Contents

Chapter 8: Transformational Leadership............................................................................4

Case 8.1 - Q4: What would you advise Harold to do differently if he had the chance to

return as president of HTE?....................................................................................................... 4

Case 8.2 - Q1: How is this an example of transformational leadership?........................5

Case 8.3 - Q3: Given the problems Rachel is confronting as a result of the growth of

the company, what should she do to reestablish herself as a transformational leader at ICCR?

................................................................................................................................................... 6

Chapter 9: Authentic Leadership........................................................................................7

Case 9.1 - Q3: At the end of the case, Sally Helgesen is described as taking on the

“mantle” of leadership.” Was this important for her leadership? How is taking on the mantle

of leadership related to a leader’s authenticity? Does every leader reach a point in his or her

career where embracing the leadership role is essential?.........................................................7

Case 9.2 - Q1: Would you describe Greg Mortenson as an authentic leader? Explain

your answer................................................................................................................................8

Case 9.3 - Q2: How did critical life events play a role in the development of her

leadership?................................................................................................................................ 9

Chapter 10: Servant Leadership.......................................................................................10

Case 10.1 - Q4: Can you think of someone at a school or organization you were part of

who acted like Mrs. Noble? Describe what this person did and how it affected your and the
school organization..................................................................................................................10

Case 10.2 - Q3: Another characteristic of a servant leader is getting followers to serve.

Who are Paul’s followers, and how did they become servants to his vision?..........................12

Case 10.3 - Q1: What type of servant leader behaviors did Herb Kellher exhibit in

starting the airline? What about Colleen Barrett?...................................................................13

 Homework 3: Frameworks

Chapter 8: Transformational Leadership

Case 8.1 - Q4: What would you advise Harold to do differently if he had the chance to

return as president of HTE?

The short answer to this question is: everything. Starting from having a vision of what

and why needs to be changed and ending with the way to achieve this goal. The case specifies

that, “as a new president”, Harold was motivated to transform the company; the case does not

nonetheless specify which specific problems/issues he was targeting and why his

transformation would have been beneficial to the case.

- First, as a consultant to Harold/HTE company, I would start with “Why” and what is

the goal of the transformation. The case does not provide the details, but it seems

that Harold transformation activities only led to confusion and feeling of loss among

employees. Apparently, he was changing the process, which were working better

before the change. This often happens when new management tries to perform

changes for the sake of changes. This is a bad idea and often leads to the same

results as in the case of Harold;

- Secondly, I would advise Harold – based on his defined goals of the transformation –

to focus on better understanding different impact groups and stakeholders. As a

result, he would have been able to orchestrate the change with much bigger positive

and meaningful impact.

 Case 8.2 - Q1: How is this an example of transformational leadership?

While the features of transformational leadership are quite broad encompassing many

virtues: starting from idealized influence, to inspirational motivation, to individualized

consideration and intellectual stimulation, the behavior of Dr Cook exhibited the

transformational leadership as evidenced by the result of the group behavior:

- With his approach, Dr Cook managed to develop the desired attitudes in his group

and stimulate change in their behavior for a positive outcome of the expedition.

- Dr Cook started from the realization of his diverse group individual differences, all of

whom come “with different agenda, different skills and work habits” (which is also

strength to his expedition, but may require different approach);

- As a transformational leader, he managed to motivate, bond and empower this

diverse group of individuals to achieve the best outcome, based on their individual

strength via:

o Having an open talk with them and providing a possibility to speak up and

share their doubts/opinions;

o “breaking the ice” within the team and sharing past working experiences in

the light form of anecdotes, which sets up a more friendly, collaborative and

open atmosphere;

o Empowering the group to accomplish the work, emphasizing on the shared

responsibility on the outcome and independence in the way they were willing

to accomplish their tasks.

 Case 8.3 - Q3: Given the problems Rachel is confronting as a result of the growth of the

company, what should she do to reestablish herself as a transformational leader at ICCR?

As a transformational leader, since the start of the ICCR, Rachel managed to build a

model she believed in (credible science backed with cost-effective clinical trials) which was

channel to the employees and empowered /nurtured them in the daily work. Rachel has built

and led transformation in the ICCR via being inspirational motivator to her “followers” driven by

the shared understanding of the good their company brings (internally and externally),

providing room for the employees to be innovative and try new things and via exhibiting

individual consideration for her employees concerns (work related/ private).

With the maturing and growth of the ICCR, Rachel unwillingly distanced from the day-to-

day operations, which previously allowed her to be in the driving seat of the transformational

leader. Though it is always much easier to theocratize in an abstract case than in the reality, in

this specific case, I would have several consideration to answer the question:

- The growth of companies are inevitably linked to a different level of management

abstraction and involvement in a day-to-day operations compared to start ups.

- Considering the above fact, Rachel needs to choose her priorities: focusing on

growth, marketing and external communication or on the internal processes and

change. Trying to be both is admirable but is difficult to achieve by one individual.

My advise to Rachel would be to delegate / outsource activates which consume her

time (travel/ growth / expansion) and focus more (as she used before) on the

strategic priorities of the company and help her Heads to align .

 Chapter 9: Authentic Leadership

Case 9.1 - Q3: At the end of the case, Sally Helgesen is described as taking on the

“mantle” of leadership.” Was this important for her leadership? How is taking on the mantle of

leadership related to a leader’s authenticity? Does every leader reach a point in his or her career

where embracing the leadership role is essential?

This is a multilayered question, which is basing itself on the disputable assumption that

Sally took on the “mantle of leadership”. We can see from the case that Sally definitely became

popular and renowned for her books where she shared her own perspectives on the roles of

women in the workplace:

- Does it mean she got followers? From the case, we see that her books were popular

so there were people enjoying her books and seeking her advice. It is disputable that

all those people can be named followers. The simples example I can give is my own: I

do not consider myself a follower of a person if I enjoy getting their views on specific

topics and then drawing my own conclusions based on a good sampling of different

views;

- Does the popularity of a person and having followers mean that all popular people

are leaders? From my perspective: no. Popularity implies responsibility as the person

can be looked at as an example. But it in no way means that the popular person is a

“leader”.

- Leadership in my opinion is a more conscious act, which among other things includes

the agenda, a goal and responsibility for those who follow. None of the above is

present in the case. I think that Sally reached a point of leadership to her own self,
 rather than leadership in a more broad understanding. This in my view, is a very

positive development and an indicator of personal maturity and of her own as a

professional. It is her choice now if she would like to become a leader in a broader

sense, which most importantly will imply responsibility for the followers and

shaping the impact she wants to achieve with her leadership.

Case 9.2 - Q1: Would you describe Greg Mortenson as an authentic leader? Explain your

answer.

Central to me in answering the questions would be a very good understanding of the

actual case and whether fraud had its place or not. If the case of fraud really taking place and

Greg “personally profiting” by misusing the donations, there is no question for me. In such a

case, he can’t be considered a leader, especially an authentic leader.

If the use case nonetheless wants us to believe, that the conclusion of investigation was

unfair and Greg’s conviction was unjust, I tend to agree, that Greg exhibited traits of an

authentic leader (being purposeful, value-centric, self-disciplined and compassionate):

- It took Greg a “monumental effort” to keep his promise to build a school for the

village where he was treated, which emphasizes on his self-discipline, determination

to the goal with broad impact for public good and purposefulness to help the village;

- We can assume, that it took no less efforts to build the CIA and consolidate more

funds to build more schools in Central Asia;

- His efforts were value-centric and compassionate, as (provided we believe that he

did not have a wrongful personal benefit), his activities focused on a value shared by
 many people: providing education in regions where children don’t have good access

to education, especially girls.

Case 9.3 - Q2: How did critical life events play a role in the development of her

leadership?

The critical events described in the case evidently shaped Betty as a person and

developed her as an impactful leader. This case provides an evidence how life events can put a

person into the shoes of a leader even without an intent, however due to a coincidence of

circumstances and personal traits, a person becomes in a position of a leader, whose behavior

impacts other people’s lives:

- As a wife of a president, the actions of Betty on one hand side were under much

more scrutiny than any mortal would ever be entitled to (which implies a certain loss

of privacy) and on the other hand, this visibility provided her with a platform to

reach out to people and promote her views with a much bigger impact.

- It is up to a person to decide how one would be willing to use the given opportunity

and chose a role. Betty definitely had a stamina to use the opportunity and speak up

for women rights and raise “uncomfortable” and controversial topics for that time.

Being driven by personal values and being ready to face the public backlash for the

unpopular views depict her as a leader in my opinion.

- Betty also turned her vulnerability as an alcoholic / drug addict and own sickness

into possibility to spread awareness about female breast cancer and substance

abuse, which was more of a taboo in public discussions back at the time. We can

assume that her bravery and “leading by example” in this case helped other
 women not to feel isolated when facing such a difficult phase of life and lifted public

condemnation from topics which should rather be treated with compassion.

Betty’s example is an example of an authentic leadership as in my opinion, leadership is

more linked to altruism than business and everyone can be a leader of their own scale by

leading by example and helping others.

Chapter 10: Servant Leadership

Case 10.1 - Q4: Can you think of someone at a school or organization you were part of

who acted like Mrs. Noble? Describe what this person did and how it affected your and the

school organization.

While attending a regular school in one of the south-east industrial cities of Ukraine, I

had limited access to good quality educational material. However, when I was in the 9 th grade

(out of 11 in Ukraine), some volunteers were scouting through Ukrainian schools and inviting

students to get tested in order to get selected for a program called “USA/USA program”. Little I

knew back then what the program was about and how much impact it will have on me; my

expectations were quite grounded: 10 day camp with volunteers from the US to study English.

The program itself, was founded by a American physician of a Ukrainian origin in early 90-ies,

Harvard university graduate, and was based purely on his own enthusiasm and enthusiasm of

former participants, who volunteered each year to scout in Ukraine and find students. The

selected 10-12 students were then provided by high quality educational material to conduct

self-study, which could ultimately enable them to get access to international education. This

was the ultimate goal and mission of the founder. He wanted – with the limited financial and

time resources that he had – to open possibilities to those who would otherwise not have such
a possibility. I admire the humbleness and commitment of the founder as well as the impact of

his program.

The information about the test was openly available and not withheld. Unlike other

educational programs existing in Ukraine at the time, where one would need to be privileged

either with connections or money or access to be able to participate, this one had 0 barrier to

entry for me: I just needed to show up. Volunteers who had little personal interest in falsifying

the result conducted the tests.

As I was genuinely interested and motivated, I went there and passed with no prior

preparation what I later got to know was an SAT test. A tests, which can be difficult even if one

prepares for it, but more so, when one does not have a clue about what it is. I was happy to

become one of 10 students selected that year from all over Ukraine. The program did not imply

any fancy or costly trainings: we have spent around 10 days with former participants of the

program in a pretty basic camp, where they shared their hacks on acing English language and

most useful materials, which can scale up one’s abilities to learn English and thus increase

chance for international experience.

Despite it may seem non-material, the impact for me as an individual was immense.

Even though what I achieved in my life so far is comparatively non-substantial in a global scale

of things, I am not sure if that would have ever been possible without that pivotal summer,

which:

- Opened access to me to free of charge books and I could learn language at a level

that was not known to me or teachers at my school back then (even at the university

later);
 - Opened eyes for opportunities existing beyond iron ore mining city in Ukraine;

- (Through struggle and pain), but helped me grow personally, building resilience and

determination;

- Matched me with like-minded peers, which was also very helpful in building my

plans for future and develop in the direction that I wanted;

- Gave me the tools to be able to shape my future, rather than being shaped by my

circumstances.

While human potential is unlimited and one can always argue that it’s possible to

achieve more, I consider the impact of that program was crucial.

Access to education is vital. It may be seen as a universal right but while many people

don’t have access to it, I admire everyone who contributes to changing it for better and makes

difference through individual efforts.

Case 10.2 - Q3: Another characteristic of a servant leader is getting followers to serve.

Who are Paul’s followers, and how did they become servants to his vision?

Paul success in growing the PIH is related to the public good that it brings and is in a big

part attributed to not only his efforts and dedication but also to that of his stuff. As a leader, he

managed to scale up his initial project from program focusing on Haiti to an organization with

13,600 employees and facilities in 8 countries of the world.

While “followers” and “servants” have a negative and arrogant connotation from my

perspective, I think Paul succeeded as a <servant> leader. He managed to convert his

stakeholders (government, officials, sponsors, employees and “clients”) into followers via (from

my understanding based on the case content) being genuinely committed to his altruistic goal of
helping poor and deprived people, behaving ethically and creating value for the communities

where PIH operates. I am sure it was not an easy journey: to build trust, motivate local

stakeholders and employees, overcome rigidities and administrative hurdles. However, I believe,

that the success of his initiatives proved him as a reliable partner for others to continue

supporting PIH, which led to its global success and ultimately his followers turning into

committed followers, serving the idea and mission of the PIH: either by donating money, or

supporting locally, or scaling up initiatives on the ground.

Case 10.3 - Q1: What type of servant leader behaviors did Herb Kellher exhibit in

starting the airline? What about Colleen Barrett?

The distinguishing feature of the servant leadership is that servant leaders put “the good

of followers over their own self-interest and emphasize followers development”. Both Herb and

Collen seem to share this feature in how they behaved in professional environment:

- At the core of their enterprise was a motto that have put nurtured empathetic

behavior in their staff towards clients as well as the employee-centric culture inside

of the organization. Not surprisingly, the employees, whose interests are respected

and addressed by the company, puts effort into nurturing the same principles in their

own work which has a positive spillover into the attitudes with clients, evidenced by

the flight attendant behavior in the plane with children who were hungry. They have

conceptualized the core values and knitted them into the everyday company

operations.

- By “involving associates at every step” and investing into “happy and motivated

workforce” they contributed to empowering their employees, help them grow and
succeed as well as involve them into creating value for the community. The last is

evidenced by the example of the flight attendant behavior as well as a statement

from the case, comparing Southwest Airlines to other airlines as the one, where

customers are more loyal as the company brings more value to them.