner, Harvard Business Review
Book Leadership Challenge
 Can anyone be a leader?
“Leadership is a skill, and I believe like all skills,
can be mastered with practice and coaching.
That does not mean that there aren’t individual
differences, but that people can improve on
their current capabilities.”

Prof. Jeffrey Pfeffer / Stanford University

21 Century Leadership
st
What are the Features of our Age?
•  Globalization
–  From one country to another
–  Global powers

•  Information era
–  The most valuable parameter
–  Easy access
–  Management of it: Complex

•  Technology
–  Rapidly changing
Management &
•  Sustainability leadership need
–  Decreasing resources to change
–  Increasing population accordingly
–  Increasing pressure on the system
Leader of this era?
What type of Leadership Is Needed in
the 21st Century?
•  “In such a rapidly changing and increasingly
complex world, institutions need to focus on
three things to be innovative and able to
maintain their leadership in this field:
–  Companies have to realize their basic capabilities
and improve them continuously.
–  Companies must systematically develop alliances.
–  Companies also have to transform in the inter-
personal relations.”
(* Prof. Arman Kırım, Yeni Dünyada Strateji ve Yönetim, 213)
What type of Leadership Is Needed in
the 21st Century?
•  New organizations (compared to traditional
ones) that can compete globally have to:
–  focus more on personal development
–  focus more on innovation and change
–  give more importance to the integration of all
capabilities in the organization.
–  proactively respond to environmental changes
and adapt to changes
 Leader of our Age
•  “The leaders of our age must be flexible and
adaptable, open to knowledge, and intellectually
curious.” (Ünal)
•  Ability to communicate, creatively use
technology to communicate messages
•  Trustworthy and trusting
•  (apart from having physical or professional
knowledge) To be able to see and evaluate the
opportunities offered by the New Age and
produce solutions to emerging threats
 Leader of our Age
•  ”In this dynamic structure, the leader must be
creative, and must be able to adapt himself /
herself to change, and a knowledge-age-type
leadership understanding can be
characterized by strong horizontal relations
that can direct the right information to the
right person at the right time.“
Dr. Mesud Ünal, 21. YY’da Değişim, Yönetim ve Liderlik, 98
 Leadership of our Age
•  Business leaders who face the realities of the 21st century
should be able to take advantage of mental, emotional and
spiritual elements.
•  “Integrated Leadership Theory develops new methods that
can benefit from all aspects of human potential.” (Prewitt,
2004)
•  Integrated leaders will work for the benefit of society, not for
a few people. It will work to produce joint results that are
beneficial, by cooperation.
•  Emotional intelligence and spiritual issues are getting more
and more important.
•  Transformational leadership requires more attention to fair
values such as universal ethical values, human rights, and
respect for personal rights.
 New Leadership Paradigm
a) Developing structures and processes to support collective
leadership
–  Share and deploy power and authority with all group members
b) Encouraging human development and growth
–  Promoting group and community capacity development
c) Encourage learning
–  Promote change and new ideas
d) Improving the quality of life and protecting nature
–  Working for the survival of human and natural systems
–  Using a long-term perspective
e) Create communities of responsible leaders and participants
–  Providing opportunities for other people's basic needs and
human rights
f) Courage
–  Risk taking
g) Honesty and sincerity
–  Consistency Kathleen E. Allen, 21. YYda Liderlik
 ABSTRACT: What kind of leadership is
required in the 21st century?
•  Creating an environment that follows and discusses change
•  Making this a corporate culture
•  Creating a trust environment
•  Away from the need to control
•  Encouraging the right use of information in the right place in a
creative way
•  Distributing power
•  Expanding leadership as the ‘leader of the leaders’
•  Flexible
•  Holistic (for sustainability)
•  Listening, involving, empowering
•  Initiating relationships and collaboration between contacts, issues,
resources and tools
•  Build partnerships and develop continuously together
(* Prof. Arman Kırım, Yeni Dünyada Strateji ve Yönetim, 213)
 Strategies and Tactics that Translate Power
and Influence into Practical Results
•  Reduce commitment to the past decisions
–  “At the time, they faced external pressures or information that naturally led
them to act as they did, but now the situation is different and they are free
to do something else.”
•  Be aware of history, build it on it.
–  Past commitments, choices, different dimensions affecting decisions
•  Use scarcity:
–  Increases the demand (EX: available for a limited time)
•  Use Social Proof:
–  We're affected by what the majority says and does!
–  Once a social consensus begins to develop in one direction, it is difficult to
change that consensus.
–  It is amazing to find supporters to help consensus.

Jeffrey Pfeffer, Stanford University, Leadership

 Strategies and Tactics that Translate Power
and Influence into Practical Results
•  Interpersonal Interaction
–  We most prefer to say yes to requests of people we know and like.
–  Flattery : if sincere and accurate, enhances interaction.
–  Being responsive and attentive to others also increases interaction.
–  Mutual acquaintances with friends increase influence on 3rd parties
–  Influence by expressing emotions (requires skills)
•  The timing is (almost) everything!
–  Being early and move fast (not giving opponents the opportunity)
–  Delay to stop
–  Waiting game (make others wait for you)
–  Deadlines to complete accelerates momentum
–  Favorable moments: The most scarce resource is interest in
institutions. It is very critical to create an environment where
people can be interested in the subject!
Jeffrey Pfeffer, Stanford University, Leadership
HARVARD CASE STUDY
 GE’s Two Decade Transformation:
Jack Welch’s Leadership
•  Summary with your words?
– What are the Welch’s challenges when he
took the lead?
– Actions and initiatives?
•  At the beginning of 1980s
•  Late 1980s
•  1990s
– What are his lessons learned?

 GE’s Two Decade Transformation:
Jack Welch’s Leadership
•  How difficult a challenge did Welch face in 1981? How
effectively did he take charge?
•  What is Welch’s objective in the series of initiatives he
launched in the late 1980s and early 1990s? What is he
trying to achieve in the round of changes he put in motion
in that period? Is there a logic or rationale supporting the
change process?
•  How does such a large, complex diversified conglomerate
defy the critics and continue to grow so profitably? Have
Welch’s various initiatives added value? If so, how?
•  What is your evaluation of Welch’s approach to leading
change? How important is he to GE’s success? What
implications for his replacement?
 What is the case about?
•  This case, the latest in a series that have followed Jack Welch’s tenure as
CEO of General Electric (GE),
•  provides an overview of the key actions he has taken and initiatives he has
launched aimed at revitalizing and eventually transforming this highly
diversified company.
•  Beginning in 1981, the case outlines his radical restructuring of the
company in the first part of the decade.
•  It then describes his shift in focus in the latter part of the 1980s as he
emphasizes the need to change cultural values and management mindsets
through programs such as Work-Out.
•  Simultaneously, he starts expanding the company on its newly
restructured base through strategic initiatives such as his globalization
program.
•  The case follows Welch’s initiatives into the 1990s as he continues to
challenge old management norms by emphasizing boundaryless behavior
and stretch targets, while also pushing new strategic agendas such as the
growing emphasis on services.
•  Finally, it describes his action in the closing years of the decade as he
continues to work on GE’s management development while launching his
Six Sigma and e-business initiatives.
 GE’s Two Decade Transformation:
Jack Welch’s Leadership
•  Jack Welch’s (CEO of General Electric (GE)) key actions and initiatives transforming
this highly diversified company
•  Radical restructuring of the company in the first part of the decade
•  Shift in focus in the latter part of the 1980s: as he emphasizes the need to change
cultural values and management mindsets (Ex: Workout)
•  Simultaneously, he starts expanding the company on its newly restructured base
through strategic initiatives such as his globalization program.
•  Welch’s initiatives into the 1990s as he continues to challenge old management
norms by emphasizing boundaryless behavior and stretch targets
•  Pushing new strategic agendas such as the growing emphasis on services.
•  Finally, it describes his action in the closing years of the decade as he continues to
work on GE’s management development while launching his Six Sigma and e-
business initiatives.
•  Throughout, the case focuses on the strategic, organizational and managerial
levers that Welch engages as he leads a two-decade process of transformational
change.
•  Beyond describing his broad implementation approach, the case also documents
the impact his actions have on the company’s sources of competitive advantage.
 How successful was Welch during his
first years?
•  Does he add value at early 1980s? If yes, how?
 Value added during early 80s
Strategy Structure System
•  #1 or #2: Fix, Sell, •  Delayering (9→4) •  Strategic
Close •  Downsizing planning
•  3 Circles –  Eliminate - Detailed docs

123,450 people → 5-page
–  x $50,000 playbooks
= $6 billion •  Operating
–  1986 net budgets
income $2.5 - past
billion) comparisons →
external standards
* Decrease bureaucracy * Simple and agile * S-T economical impact
 During Late 80s Completely Different Leader.
How?
•  “fix, sell, or close” à global expansion
•  Destaffing & delayering à software initiatives
(culture change, process development etc.)
•  Employee layoffs à leadership development
 During Late 80s Completely Different Leader.
Why?
Why did he shift from structural change to
software change?
•  Welch understood that he could not downsize and
restructure his way to sustainable growth.
•  After 5 or 6 years of exhausting rationalization of
GE’s strategy, structure, and systems, it was time to
rebuild the organization on its new solid foundations
and revitalize those who would have to drive the
next phase of expansion.
 What does Work-out aim?
•  Eliminates bureaucracy
•  Increases productivity. How?
–  The Work-Out process also put management in a listening
mode, role modeling a new relationship with their staff based
less on top- down authority and more on management as a
supportive facilitator of bottom-up proposals and initiatives.
–  The meetings created a safe environment in which frontline
employees were encouraged, coached, and supported to
question and challenge the status quo and to take the initiative
in proposing new ways of doing things.
–  Work-Out also had a culture-changing agenda. It became a
microcosm of the new organizational norms Welch wanted to
embed in GE, values based on speed, simplicity and self-
confidence.
–  Through Work-Out vague cultural slogans were operationalized
and modeled in action.
Why is Neutron Jack now focusing on
people development?
 Does he add value with software
initiatives?
Work-Out People/Leadership Value Added
•  Developing new •  Changing mindsets •  Adding value at
processes, roles and & management multiple levels
relationships style in GE •  Leveraging
•  Leverage •  Commitment to productivity
productivity Crotonville •  Pushing growth -
•  Model new roles •  Co-opt “Session C” Globalization
- Frontline initiative HR process •  Building long-term
•  - Management •  Jack’s personal role capability
coaching model - 50% on
•  Operationalize people issues
culture •  Weed out “Type 4”
- Speed, simplicity,
self-confidence
 Evaluation
•  How do you evaluate Welch's leadership? What is the contribution of his leadership to GE’s
success?
•  What are the examples of Welch’s leadership vs. his management? Please explain your
examples with their reasons. Ex: He was a leader while he was doing…., he was a manager
doing…….etc.
•  How does Welch take on roles of a) noticing the need for change, b) imagining a better
future, taking actions and c) mobilizing others according to the definition of leadership?
•  In which actions does Welch exhibit the types of leadership (Sidle)?
•  If you were Welch, how would you equip yourself for 21st Century? What would you do
differently? Please consider 21st century leaders’ properties.
•  What kind of leadership is needed in your company? a) What are your lessons learned from
Welch that you can apply in your company or in the future? b) What can you do differently in
your company after taking this course?
•  If you designed a leadership development program in your company, which headings would
the program include?
•  What do you realize about yourself and your own leadership after taking the course?
•  What are the two steps you will take to improve your leadership?
 Keep it in mind
“Only three things happen naturally in
organizations:


•  Friction,
•  confusion, and
•  underperformance;
Everything else requires LEADERSHIP!”
Peter Drucker

 Keep it in mind
Private life
Family
Friends
Society
Work
All walks of life requires leadership!
All walks of life feeds and influences our
leadership style.
 Resources and Recommendations
•  Harvard Business Review & Stanford & MIT & Marshall •  İçten Dışa Değişim Teknikleri – Ursula Markham
School of Business, Linda Ginzel – Chicago Boost •  Finding Flow – Dr. Mihaly Csikszentmihaly
School of Business, Michigan Ross School of Business -
Maxim Sytch makaleleri •  The New Sustainability Advantage – Bob Willard
•  Leadership – Stanford University Jeffrey Sachs •  The Tipping Point – Malcolm Gladwell
•  On Becoming a Leader – Warren Benis •  Öğrenen Organizasyon Yolculuğu – Evrim Çalkavur
•  Dönüşüm Yolculuğu – Burhan Karaçam
•  21.YY’da Değişim, Yönetim ve Liderlik – Dr. Mesud
Ünal •  Edelman Trust Barometer
•  Yeni Dünyada Strateji ve Yönetim – Prof. Dr. Arman •  The Leadership Quarterly - Gardner
Kırım •  The Leadership Wheel - C. Clinton Sidle
•  Leadership Challenge – Kouzes Posner •  Competition Demystified - Bruce Greenwald
•  True North – Bill George •  Thinking in Systems, a Primer - Donella Meadows
•  Kendini Aldatma –Arbinger Enstitüsü (İng: Leadership •  Getting to Yes - Roger Fisher, William L. Ury, and Bruce
and Self-Deception – Arbinger Institute) Patton
•  Sitting in the Fire: Large Group Transformation Using •  Man's Search For Meaning - Victor Frankl
Conflict and Diversity, Arnold Mindell •  Tao Te Ching - Laozi, translation by Ron Hogan
•  The Deep Democracy of Open Forums •  The Art of War - Sun Tzu
•  Lean in – Sheryl Sandberg •  http://caglarbadeture.com/liderlik-carki/
•  Leaders Eat last - Simon Sinek •  National Preparedness Leadership Initiative
•  Liderin Takım Çantası – Cem Kozlu •  Harry L. Davis Center for Leadership
•  Leadership is an Art – Max De Pree •  https://sivers.org/ff
•  5. Disiplin – Peter Senge •  İknanın Psikolojisi Robert Cialdini:
•  Leading Change – John P.Kotter https://youtu.be/WzeAuvNBby8
•  Blue Ocean Strategy - Mauborgne & Chan Kim
•  Alan – Lynne McTaggart
•  Şimdinin Gücü – Eckhart Tolle
•  Yaşamın Anlam ve Amacı – Alfred Adler