Leading Words ~ A Letter From The Director

Leadership has come under fire lately. Home Depot CEO Robert Nardelli has been replaced amid accusations of poor company performance and extravagant personal gain. College football coaches have punctuated the news with declarations of loyalty and steadfast commitment, only to be lured by new and more lucrative opportunities. Headlines decry the questionable ethical decisions made by corporate executives in trade for knowledge and competitive advantage. Recent reports indicate that the next generation of business leaders -- MBA students -- are cheating at an alarming rate (56%) on their academic studies. These examples and others point to a void in leadership as a noble pursuit.

But, this issue of the Leader's Edge is a refreshing voice in the mire of these leadership stories. Here you will find:

As you read this issue, I hope you will think about your own role as a leader, the pursuit you are leading and the people you are developing. Warren Bennis stated, "No leader sets out to be a leader. People set out to lead their lives, expressing themselves fully. When that expression is of value [to others and their communities], they become leaders." Here's to a new year and the new generation of leaders, committed to ethical performance and the improvement of their organizations and communities!

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Mentor Matters: A Research Report by Dr. Melenie Lankau

In today's fast-paced business environment, organizational performance is dependent upon the capability of employees to demonstrate leadership skills and adapt to change. Technical training programs are no longer sufficient for developing employees' skills to be competent in their role in an organization. Individuals often must look to others to learn new skills and keep up with the demands of their jobs and profession. To facilitate the development of these learning relationships, organizations are increasingly utilizing formal mentoring programs.

Mentoring is traditionally defined as a developmental relationship between an experienced employee (the mentor) and a less experienced employee (the protégé). Research shows that workplace mentoring relationships have tangible benefits for the protégés, mentors, and organizations. Protégés experience greater job satisfaction and commitment to the organization, faster promotion rates, and lower intentions to leave the organization than non-protégés. Mentors gain visibility from top management for developing junior organizational members and they also acquire technical information from their protégés and improve their own interpersonal communication skills. Organizations benefit from mentoring relationships since the they provide a forum for socialization, nurture good talent, pass on central values and practices for the effective functioning of the organization, and transmit corporate culture to junior members.

The research on mentoring suggests that many employees do not have access to informal mentors in their organization (informal mentoring relationships are those that initiate naturally between organizational members). Most studies have found that only 25-40% of organizational members report having a mentor in their organization. Instead of taking a backseat approach and hoping that these relationships evolve, many organizations are implementing organizational programs that facilitate the development of these relationships. These programs can range from semi-structured programs where the organization sponsors meetings that bring senior and junior organizational members together to highly structured programs with formal matching criteria, training programs, and reporting requirements on the progress of the relationship. The extent of structure and accountability in a mentoring program depend on the objectives of the program.

How might a company use a formal mentoring program?

1. During mergers and acquisitions

   During this organizational change, employees are often faced with uncertainties regarding roles and responsibilities. Mentors can provide important information regarding changes in organizational structures goals, values, policies and practices.

2. To assist in the targeted development of women and minorities

   Mentoring programs may be needed to provide targeted coaching and support to help women and minorities move into management positions.

3. To enable employee cross-training and process change communication

   Mentoring programs can also be used to cross-train employees in several functional areas so that labor can be more efficiently utilized. In addition, a formal program can support the dissemination of knowledge with respect to new methods of accomplishing work and changes in technology associated with operations.

What are the key characteristics of effective mentoring programs?

1. Voluntary participation

   Formal mentoring relationships tend not to have the same level of intimacy as informal relationships due to the possible lack of chemistry that naturally occurs in spontaneous relationships. However, participants are more likely to have a positive experience if they feel a sense of ownership over the process by volunteering rather than being mandated by their supervisors.

2. A cross-functional pool of potential mentors

   While it may be tempting to assign a direct supervisor to a participant as his/her mentor, potential problems could arise due to jealousy from other employees, concern on the supervisor's part on preparing the protégé to assume his/her job, and lack of requisite skills or knowledge for mentoring. Research suggests that relationships where the mentors are from different functional areas or two levels above the protégé tend to have better outcomes.

3. Interested and motivated protégés

   Not all protégés are equal in their interest and motives for participating in mentoring relationships. Organizational members that are proactive in seeking information from others and achievement oriented are likely to utilize the relationship to the fullest. Research shows that both mentors and protégés will gain more from the relationship when the protégés also assume accountability. In addition, the program should include a "no-fault" exit agreement where mentors or protégés are allowed to terminate the relationship and be reassigned if the current relationship isn't working.

Lastly, there are two important organizational considerations before creating a mentoring program. The first is whether the mentoring program is congruent with the broader set of human resource policies for the organization. In other words, do the organizational culture and reward structures value mentoring behaviors? The second is whether there is commitment to continuous program evaluation. Mentoring programs require careful planning, commitment, and support. Desired results should be explicitly articulated so that they can be measured. Effectiveness can be measured in many different ways and should be tied to specific program objectives. Improvements in job performance of the protégé, job-related attitudes for mentor and protégé, promotion rates of protégés, absenteeism and turnover rates, increases in technical knowledge or skill acquisition, and perceptions of the quality of the relationship are just a few examples.

Mentoring represents an important strategy to address the continuous learning demands of employees in today's organizations. For further information on mentoring or guidance on how to implement mentoring programs, contact Dr. Melenie Lankau, Associate Professor of Management at mlankau@terry.uga.edu.

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Chick-fil-A Joins ILA Partnership Program

Each semester Leonard Leadership Scholars enjoy a corporate site visit where they have the opportunity to hear from a company's top executives about their businesses and the leadership challenges they face. On November 6, they visited the headquarters of ILA's newest corporate partner, Chick-fil-A. Scholars were privileged to meet several of the company's top executives, including Truett Cathy, the founder and CEO of Chick-fil-A.

Despite its booming success, Chick-fil-A is still defined by the same values that Cathy held when he opened the first Dwarf House in 1946. By remaining a privately held company, Cathy has been able to personally guard Chick-fil-A's growth and keep it closely aligned with the company's purpose. A sign of Chick-fil-A's success is its ability to do three times the average fast food sales volume while staying closed on Sundays and continuously giving back to the community through Truett Cathy's WinShape Centre® Foundation.

As a Corporate Partner, Chick-fil-A provides funding and interaction opportunities such as this corporate site visit and externships. Corporate partners receive preferred recruiting opportunities, interaction with leading business thinkers and access to consulting, as well as advertising opportunities.

Welcome Chick-fil-A and thank you for a fun and educational visit!

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UPS Vice President Speaks to Students

"Could you sign here, Mr. Winestock?"

These words, spoken by a brown-clad UPS delivery driver, began the Fall ILA speaker's series featuring Jim Winestock, Senior Vice President at UPS. As a member of the UPS Management Committee, Winestock is responsible for the day-to-day operations in the U.S., including the daily handling of over 14.1 million packages by 384,000 employees.

A native of Greenville, S.C., Winestock began his UPS career as a part-time loader in 1969 and used the Terry College presentation to reflect on his career, to share the UPS story and to discuss the leadership traits he believes are necessary for UPS to meet the challenges of a changing economy.

From his vantage point of serving in various leadership positions across multiple functions, Winestock has experienced much of the company founded in 1907 by Jim Casey. He compared UPS, consistently ranked as one of the most admired companies, to Terry College for its rankings as one of the top business schools.

In the heart of his address, Winestock noted that he expects continued changes in the economic, technological, social and political arenas, due to the unprecedented globalization that is occurring. To address these changes, he offered, will require leadership vision and skill. In particular, he noted that his experience has taught that leadership has less to do with the individual leader and more to do with the collective will and actions of the people in an organization. Thus, he concluded, the new global marketplace needs leaders who are trade literate, sensitive to foreign cultures, conversant in different languages, technologically savvy, capable of managing complexity and ethical.

Much to the delight of attendees, the delivery Winestock signed for at the opening of his session, contained UPS T-shirts.

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ILA Offers International Leadership Program

The ILA is thrilled to offer students in the Leonard Leadership Scholars Program and the L.E.A.D. Certificate Program the chance to study business and leadership in Tanzania, Africa from May 11 - June 3, 2007. This Maymester experience is provided in collaboration with the UGA African Studies Institute and will offer students a chance to explore global leadership issues and the activities of international business organizations. This experience will expose students to the political, economic, social, and cultural realities of Tanzania and its developing economy, while increasing students' appreciation of a person's leadership role in a global society.

ILA Director Dale Gauthreaux and Assistant Director Jennifer Littlefield, will conduct the class in Arusha, Dar es Salaam and Zanzibar. The itinerary includes:

Space is limited for this unique and exciting experience. Applications are due by January 19th and can be found by visiting our website. Apply today!

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Scholars Help Rebuild New Orleans

Martin Luther King Jr. said, "Our lives begin to end the day we become silent about the things that matter." The 2007 Class of Leonard Leadership Scholars is committed to always being clear about the things that matter and never shrinking from challenges concerning them. Silence appears in different forms - ignorance, apathy and inaction - and where it takes root progress and renewal are halted.

The Leonard Leadership Scholars, class of 2007, will help with the rebuilding efforts in New Orleans over the Martin Luther Kind Day weekend. More than a year after Katrina, there is still so much to overcome. So far, less than 20 percent of the city's residents have fully recovered from the hurricane's destruction.

In partnership with "Hands on New Orleans", a well established non-profit organization that provides volunteer service opportunities, participants will work on varied projects - from gutting houses to painting schools. After the work day is over, student-led discussions will capture learnings from these service projects.

The genesis for this project can be found in the stories that have streamed out of New Orleans over the past several months and the impact on everyone's lives. Kelly Sandefer and Lauren Gottung, both members of the 2007 LLSP Executive Team, have family members in the region who were severely affected by the storm. Not responding really wasn't an option.

Thus the trip was conceived and nine students joined together to form the planning committee. Developed as a service retreat, this trip is an opportunity to both serve and reinforce the learning experiences in the Leadership Scholars Program. The committee has spent a great deal of time talking about ways the work and post-Katrina New Orleans can contribute to further leadership development. The themes of civic and personal responsibility, fear and vulnerability, and action and illumination will frame the participants reflection and discussions.

After almost two years of studying leadership, developing skills, and defining personal goals, this trip will provide the opportunity to "walk the talk" and make a difference that matters.

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LEAD Director Gets Promotion & Publication

Congratulations to LEAD Program Director, Dr. Mark Huber on his recent promotion to Senior Lecturer and the publication of his book Information Systems: Creating Business Value.

Written for students of any major, Huber (along with UGA co-authors Craig Piercy and Patrick McKeown) helps readers by beginning with their individual experiences with Information Systems in everyday life and then applies this knowledge to organizations and business partnerships.

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Certificate Program Elects New Officers

At the end of the Fall 2006 semester, the LEAD Certificate Program appointed new officers to serve during 2007. Responsible for planning & implementation of program activities, as well as providing input for program direction, the new officers are:

• President: Carly Creighton
• VP of External Affairs: Amy Fore
• VP of Technology: Elizabeth Elmore
• VP of Communication: Joanna Durfee
• VP of Alumni Relations: Claire Maust
• VP of Administration: Trent Anderson
• VP of Community Service: Kevin Killips
• VP of Special Events: Leleah Robinson

This Executive Board will work with Dr. Mark Huber, LEAD Program Director, to continue the program's valuable learning experiences.

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Edge of the Action ~ Upcoming Activities & Events

The ILA schedule is full of opportunities for leadership development. A few of the highlights include:

February 7 ~ Executive Speaker Series ~ Steve Parrish, Senior Vice President, Corporate Affairs, Altria Group, Inc.

Mr. Parrish is responsible for the Altria family of companies' government relations, communications and corporate contributions. He has led the family of companies' efforts to build bridges to a range of constituencies including health organizations, antismoking groups, civic bodies, the media and government. Mr. Parrish was appointed to his current position in May, 1995.

March 5 ~ LLSP Corporate Site Visit to Shepherd Center in Atlanta

Shepherd Center, founded in 1975 in Atlanta, specializes in the medical and rehabilitative treatment of people with spinal cord injuries, acquired brain injuries, multiple sclerosis and other neurological conditions. The Shepherd Center is currently ranked number 12 among America's Best Hospitals for Rehabilitation by U.S. News.

April 5 ~ LLSP Alumni Reunion

Leonard Leadership Scholars Program first Alumni Reunion will be hosted by the 2007 and 2008 Scholar classes in Buckhead from 6-8pm. Enjoy hors d'oeuvres, reconnect with classmates and spend time with Earl Leonard.

May 11 ~ Maximum Impact: The Influence Index Increasing a Leader's True Value

Maximum Impact is an unparalleled opportunity to hear from several revolutionary leaders whose practical approaches to personal and organizational challenges have made them legendary. Click here for more information!

May 11 - June 3 ~ Maymester in Tanzania

Experience the trip of a lifetime by studying business leadership in several cities in Tanzania. Explore global leadership issues and the activities of international business organizations, focusing on the developing economy of Tanzania. For more information visit the website at www.terry.uga.edu/leadership/maymester/index.html.

June 24-27 ~ Teaching Leadership Workshop

The Institute for Leadership Advancement has designed an innovative workshop targeted at faculty and administrators who will be teaching leadership courses as well as those who simply wish to expand their knowledge of leadership and/or increase the leadership dimension within their management courses.

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~ Special Thanks to our Corporate Partners ~