Center for Leadership and Change
Management, Wharton School
University of Pennsylvania
Annual Spring Research Workshop
April 29, 1999
Room 1020, Steinberg-Dietrich Hall, Wharton School, 8:30 to 5:30 PM
The purpose of the annual workshop is for the center's sponsors, faculty and student
associates to (1) review and discuss on-going and completed research projects conducted by
the faculty and students, (2) help set future research directions with the faculty and
students, and (3) identify ways of converting research on leadership and change into
management practice. It also considers challenges in moving research on leadership and
change into educational programs for developing leaders in both organizations and
classrooms.
| 8:30-9:10 |
Robert House: Some universally effective, some
universally ineffective and some culturally contingent leader behaviors. Bob reports
on his project with more than 170 academic collaborators worldwide that has asked which
leadership qualities transcend cultures and which depend on the national setting. They've
gathered survey data from 16,000 middle managers of 825 companies in 64 countries, from
Albania to Zimbabwe. The companies are drawn from three industries - financial services,
food processing, and telecommunications - and their managers have been asked to the
evaluate whether a number of specific leadership attributes and behaviors enhance or
impede outstanding leadership in their firm. |
| 9:10-9:50 |
Tom Donaldson and Tom Dunfee: Ties that Bind: A
Social Contracts Approach to Business Ethics. Tom and Tom's new book asks: By whose
standards should business be judged? What explains the changing expectations for business
behavior? When should managers go along with the expectations they find in different
cultures? |
| 9:50-10:00 |
Coffee Break |
| 10:00-10:40 |
Anne Cummings and Etty Jehn: The role of team
leadership in the constructive use of conflict for creativity and change. Anne and
Etty describe their on-going research study of team conflict and the productive impact it
can have, if well led and managed, on team performance. |
| 10:40-11:20 |
John Paul MacDuffie and Dan Raff: Inventing
unconventional selling strategies for conventional products. In depth case studies,
John Paul assesses innovative selling strategies among local auto dealers, and Dan Raff
among big book sellers. |
| 11:20-12:10 |
James Dougherty, Barbara Shannon, and Jitendra Singh:
Transforming Sloan Kettering Memorial Cancer Center. Jim (a WEMBA graduate and
deputy-physician-in-chief for Sloan Kettering), Barbara Shannon (MBA graduate and change
leadership consultant), and Jitendra examine the wholesale restructuring of a leading
medical center. |
| 12:15-1:15 |
Lunch Roundtable on Teaching leadership and change: What
works and what does not, with Anne Greenhalgh and Michael London of Management 100
(Leadership and Communication), and Monica McGrath and Ross Webber of Management 652
(Foundations of Leadership and Teamwork). |
| 1:15-2:00 |
Knowledge@Wharton: Mukul Pandya displays and
describes Wharton's new web-site knowledge machine; Mike Useem and David Hess,
and Kristina Wollschlaeger (McKinsey & Co.) report on the joint
McKinsey-Wharton agenda to develop shared content on organizational and leadership topics
for web-site distribution. |
| 1:00-2:40 |
Richard Shell: Bargaining for Advantage:
Negotiation Strategies for Reasonable People. Drawing on case studies from business
and history, Richard's soon to be published book summarizes the current state of social
psychological research on motivation, influence, and persuasion as applied to the
negotiation context. |
| 2:40-3:20 |
Steffanie Wilk and Chip Hunter: Executive careers
and director constituencies. Organizations are more often hiring from the outside,
changing the motivation, commitment, and mobility of managers, and Stephanie explores the
ramifications for executive behavior and firm performance. Companies are also expanding
the placement of union- and employee-nominated directors on boards, and Chip examines how
effective they are in representing the interests of their constituencies and investors. |
| 3:20-3:30 |
Coffee Break |
| 3:30-4:10 |
Judith Rodin: Leadership and Change at the
University. President Rodin describes her initiatives for change within and outside
the University of Pennsylvania. |
| 4:10-4:50 |
Stewart Friedman: The Role of Business Leaders in
Creating and Sustaining Work/Life Change Initiatives. Stew and his colleagues have
developed case studies of six organizations with initiatives for improving both work and
personal life outcomes, with special focus on the role that senior managers play in
driving the change. |
| 4:50-5:30 |
Peter Cappelli: The New Deal at Work: Managing
the Market-Driven Workforce. Peter's new book describes the rise of a more arms-length
employment relationship and the new problems this causes management: investing in the
skills of a more mobile workforce, managing with reduced employee commitment, and
retaining key employees. Lessons for managing these problems are based around the notion
of fundamentally rethinking our model of the employment relationship. |
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