Managing Engineering and Technology

Fifth Edition
Morse and Babcock

Leading Technical People

Chapter 7
Management Functions

Planning

Decision Making

Organizing

Leading

Controlling
Objectives
• Explain the difference between leaders and
managers

• Describe the nature of leadership and its

significance to an organization

• Address the application of servant leadership in

current organizations
If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.

John Quincy Adams

(6th US President)
Leadership
 Managers Versus Leaders
• Managers • Leaders

– A function between the – A relationship between the

manager and managed leader and the led
– Are appointed or emerge
– Are appointed to their
from within a work group.
position.
– Can influence other people
– Can influence people only
and have managerial
to the extent of the formal authority.
authority of their position.
– Do not necessarily have the
– Do not necessarily have skills and capabilities to be
the skills and capabilities managers.
to be leaders.
Leaders and Managers
• Managers – set goals, plan actions, secure
resources, set up structures, exercise control
and getting results (to keep organization
functioning properly and create orderly results)
• Leaders – set vision and direction, create
strategies to achieve vision, conceive actions
steps to accomplish goals, align people and
form coalition, motivate and inspire people to
move forward (to promote future-oriented
changes)
 Managers Leaders

Administer Innovate

Ask how and when Ask what and why

Focus on systems Focus on people

Do things right Do the right things

Maintain Develop

Short term perspective Longer term perspective

Imitate Originate

Are a copy Are original

Characteristics Managers Leaders

Focus Do things the right ways Do the right things

Administration, problem Direction setting
solving
Reconcile differences Creativity and innovation
Seek compromises
Maintain balance of Power
Emphasis Rationality and control Innovative Approach
Accept and maintain status Challenge status quo
quo
Putting out fires Blazing new trails
Targets Goals, resources, Ideas
Structures, people
Orientation Tasks, Affairs Risk taking
Persistence Imagination
Short-term view Long-term perspective 9
Success Factors Tough-mindedness Perceptual capability
Hard work
Tolerance
Goodwill
Analytical capability

Points of Inquiry How and when What and why

Preference Order, harmony Chaos, lack of structure

Aspiration Classic good soldiers Own person

Favor Routine Unstructured

Follow established procedure

Approach with Using established rules Intuitive and empathetic

People
10
Personality Team-player Individualist

Relevance Necessary Essential

Thrust Blend in Stand out

Bring about compromise Lead Changes

Achieve win-win

Mentality "If it isn't broke, don't fix it" "When it isn't broke, this
maybe
the only time you can fix it."

Adapted from Abraham Zaleznik, "Managers and Leaders: Are they

Different?" Harvard Business Review (March-April 1992), and Warren
Bennis, "21st Century Leadership," Executive Excellence, Provo (May 1991).
 Leadership Talents
• Leadership talents are defined as natural
predisposition or recurring patterns of
thoughts, feelings and behaviors that can
be applied productively
• Gallup Organization identified leadership
traits through interviewing of 40,000 top-
tier mangers over 30-year period
 Top Executive Profile
• Ability to work with • Make decision
people • Maintain high standards
• Social poise -- self- • Tolerant - patient
assurance - confidence • Honest and objective
• Considerate of others • Organize time and priorities
• Tactful - diplomatic • Delegate
• Self-control • Create enthusiasm
• Ability to analyze facts, • Persuasive
to understand and • High concern for
solve problems communication
Emotional Intelligence
• All leaders have a high degree of
emotional intelligence
(1) Self-awareness
(2) Self-regulation
(3) Motivation
(4) Empathy
(5) Social Skills
 Emotional Intelligence
Component Definition Hallmarks

Self-awareness Ability to recognize and understand Self-confidence

own moods, emotion, and drives, Realistic self-assessment
well as their effects on others Self-depreciating sense of humor

Self-Regulation Ability to control or redirect own Trustworthiness and integrity

disruptive impulse and moods Comfort with ambiguity
Propensity to suspend judgment - to Openness to change
think before acting

Motivation A passion to work for reasons that go Strong drive to achieve

beyond money or status Optimism, even in the face of failure
Propensity to pursue goals with Organizational commitment
energy and persistence
15
 Emotional Intelligence
Empathy Ability to understand the emotional Expertise in building and retaining
talent
makeup of other people Cross-cultural sensitivity
Skill in treating people according to Service to clients and customers
their emotional reactions

Social Skill Proficiency in managing relationships Effectiveness in leading change

and building networks Persuasiveness
Ability to find common ground and Expertise in building and guiding
teams
build rapport

Source: Daniel Goleman, "What© 2010

Makes a Leader?" Harvard Business Review (Nov.-Dec. 1998).
Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
This material is protected by Copyright and written permission should be obtained from the publisher prior to any prohibited reproduction,
storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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What Could Cause
Engineering Mangers to Fail?
Po litics
N arro w U nce rtainty
Inte re st

Te nse
Kno wle dge Risks
Pe rso nality

Manage rial
Te chno lo gy
Skills So cial
Skills
17
Possible Failure Factors
• Lack of political savvy
• Uncomfortable with ambiguous situation
• Tense personality
• Lack of risk-taking willingness
• Tendency to clinch on technology
• Lack of human relations skills
• Deficiency in management skills and perception
• Not cognitive of manager’s roles and responsibility
• Narrow interest and preparation
 (A) Lack of Political Savvy
• Hate company politics
• Not building personal network - making
friends at the right places
• Uneasy to fit into organizational culture -
strong beliefs, unique value, rigid
principles, and inflexible minds
• Engineering mindset - rational, efficient,
introspective (can be a disadvantage at top)
 (B) Uncomfortable with
Ambiguous situation
• Not comfortable with approximate/incomplete
answers - (1) Not used to the idea of
introducing additional assumptions and make
problems solvable (mental rigidity), (2) Hate
problems with many inaccurate/unknown
factors, (3) Dislike planning with uncertainty
• Avoid using intuitive knowledge, in favor of
cognitive knowledge based on facts and data
(C) Tense Personality
• Never learned to smile
• Unable to say “no”
• Unable to ask for help (personal ego
and pride get in the way)
• Afraid to be wrong
• Tendency to take mistakes personal
(D) Lack of Risk-Taking
Willingness
• Conservative in nature, with low
tolerance to risks, not comfortable of
being “Often wrong, never in doubt”
 (E) Tendency to Clinch on
Technology
• Leaning on technology as a safety net,
being fearful of losing own strong base
• Regarding technology as the only thing
respectful, valuable, intellectually pure
and worth doing, unknowingly disregard
the value being added by other non-tech
functions and activities - ignorance and
arrogance
(F) Lack of Human Relation
Skills
• Limited flexibility and sociability
• Lack of broad-based knowledge and
understanding of non-technical issues
• Being argumentative and righteous
some of the time
• Low level of tolerance and long memory
for unpleasant minor encounters
(G) Deficiency in Management
Skills and Perception
• Not able to work through people and
help others to succeed (fearful of others
being potentially better than themselves
one day)
• Tendency to apply self-imposed ultra-
high standards in appraising employees
• Not able to tolerate poor performance of
others
(H) Not Cognitive of Manager’s
Roles and Responsibility
• Not aware of manager’s duty of adding
value by applying resources effectively
• No understanding of time and effort
requirements of solving people problems
• Lack of background knowledge in finance,
marketing, accounting, economics, best
practices and success factors in industry
(I) Narrow Interests and
Preparation
• Narrow technical viewpoints, lack of
broader vision and business perspectives
beyond technologies
• Not prepared for leadership roles in dealing
with corporate affairs and issues of
regional/national scope
• Not learning continuously (new
technologies, business models and best
practices)
Leaders are Decisive
• “Ready, aim, aim, aim…” A leader is
willing to pull the trigger
• Decisions involve risk
– “You can’t take a run while standing in the
crease”
– Getting a hit only 30% of the time will get you
into the baseball hall of fame – keeping the bat
on your shoulder will not.
• Afridi vs Misbah?
Lead by Example
• Leaders are: • Leaders have:
– Reliable – Integrity
– Tactful – Technical competence
– Calm – Confidence
– Enthusiastic
– Hard-working
– Responsible
 Myth: Leadership is for the
few
• Leadership opportunities abound
• There are not “too many chiefs”
• Professional leadership
• Personal leadership
– Interest groups
– Sports teams
– Local government
– Scouting
Myth: Leaders are born, not
made
• Many types of leadership
• Charismatic natural leader is just one
• Leadership is skill that can be
developed
Myth: Leadership is only
learned by experience
• Leadership can be studied
• Leadership can be
practiced
• Virtually all good leaders
point to a combination of
education and experience
as the source of their
leadership
Myth: Leaders are
authoritarian
• Telling people what to do is not
leadership
• Enforcing rules is not
leadership
• People do things for leaders
because they want to, not
because they have to.
Nature of Leadership
• It is the ability to get people to do (persuade) what
they don’t want to do and like it

• Leader by appointment (power to reward and punish)

– Managers
– Captains
– Chairperson
• Leader by emergence (expertise or referent power)
– Informal leaders
– Even among children
– ‘taking the lead’
Leaders Have Vision
• See the big picture
– Set goals
• See the future
– Threats
– Opportunities
• Formulate and carry out plans to
– Defuse threats
– Take advantage of opportunities
– Achieve goals
Authority
• Formal - based on position or rank
• Reward - the power to reward desirable
performance
• Punishment - the power to penalize poor
performance
• Expert - possession of superior knowledge
• Charisma - people want to follow a leader
Leadership Traits

• Physical qualities
• Personal attributes
• Character attributes
• Intellectual qualities
 Early Leadership Theories
• Trait Theories (1920s-30s)
– Research focused on identifying personal
characteristics that differentiated leaders from non-
leaders was unsuccessful.
– Later research on the leadership process identified
seven traits associated with successful leadership:
• Drive, the desire to lead, honesty and integrity, self-
confidence, intelligence, job-relevant knowledge, and
extraversion.
 Early Leadership Theories
(cont’d)
• Behavioral Theories
– University of Iowa Studies (Kurt Lewin)
• Identified three leadership styles:
– Autocratic style: centralized authority, low participation
– Democratic style: involvement, high participation,
feedback
– Laissez faire style: hands-off management (non-
intervention)
• Research findings: mixed results
– No specific style better
– Employees more satisfied under a democratic leader
Early Leadership Theories
(cont’d)
– Ohio State Studies
• Identified two dimensions of leader behavior
– Initiating structure: the role of the leader in defining his or
her role and the roles of group members
– Consideration: the leader’s mutual trust and respect for
group members’ ideas and feelings
• Research findings: mixed results
– High-high leaders generally, but not always, achieved high
group task performance
– Evidence indicated that situational factors appeared to
strongly influence leadership effectiveness
Early Leadership Theories
(cont’d)
– University of Michigan Studies
• Identified two dimensions of leader behavior
– Employee oriented: emphasizing personal
relationships
– Production oriented: emphasizing task
accomplishment

• Research findings:
– Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction.
 The Leadership/Managerial
Grid
• Leadership/Managerial Grid
• Concern for people
• Concern for production
– Places managerial styles in five categories:
• Impoverished management
• Task management
• Middle-of-the-road management
• Country club management
• Team management
The
Leadership/
Managerial
Grid
 Contingency Theories…
• Hersey and Blanchard’s Situational
Leadership Theory (SLT)
– Argues that successful leadership is achieved by
selecting the right leadership style which is
contingent on the level of the followers’
readiness.
• Readiness: the extent to which followers have the
ability and willingness to accomplish a task
Contingency Theories…
(cont’d)
– Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
• Telling: high task-low relationship leadership
• Selling: high task-high relationship leadership
• Participating: low task-high relationship leadership
• Delegating: low task-low relationship leadership
Contingency Theories…
(cont’d)
– Posits four stages follower readiness:
• R1: followers are unable and unwilling
– Neither confident nor competent

• R2: followers are unable but willing

– Motivated but lack competency

• R3: followers are able but unwilling

– Competent but unmotivated

• R4: followers are able and willing

– Competent and motivated
Hersey and Blanchard’s Life-
Cycle Theory
 Leadership Continuum-
Tannenbaum and Schmidt
• Autocratic (Telling)
– makes decisions with little or no involvement of nonmanagers
• Diplomatic (Selling)
– Makes decisions without consultation but tries to persuade
nonmanagers to accept
• Consultative (Consulting)
– Obtains ideas and uses them in decision making
• Participative (Joining)
– Involves nonmanagers heavily in the decision and may even
delegate completely
 Leadership Continuum-
• 3 types of forces to consider before deciding on
leadership style
– Forces in the manager
• His value system regarding leadership and his own leadership inclinations
– Forces in the subordinate/nonmanager
• Greater delegation can be provided when nomanagers have a need for
independence, ready to assume responsibility, can tolerate ambiguity,
interested
– Forces in the situation
• The type of organization and the amount of delegation common in it, the
experience and success the nonmangers have had in working together as a
group
Servant Leadership
• Practical philosophy which supports
people who choose to serve first,

• Then lead as a way of expanding

service to individuals and institutions.

• Think of a servant leader?

McGregor
Theory X and Theory Y
• Theory X – authoritarian
management style

• Theory Y– participative management

style
 McGregor
McGregor
Theory X Theory Y
• Manager • Manager
– Responsible for all – Shares responsibility
– Controller – Enabler, coach
– Enforcer – Leader
• Workers • Workers
– Unmotivated – Motivated
– Lazy – Hard working
– Dumb – Intelligent
– Uncommitted – Committed
 Leading Change
• Identify the opportunity
• Craft a vision for change
– Based on much input
– Resonates with the group
• Encourage group ownership of the vision
• Develop a plan of action (get input!)
• Carry out the plan
Gender Differences and
Leadership
• Research Findings
– Males and females use different styles:
• Women tend to adopt a more democratic or
participative style unless in a male-dominated
job.
• Women tend to use transformational leadership.
(Motivation and encouragement)
• Men tend to use transactional leadership.
(Reward and punishment)
Leadership Examples
• Prophet Muhammad (saw)
• Khulafa-e-Rashideen
• Jack Welch
• Rudy Giuliani
• Imran Khan
• Bill Gates
• Steve Jobs
 Personality Types
• Myers-Briggs Type Indicator
– Extrovert/Introvert (external/internal)
• How we are energized
– Sensing/iNtuitive (concrete/abstract)
• How we gather and process information
– Thinking/Feeling (what we trust)
• Decision criteria
– Judging/Perceiving (planned/spontaneous)
• How we organize our life
Uses of Personality Typing
• Person-job match
• Identify areas for development
• Anticipating and resolving
conflict
• Promoting diversity
 EXTRAVERSION
INTROVERSION
• How we prefer to
interact with the
world and where
we direct our
energy

© 2010 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
This material is protected by Copyright and written permission should be obtained from the publisher prior to any prohibited reproduction,
storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
Department, Pearson Education, Inc., Upper Saddle River, NJ 07458.
EXTRAVERSION
Focus attention and energy on the
world outside of themselves.

• Talk/act first, think later

• Think out loud - brainstorming
• Communicate with enthusiasm
• Respond quickly – enjoy a fast pace
• Talk more than listen
• Dominate conversations
• Like being the center of attention
EXTRAVERSION
• Know a lot of people
• Have lots of friends
• Are very approachable
• Reveal personal information
• Prefer to work with groups
• Prefer breadth to depth

Motto: READY, FIRE, AIM !!!!!

 INTROVERSION
Focus attention and energy
on the
world inside of themselves.
• Think, then act
• Rehearse things before speaking
• Listen more than talk
• Avoid being the center of attention
• Are energized by spending time alone
• Need to recharge after group
interaction
INTROVERSION
• Keep their enthusiasm to themselves
• May be called shy, cool, aloof
• Like to share with one person
• Irritated by repetition
• Prefer depth to breadth

Motto: READY, AIM, FIRE…

MAYBE !!!
Representation in the
General Population

There are 3 times as many

extraverted preference people in the
population as introverted preference
people.
SENSING
iNTUITION

• The kinds of
information that we
focus on or
naturally notice
SENSING
Concentrate on what can be seen,
heard, felt, smelled or tasted.

• Focus on what is real and concrete

• Take a practical approach
• Value common sense
• If it ain’t broke, don’t fix it
• Like to hear things sequentially not randomly
SENSING
• Are literal in the use of words
• Prefer specific answers to specific
questions
• Rather do something than think about it
• Learn from past experiences
• Like to use and hone established skills
• Like jobs that have tangible results
• Live in the present
 iNTUITION
Naturally read between the lines and
look for meaning in all things.

• Trust inference
• Think about several things at once
• Like figuring out how things work
• Look for interrelatedness rather than
face value
• Value imagination and innovation
• Find the future intriguing
iNTUITION
• Love to fantasize
• Are prone to puns and word games
• Tend to give general answers
• Get irritated when pushed for specifics
• Present information through leaps, in a
roundabout manner
• Are oriented toward the future
Representation in the
General Population

2/3 of the general population has a

preference for sensing while 1/3 has
a preference for iNtuition.
 THINKING
FEELING

• The way that we

make decisions
and come to
conclusions

© 2010 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved.
This material is protected by Copyright and written permission should be obtained from the publisher prior to any prohibited reproduction,
storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
Department, Pearson Education, Inc., Upper Saddle River, NJ 07458.
 THINKING
Prefer to make decisions using an
impersonal approach. Prefer
decisions that make sense logically.
• Able to stay cool, calm, and objective when
others are upset
• Value fairness and truthfulness over popularity
• More firm minded than gentle hearted
• Naturally see flaws and tend to be
critical
 THINKING
• Pride themselves on objectivity
• Are sometimes seen as cold, insensitive,
and uncaring
• More important to be right than liked
• Prefer things that are logical and scientific
• Are motivated by a desire for
achievement and accomplishment
 FEELING
Prefer to make decisions based on
personal values.

• Take the feelings of others into

consideration when making decisions
• Value empathy and harmony – see
the exception to the rule
• Do anything to accommodate
• Naturally like to please others
FEELING
• Prefer harmony over clarity
• Accused of taking things too seriously
• May be seen as overemotional, illogical
and weak
• Will jeopardize own position for others
• Very thin skinned
• Avoid conflict at all cost
• Show appreciation easily
• Are motivated by a desire
to be appreciated
Representation in the
General Population

There are more thinking preference

males in the general population and
more feeling preference females.
 JUDGING
PERCEIVING

• The kind of lifestyle

that we like to lead

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This material is protected by Copyright and written permission should be obtained from the publisher prior to any prohibited reproduction,
storage in a retrieval system, or transmission in any form or by means, electronic, mechanical, photocopying, recording, or likewise. For information regarding permission(s), write to: Rights and Permissions
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 JUDGING
Tend to live in an orderly way and are happiest
when their lives are structured and matters are
settled.
• Work ethic - work first, play later (if there is time)
• A place for everything and everything in its place
• Plan the work and work the plan
• Don’t like surprises
• Keep lists and use them
• Thrive on order
 JUDGING
• Seek to regulate and control life
• Set goals and work toward achieving them on
time
• Can become unraveled if things don’t fall into
place
• Are product oriented
• Derive satisfaction from completing
a project
• See time as a finite resource and
take deadlines seriously
PERCEIVING
Like to live in a spontaneous way
and are happiest when their lives are flexible.

• Are happiest leaving their options open

• Don’t like to plan, prefer to wait and see
• “Play” ethic – enjoy now, finish the job later (if
there is time)
• Depend on last minute spurts of energy to meet
deadlines
• Like adapting to new situations
 PERCEIVING
• Value creativity, spontaneity, and responsiveness
• Change goals as new information becomes
available
• Love to explore the unknown
• Accused of being disorganized
• Are process oriented (emphasis is
on how the task is completed)
• See time as a renewable resource and see
deadlines as elastic
Representation in the
General Population

60% of the general population has a

preference for judging while 40% has
a preference for perceiving.
Dangers of Personality
Typing
• Results of tests may differ depending
on when they are taken
• Putting people into one of 16 (2^4)
neat categories seems overly simple
• Types can become stereotypes
National Science Foundation
Study (2000)
Engineers/Scientists in Management

49%
48%
Percentage (%)

47%
46%
45%
44%
43%
42%
41%
Younger than 35 to 44 45- 54 Older than 55
35
Age
 Success Factors
• (A) Performance - Make sure that each
and every assignment is done well -
“You are only as good as your last
performance.”
• (B) Personality - How one acts and
behaves is important. One should
project a mature, positive, reasonable
and flexible personality
 Success Factors (cont’d)
• (C) Communications Skills - Ability to
communicate is particularly important for
writing concerning readability,
correctness, appropriateness and thought
• (D) Human Relations Skills - Interact with
people to create and maintain acceptable
working relationships, avoid being labeled
“Not working well with people”

85
 Success Factors (cont’d)
• (E) Make Tough Decisions - Take prudent
risks and make the tough plays
• (F) Work Experience - Build up own work
portfolio with diversified experience and
high impact assignments
• (G) Self Control - Stay cool and be able to
withstand pressure and stress, having
high tolerance to frustration
Success Factors (cont’d)
• (H) Technical Skills/Ability - Capabilities
need to be kept marketable
• (I) Health and Energy Level - Take care of
own health and maintain physical vitality
• (J) Personal Appearance - To fit into the
corporate image by following the boss’s
example

87
What Can Engineering
Managers Do Best?
• Apply special technologies in product
design
• Adopt web-based technologies to e-
transform the enterprise
• Select other tools to realize benefits in
operational speed, cost and efficiency
• Develop network partners to advance
supply chains
What Can Engineering
Managers Do Best? (cont’d)
• Innovate ways to customize products
and serve customers better, cheaper
and faster
• Seek and adopt best practices to
manage engineering enterprises
• Employ new technologies and
innovations to add value to all
stakeholders
 Career Strategy for the 21st
Century
• Think, speak, act and walk like an
entrepreneur - entrepreneurial mindset
• Embrace change as an opportunity for
growth, “Eager to stay, yet ready to leave”
• Be visionaries and detail-oriented
• Know own strengths and weaknesses,
• Build alliances and stay connected
 Career Strategy for the 21st
Century (cont’d)
• Avoid specialization in favor of adaptability,
cross-functionality, people skills, and a solid
customer focus, learn fast to do new things or
partner with someone who knows
• Stay professionally active and keep skills
marketable
• Maintain work/life balance - “Earn a living,
make a life”
• (Source: James F. Kacena, “New Leadership Directions,” The Journal of Business Strategy, March/April
2002)

91