Events
Leadership and Strategy Series
The series aims to explore and consider
new and existing leadership beliefs and approaches, to enable
the Public Service to address the governance and policy challenges
ahead. It will promote wider sharing of leadership experiences
and the tacit leadership knowledge amongst public sector leaders,
and also pave the way for new insights on fresh approaches
needed for leadership. This will pave the way for us to better
distill, articulate and codify our key leadership principles,
practices and lessons.
 Professor Francis Flynn
24 August 2010
Lecture on "Motivating People in Lean Times"
Leaders must motivate their employees to work hard, in ways that advance the mission of their enterprise. To this end, managers typically rely on “carrots” (pay, bonuses, perks) as means of motivation. In today's increasing competitive and cost-conscious environment however, the number of carrots that companies have at their disposal is rapidly dwindling. Now managers must somehow learn to motivate their employees with other, more cost-effective, means.
In this session, you will learn about alternative “psychological levers” that can help build employee motivation—tools that truly motivate employees without excessive spending. We will discuss a framework for thinking about “intrinsic motivation” and consider exemplars from successful organisations that have used these psychological principles to rethink and improve their own motivational strategies.
Professor Francis Flynn’s research focuses on interpersonal relations in organisations. In particular, he studies psychological issues that most managers confront on a regular basis (motivation, decision making, influence). His work bridges the fields of management and social psychology, leading to scholarly as well as practical insights on organisational life.
About Professor Francis Flynn
Professor Flynn is a winner of multiple teaching awards and focuses his teachings on leadership issues particularly how young managers can learn to navigate complex political environments and build interpersonal influence. He has worked for the Department of Commerce in the International Trade Administration, the Institute for Business and Economic Development, and the Institute for Urban and Regional Development.
Professor Flynn has also provided executive education for various companies, including Cisco, Johnson & Johnson, Standard & Poor’s, Ixis Financial, and M&T Bank, training that focuses on improving employee decision making and interpersonal leadership skills. Professor Flynn’s research investigates issues of employee cooperation, diversity in work groups, and leadership in organisations. His recent work considers how employees can develop healthy patterns of cooperation and whether the influence of gender stereotypes on workplace dynamics can be mitigated. His scholarly articles appear in more than a dozen publications that span the fields of management and social psychology.
Professor Flynn currently sits on the editorial boards of Administrative Science Quarterly and Academy of Management Journal and is a member of the Academy of Management and the American Psychological Association.
 Professor Adrian Furnham
25 June 2010
Lecture on "The Elephant in the Boardroom — The Causes of Leadership Derailment"
A surprising large number of leaders and senior managers fail and derail. One paradox is that the very characteristics that often help managers climb the corporate ladder are exactly those which cause their failure. Prof Furnham will then discuss how to prevent management failure in the selection phase (by considering the issue of select out, rather than select in), the development phase (using mentors), and the production phase (by having good corporate governance). Various examples will be discussed, including the Icarus Syndrome which is related to the failure of high flyers.
In this lecture, Prof Furnham will share how some potentially great leaders get appointed but then fail and derail. Prof Furnham will also share how to spot the signs, as well as the factors that lead to derailment.
About Professor Adrian Furnham
Professor Adrian Furnham is a British organizational and applied psychologist, management expert and Professor of Psychology at University College London. In addition to his academic roles, he is a consultant on organizational behaviour and management, writer and broadcaster.
Professor Furnham is a Fellow of the British Psychological Society and is on the editorial board of a number of international journals, as well as the past elected President of the International Society for the Study of Individual Differences. He is a founder director of Applied Behavioural Research Associates (ABRA), a psychological consultancy. He has been a consultant to over 20 major international companies with particular interests in top team development, management change performance management systems, psychometric testing and leadership derailment.
Professor Furnham has written over 700 scientific papers and 57 books. He has lectured widely abroad and held scholarships and visiting professorships. He has also been a Visiting Professor of Management at Henley Management College and has recently been made Adjunct Professor of Management at the Norwegian School of Management (2009).
Since 2007, Professor Furnham has been nominated by HR Magazine as one of the 20 Most Influential people in HR. In 2009, he was nominated by HR Magazine as the 7th Most Influential Thinker.
Lecture Notes
Performance and Talent Management: Insights for Tomorrow’s Workplace
Professor Francis Flynn
26 August 2009
Professor Francis Flynn is a winner of multiple teaching awards and focuses his teachings on leadership issues particularly how young managers can learn to navigate complex political environments and build interpersonal influence. He has worked for the Department of Commerce in the International Trade Administration, the Institute for Business and Economic Development, and the Institute for Urban and Regional Development.
Prof Flynn has also provided executive education for various companies, including Cisco, Johnson & Johnson, Standard & Poor’s, Ixis Financial, and M&T Bank, training that focuses on improving employee decision making and interpersonal leadership skills. Professor Flynn’s research investigates issues of employee cooperation, diversity in work groups, and leadership in organisations. His recent work considers how employees can develop healthy patterns of cooperation and whether the influence of gender stereotypes on workplace dynamics can be mitigated. His scholarly articles appear in more than a dozen publications that span the fields of management and social psychology.
Professor Flynn currently sits on the editorial boards of Administrative Science Quarterly and Academy of Management Journal and he is a member of the Academy of Management and the American Psychological Association.
Lecture Notes
New Governance and Public Administration—A Dynamic Synthesis
Jocelyne Bourgon
30 June 2009
Notes from Mme Jocelyne Bourgon's Lecture
Strategic Thinking and Decision-Making
Professor Michael Useem
25 June 2009
Michael Useem is William and Jacalyn Egan Professor of Management and Director of the Center for Leadership and Change Management at the Wharton School, University of Pennsylvania.
Professor Useem has completed several studies of corporate organisation, ownership, governance, restructuring, and leadership. He is author of The Go Point: When It’s Time to Decide (Crown Business/Random House, 2006); the co-author and co-editor of Upward Bound: Nine Original Accounts of How Business Leaders Reached Their Summits (Crown Business/Random House, 2003); the author of Leading Up: How to Lead Your Boss So You Both Win (Crown Business/Random House, 2001), The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All (Random House, 1998), Investor Capitalism: How Money Managers Are Changing the Face of Corporate America (HarperCollins, 1996) and Executive Defense: Shareholder Power and Corporate Reorganization (Harvard University Press, 1993); co-author of Change at Work (Oxford University Press, 1997) and Turbulence in the American Workplace (Oxford University Press, 1991); co-editor of Transforming Organizations (Oxford University Press, 1992); co-author of Educating Managers (Jossey-Bass, 1986); and author of The Inner Circle: Large Corporations and the Rise of Business Political Activity in the U.S. and U.K. (Oxford University Press, 1984).
Prof Useem has presented programmes and seminars on leadership and change with many organisations, such as Accenture, Coca-Cola, Federal Executive Institute, Hewlett-Packard, IBM, ICICI Bank (India), Nokia, Petrobras (Brazil), Securities Association of China, Singapore General Hospital, the U.S. Department of Justice and the World Economic Forum.
He has also consulted on governance with Fannie Mae, HealthSouth, Tyco International, and other companies; and on organisational development and change with the U.S. Agency for International Development, U.N. Food and Agriculture Organization, Organization of American States, and other agencies in Latin America, Asia, and Africa.
Prof Useem’s university teaching includes MBA and executive-MBA courses on leadership and change management, and he offers programmes on leadership, teamwork, governance, and decision making for managers in the U.S., Asia, Europe, and Latin America. He also edits the monthly electronic bulletin, Wharton Leadership Digest. He holds a B.S. from the University of Michigan and a M.A. and Ph.D. from Harvard University.
Lecture Notes
Trends in Talent Management, Retention
and Leadership Development
Dr
Michael McGrath
1 June 2007
Dr Michael McGrath is an Adjunct Faculty member in Executive
Education at the University of Michigan Graduate School of
Business with over 25 years of experience in executive and
organisational development. He will conduct an exclusive closed-door
Roundtable, focusing on talent management, retention and leadership
development within the Public Sector.
Transformation Leadership: Australia's Networked Government
Experience
Dr
Peter Shergold
30 April 2007
Dr Peter Shergold has been Secretary of the Department of
the Prime Minister and Cabinet (PM&C) in Australia since
February 2003. This position is similar to that of the Head
of Civil Service in Singapore. Under Dr Shergold's leadership,
the Australian Public Service (APS) has built up its capacity
to deal with complex, cross-cutting issues. The PM&C has
reoriented itself into an effective taskforce to coordinate
key projects with other Departments, promote innovative policy
solutions, and ensure effective service delivery. Some of
PM&C's recent projects include the review of Australia's
energy policy, access to water, emissions trading, and counter-terrorism.
PM&C has also taken on the role of monitoring policy delivery
across government agencies.
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