BOSTONUNIVERSITY

SCHOOLOFEDUCATION

Dissertation

LEADERSHIPTRAINING,LEADERSHIPSTYLE

ANDORGANIZATIONALEFFECTIVENESS

by

CHERYLA.BOND

B.S.,SalemStateCollege,1977
M.Ed.,BostonUniversity,1985
C.A.G.S.,BostonUniversity,1995

Submittedinpartialfulfillmentofthe

requirementsforthedegreeof

DoctorofEducation

2007

FirstReader

SecondReader

ThirdReader

Approvedby

MaryH.Shann,Ph.D.
ProfessorofEducation

DouglasT.Hall,Ph.D.
MortonH.andCharlotteFriedmanProfessorinManagement

CaroleK.Barnett,Ph.D.
AssociateProfessorofManagement
UniversityofNewHampshire,
WhittemoreSchoolofBusiness&Economics

Acknowledgements

HeartfeltthanksareinorderforthemanypeopleIcametothinkofas

TeamCheryl.First,tomycommitteemembers,Dr.Shann,Dr.Barnett,and
Dr.Hall,thankyouforyourhardworkandsupport.Dr.Shann,Iespecially
appreciateyourwillingnesstotakeonaprojectinasubjectareaoutsideyour
comfortzone.Itisatestamenttoyourabilityasaresearcherandyour
dedicationasaneducator.

ItismyprivilegetoworkinanorganizationlikeBAESystemsleadbythe

incomparableWaltHavenstein.Notmanypeoplehavetheopportunitytowork
foratruetransformationalleader.Iamfurtherindebtedtothemembersofthe
IDSLeadershipTeamfortakingthetimetoshareyourstoriesandinsights.

ThankyoutomypalsatBAESystemsforyourtechnicalandemotional

support.Louann,Gerri,Mona,Joyce,Joanne,Lisa,Kathy,Nikki,Jen,Amyand
Traceyyouarethebest!

TomyfriendsandcolleaguesatPranskyandAssociates,thankyoufor

teachingmethePrinciples.Youchangedmylifeandtaughtmehowtodothe
sameforothers.WeareallblessedtohavecrossedpathswithSydBanksandto
havehadtheopportunitytobetouchedbyhiswisdom.

ii

MomandAili,thanksforneverdoubtingthatIwouldgettotheendof

thisjourneyandforsendingthoseencouragingcardswhenIneededaboost.
Mary,myBFF,thanksforalwaysbeingthereforme.Cindy,Arthur,Val,
Charlie,andthecircleoffriendswhoaretheheartofTeamCherylwhat
wouldIhavedonewithoutyou!

IdonthavethewordstothankthetwoveryspecialRichardsinmylife;

thebestbossintheworld,DickBozoian,andmydevotedhusband,RicRawson.
Dick,onetimeinoneplace,youmadeithappen.Iwroteaboutit,butyoudidit.
Ric,33yearsagoyousawsomethinginmethatnooneelselookedhardenough
tofind.Withoutyourunconditionalloveandencouragement,Iwouldnever
havecomethisfar.Yourloveisthefoundationofmylife.

Thankyoutoyouall!

iii

LEADERSHIPTRAINING,LEADERSHIPSTYLE
ANDORGANIZATIONALEFFECTIVENESS
(OrderNo.)

CHERYLA.BOND

BostonUniversitySchoolofEducation,2007

MajorProfessor:MaryH.Shann,Ph.D.,ProfessorofEducation

ABSTRACT

ThereisawelldocumentedshortageofcompetentleadersinAmerican
corporationstodaydueinparttothefactthatleadershiphasbeentraditionally
conceptualizedasanindividuallevelskill.Accordingly,developmentis
believedtooccurprimarilythroughtrainingtoimproveindividualskillsand
abilities(Day,2000).Theseapproacheshavefailedtoseethatleadershipisatits
essenceacomplexinteractionbetweenthedesignatedleaderandthesocialand
organizationalenvironment(Fiedler,1996).Corporateeducatorsneedto
recognizethisinteractionandbegintofocusonholistictrainingand
developmentmodelsthataddresstheinterpersonalandsocialleadership
behaviorsrequiredforfuturesuccess.

Thepurposeofthisstudywastoexploretherelationshipbetweena

iv

relativelynewkindofleadershiptrainingbasedontheHealthRealization/State
ofMindunderstandingandorganizationalperformance.Itwasamixed
methodsdesignincorporatinginterviewswithanumberofleadersfroma
particularbusinessareaintheorganization,workenvironmentsurveys,
employeeopinionsurveys,andorganizationalperformancemeasures.

Ananalysisoftheresultsshowedthatthebehavioroftheleadersdid

indeedchange,buttheleadersattributedthosepositivechangestoa
combinationoftheleadershiptraining,theinfluenceofatransformational
leader,andashiftintheculturalnormsthatimprovedtheworkenvironment.A
comparisonoftheemployeeopinionandworkenvironmentsurveysshoweda
noticeabledifferenceinthequalityoftheworkenvironmentandoveralljob
satisfactionbetweenthesubjectbusinessareaandtherestoftheorganization.
Theorganizationalperformanceindicators,sales,income,andcostofpoor
qualityindicatedimprovementsaswell.

TABLEOFCONTENTS

Chapter1:INTRODUCTIONANDSTATEMENTOFTHEPROBLEM.....

BackgroundoftheStudy .........................................................................

BackgroundoftheResearcher ..........................................................

RationaleandSignificance.......................................................................

PurposeoftheStudy ................................................................................

OutlineoftheStudy..................................................................................

Chapter2:LITERATUREREVIEW ...................................................................
7

7
Training,Development,andLeadershipEfficacy................................

TransformationalLeadership.................................................................. 12
HealthRealization/StateofMind ...........................................................

19

HistoryofStateofMind/HealthRealization...................................

22

WilliamJamesLectures ...................................................................

28

PositivePsychologyandResiliency.................................................

32

Chapter3:RESEARCHMETHODS ..................................................................

36

ResearchGoals...........................................................................................

36

ResearchQuestions................................................................................... 37
ResearchSite ..............................................................................................

vi

37

ParticipantSelection .................................................................................

39

MethodsofDataCollection .....................................................................

39

QualitativeDataAnalysis........................................................................

40

QuantitativeAnalysis...............................................................................

42

Validity ....................................................................................................... 42
Chapter4:RESULTS............................................................................................

44

InterviewThemes......................................................................................

44

WalterP.Havenstein.......................................................................

45

IdealizedInfluence ...............................................................

46

InspirationalMotivation .....................................................

51

IntellectualSimulation ..........................................................

59

IndividualizedConsideration...............................................

61

StateofMindLeadershipTraining..................................................

64

StateofMindValues ...........................................................

69

IncreasedSelfAwareness ....................................................

73

IncreasedOtherAwarenessandEmpathy ..........................

74

WorkEnvironment ..........................................................................

78

ClusterofInfluences ......................................................................... 81
DifferentPointsofView ..................................................................
vii

84

WorkClimateandEmployeeOpinionSurveys ...................................

89

IDSClimateSurveys .......................................................................

89

BAESystemsEmployerofChoiceSurvey.......................................

94

CompanyPerformanceData ...................................................................

97

Chapter5:DISCUSSION..................................................................................... 101
Findings ...................................................................................................... 101
ResearchQuestions.......................................................................... 102
ChangesinLeadershipBehavior...................................................... 103

StateofMindLeadershipTraining.................................................. 105
HavensteinsLeadershipStyle......................................................... 107

WorkEnvironment .......................................................................... 109

OrganizationalPerformance............................................................ 110

LeadershipTrainingandDevelopment ........................................... 111

TransformationalLeadership ........................................................... 112
HealthRealization/StateofMind .................................................... 113

LimitationsoftheStudy........................................................................... 114
RecommendationsforFutureResearch................................................. 116

ImplicationsforAppliedSettings........................................................... 117
AppendixA:IntervieweeDemographics......................................................... 119
viii

AppendixB:InvitationandInformedConsent............................................... 120
AppendixC:InterviewQuestions..................................................................... 122
AppendixD:TheMeerkatStory........................................................................ 124
AppendixE:BigBlueArrows ............................................................................ 125
AppendixF:FlyboyPoster ................................................................................. 126
AppendixG:ConceptofOperations................................................................. 127
AppendixH:StateofMindandBusinessSuccess .......................................... 128
AppendixI:StateofMindExecutiveInstitutes............................................... 129
AppendixJ:PresidentsTourBrochure ............................................................ 132
References .............................................................................................................. 133
Vita .......................................................................................................................... 138

ix

ListofTables
Table1:TransactionalandTransformationalLeadershipBehaviors........... 14
Table2:AlignmentofIDSLeadershipBehaviorwiththeSOMValues ......

77

Table3:MeanScoresfromSelectedDimensionsoftheIDSPulsingSurvey

92

Table4:2004BAESystemsEmployeeOpinionSurvey:PercentPositive

ResponsesforSelectedQuestions..............................................................

96

ListofFigures
Figure1:MediatingEffectsonLeadershipTrainingandOrganizational

Performance .................................................................................................

Figure2:BAESystemsOrganization19902005..............................................

38

Figure3:TrendsinIDSSales..............................................................................

99

Figure4:TrendsinIDSIncome .........................................................................

99

Figure5:IEWSAnnualizedVoluntaryTerminations..................................... 100

xi

Chapter1
INTRODUCTIONANDSTATEMENTOFTHEPROBLEM
BackgroundoftheStudy

Beginninginthelate1990s,anumberofchangesoccurredatacompany

thenknownasSanders,ALockheedMartinCompany.Manyseniorexecutives,
includinglongtimepresident,Dr.JohnKreick,retiredorresigned;thecompany
wassoldtoBritishownedBAESystemsplc.;anewmodelforleadershiptraining
anddevelopmentwasimplemented;atransformationalleadernamedWalt
Havensteinbecamepresident;andthenationaltragedyonSeptember11,2001
changedcommitmentandfundinginthedefenseindustry.Duringthis
tumultuoustime,organizationalperformanceimproved,andemployeeopinion
surveysshowedhighlevelsofjobsatisfaction.Thecultureappearedtohave
changed,aligningleadersandemployeesalikeinarenewedcommitmenttothe
ultimatecustomer(thewarfighter)andtoasetofinterpersonalbehaviors
knownastheStateofMind(SOM)values.
BackgroundoftheResearcher
Asaninternalorganizationaldevelopmentconsultant,theresearcherwas
abletoobservethesechangesinleadershipbehavior,employeemorale,and
businessperformanceandbecamecuriousaboutthepossiblerelationships
1

betweenStateofMind(SOM)leadershiptraining,leadershipbehaviors,and
businesssuccess.
RationaleandSignificance
ThereisashortageofcompetentleadersinAmericancorporationstoday.
Ina1997ConferenceBoardsurvey,91percentofCEOssurveyedrated
leadershipacriticalsuccessfactorforglobalgrowth;however,onlyhalfofthe
surveyrespondentsratedtheircompanysleadershipstrengthaseithergoodor
excellent(Csoka,1998).Responsesfromthe4,500leadersandhumanresource
professionalsreportedintheDevelopmentDimensionsInternational(DDI)2006
2006LeadershipForecaststudyindicatedthat3outof10leadersfailto
demonstratethekeyqualitiesnecessaryforeffectiveleadership(Bernthal&
Wellins,2006).Althoughcorporationsspendanestimated$250billionannually
onexecutivedevelopment(Cherniss&Goleman,2001),onlyonethirdofthe
respondentsinthe2001ConferenceBoardsurveyratedtheircompanys
leadershipcapacitytomeetbusinesschallengesasexcellentorgood(Barrett&
Beeson,2002).
Leadershiphasbeenwidelystudiedoveralongperiodoftime,yetit
remainsanelusivephenomenontounderstandanddevelop(Clawson,2002,p.
325).Leadershiphasbeentraditionallyconceptualizedasanindividuallevel
2

skill.Accordingly,developmentisbelievedtooccurprimarilythroughtraining
toimproveindividualskillsandabilities(Day,2000).Theseapproacheshave
failedtoseethatleadershipisatitsessenceacomplexinteractionbetweenthe
designatedleaderandthesocialandorganizationalenvironment(Fiedler,1996).
Corporateeducatorsneedtorecognizethisinteractionandbegintofocuson
holistictraininganddevelopmentmodelsthataddresstheinterpersonaland
socialleadershipbehaviorsrequiredforfuturesuccess.
PurposeoftheStudy
Thepurposeofthisretrospectivecasestudywastoexplorethe
relationshipbetweenSOMleadershiptrainingandorganizationalperformance
overasixyearperiod,from1999to2005.Itwasnottheintentofthisstudyto
showacausalrelationship;therefore,thestudyidentifiedanumberofmediators,
internalandexternaltotheorganization,andexaminedtheinterrelatednessof
themediators,SOMleadershiptraining,andorganizationalperformance.The
resultsoftheinvestigationwilladdtothebodyofresearchinthefieldof
leadershiptrainingandorganizationdevelopmentbyshowingthose
relationshipsasillustratedinFigure1.

Figure1.MediatingEffectsonLeadershipTrainingandOrganizational
Performance
Mediators
President of Organization (WPH)
9/11 Attack on World Trade Center
Pentagon/Political
Work Environment

SOM Leadership Training

Organizational Performance

Figure1Definitions:

SOMLeadershipTraining
StateofMind(SOM)LeadershipTrainingisbasedontheHealthRealization
intervention,relatedtotheoriesonresilience,hardiness,positivepsychology,
andmindfulness.

Mediators
PresidentofSubjectOrganization:WalterP.Havensteinbecamethepresidentof
theorganizationin1999.Heisatransformationalleader,asdescribedin
Chapter2ofthisstudy.

9/11:TheSeptember11,2001attackontheWorldTradeCenter.

Pentagon/Political:Asanexternalmediator,thepoliticsinthePentagonatany
giventimehavethepotentialtoimpactthefundingfortheDepartmentof
Defense(DoD),theprimarycustomerofthesubjectorganization.

WorkEnvironment:Althoughadistinctioncanbemadebetweenorganizational
culture,artifacts(phenomenaonecansee,hear,orfeel),espousedvalues,and
4

basicunderlyingassumptions(ultimatesourceofvaluesandaction)(Schein,
1992);andorganizationalclimate,thedaytodayworkenvironmentthat
includessuchconsiderationsasjobsatisfaction,jobclarity,employeemorale,and
communication,thetwoarecombinedinthisstudyandreferredtoaswork
environment.Thereasonforthiscombinationisthattheemployeesinthe
subjectorganizationusethetermsinterchangeablytodescribetheirwork
environment.

OrganizationalPerformance
OrganizationalPerformance:Thesuccessorfailureofanorganizationas
measuredbyitsfinancialgoals.

OutlineoftheStudy

Thisstudyreliedonqualitativedata(individualinterviews)and

quantitativedata(organizationalperformance)measuredbyfinancialsand
climatesurveystoexplorehowandwhySOMleadershiptrainingmayhave
influencedinstitutionaloutcomes.Abriefsummaryoftherestofthestudy
follows.

TheliteraturereviewinChapter2isarrangedinsectionsonleadership

traininganddevelopment,transformationalleadership,andHealth
Realization/StateofMindandincludes:
- Adiscussionofleadershiptraininganddevelopmentandthe
relativesuccessandfailureofcurrentmethodologies.
- Areviewofrecentresearchontransformationalleadershipand
organizationalperformance.
5

- ThehistoryofthetherapeuticapproachknownasHealth
Realization(HR)anditsbusinesscounterpart,StateofMind
(SOM).
- AcomparativediscussionofthetenetsofHR/SOMandthemore
wellknowntheoriesofresilienceandpositivepsychology.

Chapter3outlinestheresearchmethodsusedforthecasestudyincluding

adetaileddescriptionofthesiteofthestudy.

Chapter4presentstheresultsofthecasestudyintheformofa

descriptionofthethemesfromthequalitativedata.Climatesurveyresultsand
organizationalperformancemeasuresrelevanttothecasestudytimeperiodare
includedaswell.

Chapter5presentsadiscussionofthefindingsrelatingtothegoalofthe

studyandtothesupportingtheorydescribedinChapter2.Thissectionalso
includesrecommendationsforfutureresearchandimplicationsforprofessional
practiceandappliedsettings.

Chapter2

LITERATUREREVIEW

Inordertoprovidethetheoreticalcontextfortheresearch,thisliterature

reviewisdividedintothreesections.Thefirstsectionsetsthebackgroundfor
thestudybydescribingthecurrentstateofleadershiptraininganddevelopment
andtheneedforchangeinthecontentoftheseprogramstomeetcurrentand
futuredemands.Thesecondsectionsummarizesrecentresearchon
transformationalleadershipnotonlybecauseithasbeenexaminedforover20
yearsandlinkedtoorganizationalsuccessbutalsobecausethesubject
organizationspresidentembodiesthisstyle.ThethirdsectiondescribesHealth
Realization,thetherapeuticapproachthatformsthefoundationforSOM
leadershiptraining.Thispartofthereviewincludesreferencestosomeofthe
morewellknowntheoriesrelatedtoHealthRealizationandadescriptionof
SOMleadershiptraining.
Training,Development,andLeadershipEfficacy
Thecompetencymodelsthatformthefoundationforleadership
developmenthavebeenevaluatedformorethan20years,butnosinglemodelor
developmentalprogramhasemergedasanoverwhelmingsuccess.Inthe400
companiessurveyedbyTheConferenceBoardin2001,fewerthanhalfofthe
7

respondentsagreedthattheirleadershipdevelopmentprogramseffectively
developcurrentleaders,improveresults,oreffectivelyidentifyfutureleaders.In
termsofoverallleadershipcapacity,fewerthan10percentoftheleaderswere
ratedasexcellentandnearly50percentwerelabeledasfairorpoor(Barrett&
Beeson,2002).DDIs20052006LeadershipForecastindicatesthat3outof10
leadersfailtodemonstratethekeyqualitiesnecessaryforeffectiveleadership
(Bernthal&Wellins,2006).
Oneexplanationforthislackofsuccessisthatthecontentofleadership
traininganddevelopmentprogramsdoesnotreflectthesocialandinterpersonal
natureofleadership.Traininganddevelopmentprogramscontinuetofocuson
theacquisitionandimprovementoftraditionalleadershipandmanagement
skillsofacognitivenature,suchasstrategicplanningandgoalsetting,delivered
primarilythroughclassroomtraining(Sugrue,2003).Themajorityofprograms
intheexecutivedevelopmentcurriculaatHarvardBusinessSchool,Wharton,
andYaleSchoolofManagementareinbusinessstrategy,financialmanagement,
marketing,negotiating,andtechnologyandinnovation.
Tobetterunderstandthisdisconnect,comparetheaforementionedtopics
withthefollowingcompetenciesfromtheLeadershipin2010ConferenceBoard
Report:
8

Futureleadersmust:

Makesounddecisionsinanenvironmentofambiguityand
uncertainty.

Possesssuperiorpersonalandorganizationalcommunicationskills.

Influenceandpersuadecustomers,suppliers,strategicpartners,
externalconstituents,andinvestors.

Employavarietyofmanagementstylestodealwithculturaldiversity
inaglobalworkplaceandamultigenerationalworkforce.

Drawontheirpersonaladaptabilitytoreacttorapidchange(Barrett&
Beeson,2002).

Thesecompetenciesarenotbasedonindustryknowledge,intellectual
acumen,orexperience.Theyarebehaviorsbasedontheessenceofaleaders
personalcharacteristics,whichisthespecificfocusofresearchonleadershipde
railers.
Leadershipderailersaretheoppositeofcompetencies.Theyare
personaltraitsorbehaviorsthat,ifnotaddressed,poseanobstacletotheleaders
futurecareersuccess(BarrettandBeeson,2002).Thetermderailerisused
becauseinmanycasesthebehaviorsdonotpresentthemselvesasaproblem
untilahighpotentialispromotedtoaleadershipormanagementposition.The
9

behaviorthenderailsthepersonsadvancementlikeatrainjumpingthe
tracks.Commonderailersforhighpotentialsincludeinsensitivity,inabilityto
workinteams,andalackofclarity(HayGroup,1999).
Fourenduringthemesinderailmentresearchareproblemswith
interpersonalrelationships,failuretomeetbusinessobjectives,inabilitytobuild
andleadateam,andinabilitytodeveloporadapt(VanVelsor&Leslie,1995).A
closerlookatthefailuretomeetbusinessobjectivesshowsunderlyingcauses
thatarebehaviorallybasedbetrayaloftrust,lackoffollowthrough,too
ambitious,poorperformance(VanVelsor&Leslie,1995).
Similarly,overthepastthreedecadesDDI(aninternationalleadership
andorganizationdevelopmentconsultingfirm)developedasetofcompetencies
thatincludeinnateanddevelopedabilities,knowledge,andskills.Their
typologyofleadershipqualitiesconsistsoftenleadershippotentialindicators:
Passionforresults,bringsoutthebestinpeople,adaptability,authenticity,
culturefit,conceptualthinking,navigatesambiguity,learningagility,receptive
tofeedback,andmotivationtolead(Bernthal&Wellins,2006).DDIs20052006
LeadershipForecasthighlightedadisconnectbetweenwhatorganizations
respectintheirleadersandwhatcausestheirfailures.Theresearchersfound
thatbringinginthenumbersandmakingtoughdecisionsgotrespect,butthe
10

peopleandpersonalissuescausedleaderstofail(Bernthal&Wellins,2006).

In1995,DanielGolemansseminalworkintheareaofemotional

intelligencesucceededindrawingattentiontothenontraditionalcomponentsof
effectiveleadershipbehavior.Heemphasizedtheimportanceofselfawareness,
empathy,andothersocialandinterpersonalskills(Goleman,1995).In2002,
PrimalLeadership:RealizingthePowerofEmotionalIntelligence,(Goleman,Boyatzis
&McKee)providedpracticaladviceandresearchresultsillustratingthe
importanceofemotionalintelligenceintheworkplace.Thepopularityofthis
workmadeiteasierfortraininganddevelopmentprofessionalstotalkaboutthe
behavioralsideofleadershipsuccess,butdidnotresultinawaveofinnovative
newleadershipdevelopmentprograms.Ifitwerepossibletoimprove
leadershipskillsbyreadingabookormeasuringonesemotionalintelligence
andcreatingaplantoimproveit,therewouldnotbeashortageofeffective
leaders.

Thereareleadershipdevelopmentpracticesspecificallytargetedtowards

behavioralchangesuchasmultiraterfeedback(knownas360feedback),
executivecoaching,andmentoring.Similarly,rotationaljobassignmentsand
actionlearningaddressdevelopmentneedsinsocializationandteambuilding.
However,acommonweaknessintheseprogramsisthecomponentofbehavioral
11

changeandthelackofguidanceonhowtochange(Day,2000).Theeffectiveness
ofanypracticedesignedtochangebehavioriscontingentontheparticipants
desireandabilitytochange.
TransformationalLeadership

Thebodyofworkbasedontransformationalleadershipresearchprovides

greaterinsightintothedifferent,moreholistic,setofcompetenciesleadership
trainingmustaddress.
Basedonaqualitativeanalysisofvariouspoliticalleaders,James
MacGregorBurns(1978),ahistorianandpoliticalscientist,usedtheterms
transactionalandtransformingtodescribetherelationshipbetweenleadersand
theirfollowers.Thetransactionalleaderapproachesthisrelationshipwithan
eyetoexchangeonethingforanother.(Burns,1978,p.4).Inbusiness,the
transactionwouldconsistofexchangingfollowerseffortandperformancefor
salaryorotherrewards.Conversely,transformationalleadershiphasan
inspirationalaspectthatmotivatesfollowerstolookbeyondtheirselfinterestto
alargergoal,ahighermoralpurpose.Thetransformingortransformational
leader:
looksforpotentialmotivesinfollowers,seekstosatisfyhigherneeds,
andengagesthefullpersonofthefollower.Theresultoftransforming
12

leadershipisarelationshipofmutualstimulationandelevationthat
convertsfollowersintoleadersandmayconvertleadersintomoralagents.

Moralleadershipemergesfrom,andalwaysreturnsto,the

fundamentalwantsandneeds,aspirations,andvaluesofthefollowers.

[Thisis]thekindofleadershipthatcanproducesocialchangethat

willsatisfyfollowersauthenticneeds.(Burns,1978,p.4)
ExpandinguponBurnstheory,in1985,B.M.Bassintroducedamodeland
measurementfactorsfortransactionalandtransformationalleadershipbehaviors
asshowninTable1.

13

Table1

TransactionalandTransformationalLeadershipBehaviors

Transactional
Transformational
ContingentReward:Exchanging

IdealizedInfluence:Modeling

incentivesorrewardsfortask

behaviorthatgeneratestrustand

performance

respectfromfollowers

PassiveManagementbyException:

InspirationalMotivation:Creates

Usingpunishmenttocorrect

contagiousenthusiasmtowardan

deviationsfromexpected

envisionedfuturestate

performance
ActiveManagementbyException:

IntellectualStimulation:Encourages

Monitoringtoensurethatdeviations

newideasandcreativeproblem

donotoccur

solving;fostersrisktaking

LaissezfaireLeadership:Ignoring

IndividualizedConsideration:

problems

Recognizesandsupportsfollowers
differentneedsanddesiresina
supportiveenvironment

Bass(1990)viewedthetransactional/transformationalleadershipconstruct
ascomplementaryratherthanpolarized.Hearguedthatdependingonthe
organizationalsetting,onestylemightbemoreeffectivethantheotherandthat

14

neitherstylewouldbesuccessfulinanabsolutestate.Basscreatedthe
MultifactorLeadershipQuestionnaire(MLQ)tomeasuretransactionaland
transformationalleaderbehaviorusingfivescales:Charisma,individualized
consideration,intellectualstimulation,contingentreward,andmanagementby
exception(Bass&Avolio,2000).
BassandAvolioandtheircolleaguesrefinedthismodelanddevelopedan
assessmentandtrainingprogramintransformationalleadership.Largestudies
werecarriedoutatFiatin1989andattheCenterforLeadershipStudies
(sponsoredbytheKelloggFoundation)in1993.TheFiatstudyincluded200top
executivesandfloweddowntomanyofthe4,000middlemanagersand20,000
supervisorsinthis250,000employeemultinationalconglomerate.TheCenter
forLeadershipStudiesprogramincluded400leadersfromeducation,health
care,arts,industryandgovernment.Thesestudiesweredesignedtovalidatethe
constructsoftransformationalandtransactionalleadershipandtoshowthat
transformationalleadershipcanbedeveloped.(Bass&Avolio,1994)
TheMLQhasbeenexaminedinover75researchstudiesandisconsidered
theprimaryquantitativeinstrumenttomeasurethetransformationalleadership
construct(Lowe&GalenKroeck,1996).Intheirmetaanalysisofthe
transformationalleadershipliteratureusingtheMLQ,Lowe&GalenKroeck
15

(1996)foundthatthetransformationalleadershipscalesoftheMLQwerereliable
andsignificantlypredictedworkuniteffectivenessacrossthe39studiesthey
examined.

Therelationshipbetweenthetransformationalleaderandhisfollowers

andcolleaguesgoesbeyondexchangesandagreements.Byappealingto
individualsatanemotional,personalleveltheseleaderscansethigher
expectationsforperformanceandmotivateothersdotomorethanthey
originallyintendedandoftenevenmorethantheythoughtpossible(Bass&
Avolio,1994,p.3).Transformationalleadersdothisbyemployingoneormore
oftheFourIs(Bass&Avolio,1994,p.34):
Idealizedinfluence:Followersidentify,trust,respectandadmirethe
leaderandwanttoemulatehim.Theleaderearnsthisadmirationby
consideringtheneedsofothersoverherpersonalgoalsand
demonstratinghighstandardsofethicalandmoralconduct.
Inspirationalmotivation:Transformationalleadersprovidemeaningand
challengetofollowersworkbyclearlycommunicatingexpectationsand
linkagetothesharedvisionoftheteam.
Intellectualstimulation:Transformationalleadersquestionthestatus
quoandencouragefollowerstotrynewapproaches.Creativityis
16

encouragedandindividualsarenotcriticizedpubliclyfortheirmistakes.
Followersareactivelyengagedinidentifyingproblemsandfinding
solutions.
Individualizedconsideration:Transformationalleadersseekto
understandeachindividualsachievementandgrowthneedsbyactingas
acoachormentor.Thisleaderlistenswell,delegateseffectively,and
appreciatesindividualsdifferencesintermsofautonomyv.structure.

Thereareamultitudeofresearchstudieslinkingtransformational

leadershipbehaviorswithoutcomessuchasperformanceandsatisfaction,buta
fewmorerecentstudiesareofparticularsignificancetothisresearch.Robert
Kellers(1992)workwithleadersfrom66researchanddevelopmentproject
groupsfromthreeindustrialresearchanddevelopmentorganizationslookedat
groupperformanceovertwodifferenttimeperiodsayearapart.Thesample
wasyoung,averageageoftheparticipantswas33yearsold,andeducatedwith
alloftheparticipantsholdingbachelorsdegreesandhalfwithgraduatedegrees.
Thecriteriaforsuccessfulperformanceweretechnicalquality,budgetandcost
performance,meetinganassignedschedule,valuetothecompany,andoverall
projectperformance.TheMLQwasusedasthemeasureoftransformational
leadership.Transformationalleadershippredictedhigherprojectqualityand
17

budget/scheduleperformanceratingsinbothtimeperiods.Kellersresearchis
particularlymeaningfultothisstudybecauseBAESystemsorganizational
performancereliesonthesametypeofemployeesdoingthesamekindofwork.

Thesecondstudyinvolvesthefollowersoftransformationalleadersand

thenotionthattheyfindtheirworkmoremeaningfulandarethereforemore
selfengaged(Bono&Judge,2003).Thepurposeofthestudywastogainabetter
understandingofwhyfollowersoftransformationleadersexhibitincreased
motivation,jobsatisfaction,organizationalcommitment,andjobperformance
(Bono&Judge,p.554).Rootedinselfconceptbasedtheoryandtheself
concordancemodel,theassumptionwasthatemployeeswhoviewtheirworkas
congruentwiththeirownmotives,goals,and/orvalueswillbemoremotivated
andmoresatisfiedandwillperformbetter.Participantsinthestudywere247
leadersand954oftheindividualswhoreporteddirectlytothemin9
organizationsinindustriesrangingfromadvertisingtoaerospace.TheMLQwas
usedasthemeasurefortransformationalleadershipandanumberofother
surveyswereusedtolookatleaderandjobsatisfaction,organizational
commitment,jobperformance,andselfconcordance.Theresultsshowedthat
followersoftransformationalleadersreportedgreaterselfconceptengagement
withtheirwork.Thisstudyissignificantbecauseitmakestheconnection
18

betweenperformanceandthetransformationalleadersabilitytoalign
employeespersonalvalueswiththeworktheydo.

Inhisunpublisheddoctoraldissertation,DarenHancott(2005)examined

therelationshipbetweentransformationalleadershipandpredicting
organizationalperformance.Hancottssamplewasthetop100publiccompanies
inCanadaasmeasuredbytotalrevenue.Hehypothesizedthatthereisa
significantpositiverelationshipbetweentransformationalleadershipand
companyperformance.Althoughhisresponserateof26percentdictatesthatthe
resultscannotbegeneralizedtootherorganizations,hefoundthat
transformationalleadershipisacommonstylepracticedbyleadersofthebest
performingpubliccompaniesinCanada.
HealthRealization/StateofMind

ThetheorybehindthetherapeuticapproachknownasHealthRealization

(HR)andthecorporatetrainingknownasStateofMind(SOM)hasbeenapplied
andstudiedforover30years.Todate,whatlittleresearchhasbeenconducted
applyingtheconcepthasbeenprimarilyanecdotalor,atthemost,qualitativein
nature.Thisliteraturereviewsummarizestheexistingresearchandbooks
writtenonthesubjectandprovidesabriefhistoryoftheevolutionofthe
understandinginthefieldofpsychologyandorganizationdevelopment.
19

HealthRealization/StateofMind(HR/SOM)isanunderstanding,usedin

corporatetrainingandmentalhealthinterventions/therapy,ofhowhuman
beingsuseasetofthreepsychologicalPrinciplestocreatetheirlifeexperience
momenttomoment.ThewordsPrinciples,Mind,Consciousnessand
Thoughtarepurposelycapitalizedtodistinguishthespecificmeaninginthis
contextfromthecommondefinitionsofthewords.ThePrinciplesaredescribed
asdivinegifts(Banks,1998)inherentineveryhumanbeing.
Mindisthepurestlifeforce,thesourceofpowerbehindlifeitself.Itisa
formlessenergyandauniversalintelligencethatprovidestheabilityfor
allhumanbeingstothinkaboutandexperiencetheirlives.(Mills&
Spittle,2001,p.42)

Consciousnessistheabilitytobeawareofrealityandofhowrealityis
created.(Mills&Spittle,2001,p.44)

Thoughtistheabilitytocreateimagesinourheads.ThethreePrinciples,
workingtogether,maketheseimagesappearreal.(Mills&Spittle,2001,
p.45)

20

TwofoundationalbeliefssetHR/SOMapartfromtherestofthe
psychologicalandpseudopsychologicalapproachestoachievingmentalwell
being.Thefirstistheabsolutefaithintheinnatementalhealthinherentinevery
humanbeing.Humanbeingsinnocentlycreatetheirownmentalpainand
sufferingthroughtheirownthinkingwhichappearsrealtotheminthemoment.
Theseconddifferencehastodowiththerelationshipbetweenapersons
thoughtsandhisstateofmind:
Mosttherapeuticworkfocusesonthespecificcontentofpeoplesthinking
asthoughitwereabsolute,withnoacknowledgementofthesubtle
variationsinthinkingthatarisefromaneverchangingstateofmindor
feelingstate.Oncetheprocessofthinkingisrealized,oncepeople
understandhowtheirthinkingworkstocreaterealityandhowpowerful
thetransitoryandillusoryimagesofthinkingappeartobe,theyareset
freefromlivingatthemercyofanythoughtstheythink(Sedgeman,2005,
p.49).
Thesetwoessentialdifferencesexplainwhyitispossibleforpeopleto
haveprofoundinsightsabouttheconnectionbetweentheirdistressingthoughts
andtheirpotentialformentalwellbeing.Onceonebecomesawareofthefactof
thoughtanditsfleetingnature,itisnolongernecessarytospendtime
21

(sometimesmonthsandyears)analyzingthecontentofthought.Totruly
appreciatethesimplicityofthisapproach,itishelpfultohavesome
understandingoftheoriginsofHR/SOM.
HistoryofStateofMind/HealthRealization

TheteachingsoftheosophistSydneyBanksarethefoundationfor

HR/SOM.BorninScotlandin1931,Mr.Bankshadaneighthgradeeducation
andworkedasawelderbeforehehadanepiphanyin1973andbeganteaching
othersabouttheThreePrinciples.Priortohisepiphany,Mr.Banksandhiswife
attendedanawarenessgroupmeetingtheybothfounddisturbing.Inthis
particularseminar,coupleswereencouragedtohashouttheirdifferences,and
therewasmuchyellingandarguing.Theseminaritselfwasadisappointment;
butMr.Banksmetayoungpsychologistthere,andtheysubsequentlyhadan
interestingdiscussionaboutinsecuritybeingtherootoftheirpersonalproblems.
Inalaterconversation,thepsychologisttoldMr.Banksthathedidntthinkhe
(Banks)wasinsecureatall.Banksheardthatastheresnosuchthingas
insecurity,itisonlythought(Banks,2001).Forsomereason,thisresonated
withBankstosuchanextentthathecouldnotsleepforthreedays.Onthe
fourthday,asdescribedbelow,hehadanepiphany.

22

Iturnedaroundandlookedoutthepicturewindowattheocean.It
waslikebeingsuckeddownatunnel.Therewasbuzzing,whitelightall
aroundme.Justbuzzing,buzzing.Noonecouldseeitbutme.Iwas
capturedinwhitelight.Rightthereandthen,Irealizedthetruemeaning
ofGodandstartedtocry.Iturnedaroundandsaid,Imhome,Imfree,
Ivemadeit.Iveconqueredthisworld.Thismeanstosaythatyouand
me[hiswife]willbetravelingallovertheworld.Weregoingtochange
psychologyandpsychiatry,andmillionsofpeoplewillbehealed.
(Banks,2001)

Althoughhewaspreviouslysoshythathefoundofferingatoastata

weddingdaunting,BanksbeganconductingopenseminarsinwesternCanada
onSaltSpringIslandteachingtheprinciples.Spiritualandreligiousleadersfrom
allovertheworldcametothistinyislandcommunityalongwithpsychiatrists
andpsychologists.Tothisday,Bankshasnoexplanationastowhypeoplecame
insuchnumbersorhowtheyknewwheretogo.
Inthespringof1976,Dr.GeorgePransky,whoeventuallywouldwork
withBAESystems,wasencouragedbyacolleaguetogotoSaltSpringIslandto
hearBanksspeak.Hehadotherplans,buthiscolleaguesdescriptionofthe
effectBankslectureshadontheparticipantspiquedhisinterest.
23

Whenpressedfordetails,Johntoldmethathesawmanycoupleswho
wererecentlyonthebrinkofdivorceandwerenowmadlyinlove.He
sawformercounterculturepeoplewhohadrejoinedsocietyandwere
successfullyholdingdownandenjoyingchallengingjobs.Hetoldme
abouttenseandburnedoutbusinessexecutiveswholearnedtorelaxand
enjoytheirwork,evenastheirproductivityincreased.Hehadheard
storiesofclinicallydepressedandclinicallyanxiousformerpsychiatric
patientswhowerenowlivingnormalandsatisfyingliveswithoutthe
needformedication.(Pransky,1998,p.4)
Atthesametime,Dr.PranskycollaboratingwithDr.RogerMills,a
preventionspecialist,workingattheUniversityofOregononastudyofdifferent
mentalhealththerapiessponsoredbyagrantfromtheNationalInstituteof
MentalHealth.PranskythoughtthatifthepeoplelisteningtoBankswere
demonstratinganuncommonlevelofemotionalstabilityandhappiness,then
Banksandhisstudentswouldbepropersubjectsforinvestigationunderthe
grant.
BothPranskyandMillsfounditdifficult,initially,toacceptthesimplicity
ofthePrinciples.Afterall,theyhadbothspentyearsstudyingpsychologyand
workingthetherapeuticmodelofthetime,whichconsistedoftakingpatients
24

intotheirpasttosolvetheircurrentproblems.Dr.Millsremembers
OneofthefirstthingsIrecognizedwasthattheinsightsorrealizations
thatgenuinelycontributedtohappinessandpeaceofmindhadnothingto
dowithmypastorwithanyintellectualfiguringout.Infact,theywere
muchmorelikelytooccurwhenmyintellectofwhichIhadalwaysbeen
proudwasquiet..AttimesIstrenuouslyresistedthesimplebut
elegantlogicbehindthesefindings,yetIcouldseetheirpotentialfor
unifyingmanydifferentschoolsofthoughtandphilosophies.(Mills&
Spittle,2001,p.24)
AsDr.Pranskydescribedhisinitialexperienceinhisbook,TheRenaissance
ofPsychology(1998),headmittedhewasbothattractedtoandupsetbyMr.
Bankshumbleconfidenceabouttwopremises:1)Amentalhealthpractitioner
whohasnotfoundhisownhappinesscannotpossiblyhelpotherstofindtheirs
and2)Everyonehasthecapacityforhappinessregardlessoftheirpast
circumstances.ThesetwoconceptsrancontrarytomuchofwhatPranskyand
hiscolleaguesbelieved,anditwasalsopainfulforhimtoadmitthatatthetime
hewasntparticularlyhappyhimself.HewasaclassicTypeApersonality
wholivedinaconstantstateofanxiety,andhewasharshwithothers,hisfamily
included.
25

AsaresultoftheirinitialexposuretoMr.Banks,Drs.PranskyandMills
dramaticallychangedtheirpersonalpracticesandbecamethecofoundersof
whatwasoriginallycalledPsychologyofMindandthenHealthRealization/State
ofMind.AftertheirexposuretothePrinciples,itwasimpossibletogobackto
theiroldmethodofcounseling.Itsimplydidnotmakesensetoaskpatientsto
recounttheproblemsofthepastandrelivetheirpain,whentheyhadaccessto
innatehealthinthepresentmoment.PranskyfoundedPranskyandAssociatesin
LaConner,Washington,theconsultingfirmthatwouldeventuallyintroducethis
understandingtoBAESystems.
Today,HR/SOMisrecognizedasastrengthsbasedpracticemodel(Lewis,
2003;Wartel,2003)andusedbyhundredsofpractitioners.Therehasbeenlittle
formalacademicresearchinthefield;however,therearemanypublished
accountsofsuccessinprofessionaljournals.Themostcommonapplicationsfor
HR/SOMarewithcommunitiesatrisk(Pransky,J.,1998;Mills,1995;Mills,1999),
childrenandadolescents(Bernard&Marshall,1997;Kelley,2003;Mills,1997),
andindividualandfamilycounseling(Pransky,G.2001,Pransky,J.2006).
Prof.JudithSedgemanandDr.WilliamPettitoftheDepartmentof
CommunityMedicineatWestVirginiaUniversityhavebeenteachingthe
Principlesasawaytoreducestress.Anecdotalresultssuggestthatpeoplewho
26

gaininsightintotheprinciplesthatexplainthenatureofthoughtandexperience
andwhorealizehowtoreaccessanatural,positivestateofmindcananddo
experiencesustaineddaytodaypeaceofmind,wisdomandwellbeing,
regardlessofcircumstances(Sedgeman,2005,p.47).
Todate,onlyoneunpublisheddoctoraldissertation(McMahanWoneis,
2002)andafewpopularbusinessbooks(Kausen,2003;Nakai&Schultz,2000)
discussHR/SOMinabusiness.McMahanWoneisexaminedtheroleofHR
traininginenhancingmanagerialcreativityinasmallstudyof11managersfrom
healthserviceagencies.Herresearchwasaninductiveethnographic
investigationbasedonpersonalstories.Thedataaretriangulatedwith
interviewsofcoworkersand/orfamilyaswellaswithartifactsandproducts
fromtheworkplace.PaulNakaiandRonSchultzworkedforSennDelaney
Leadershipwhentheypartneredtorecordtheirthoughtsandpersonal
experiencesapplyingtheHR/SOMunderstandinginbusiness.RobertKausens
book,WeveGottoStartMeetingLikeThis,providesanexplanationofthe
Principlesineverydaysituationsintheworkplace.Kausenwasoneofthefirst
practitioners/trainerstoadoptthisapproach,andhecontinuestoworkwith
individualsandcorporations,suchasBAESystems,tothisday.

27

OneofthechallengesinteachingHR/SOMisthatitsoundslike
everythingfromZenBuddhismtoThe7HabitsofHighlySuccessfulPeople(Covey,
1989).Manypeoplehavereadpopularbooksbypsychologistswhoaretalking
aboutHR/SOMandhaveworkedextensivelywithSydneyBanks,George
Pransky,andRogerMills.JosephBaileyandRichardCarlsonhaveseparately
andjointlywrittenanumberofbooksbringingPrinciplestothepubliconalarge
scale.TogethertheywroteSlowingDowntotheSpeedofLife(1997);separately,
CarlsonwrotethehugelypopularDontSweattheSmallStuff(1997)series,and
BaileywroteSlowingDowntotheSpeedofLove(1999).Thereare,however,some
veryoldandverynewthoughtsonhumanbeingsmentalfunctioningandwell
beingthatarerelatedtoHR/SOM.In1899,anumberofWilliamJameslectures
includereferencestothought,consciousness,andthebenefitsofacalmmind;
andthereareparallelsinthepositivepsychologymovementandstudieson
resiliency.
WilliamJamesLectures

WilliamJamesthoughtsonpsychologyandtheoptimaluseofthemind

inhislecturesfromPsychology:BrieferCourseandTalkstoTeachersandto
Students(James,1992)weresimilartotheHR/SOMprinciples.Althoughhe

28

referredtoitasconsciousnessinthepassagebelow,themeaningisverysimilarto
theHR/SOMdescriptionofThought.
Nowtheimmediatefactwhichpsychology,thescienceofmind,hasto
studyisalsothemostgeneralfact.Itisthefactthatineachofus,when
awake(andoftenwhenasleep),somekindofconsciousnessisalwaysgoing
on.Thereisastream,asuccessionofstates,orwaves,orfields(orof
whateveryoupleasetocallthem),ofknowledge,offeeling,ofdesire,of
deliberation,etc.,thatconstantlypassandrepass,andthatconstituteour
innerlife.Theexistenceofthisstreamistheprimalfact;thenatureand
originofitformtheessentialproblem,ofourscience.(James,1992,p.722)
Hewentontodescribethesefieldsofconsciousnesstoincludecurrentsensory
experience,pastmemories,thoughtsofdistantthings,feelingsofsatisfactionand
dissatisfaction,desiresandaversionsandotheremotionalconditions(p.723).
AtenantofHR/SOMisthatitisaninsideoutworldratherthanan
outsideinworldinthateverypersonhasauniquereactiontothesame
externaleventsbasedonhowthoseeventsareinterpreted.Similarly,James(p.
801)said:
Everyimpressionthatcomesinfromwithout,beitasentencewhichwe
hear,anobjectofvision,oraneffluviumwhichassailsournose,nosooner
29

entersourconsciousnessthanitisdraftedoffinsomedeterminate
directionorother,makingconnectionwiththeothermaterialsalready
there,andfinallyproducingwhatwecallourreaction.Theparticular
connectionsitstrikesintoaredeterminedbyourpastexperiencesandthe
associationsofthepresentsortofimpressionwiththem..Itisthefate
ofeveryimpressionthustofallintoamindpreoccupiedwithmemories,
ideas,andinterests,andbytheseitistakenin.
ThemostdifficultconcepttoteachinHR/SOMisthePrincipleofMind,
thisnotionthatthereisaformlessenergybehindlife.Thereisnosimple
explanationofhowMindworks,andmanypeopleequateitwiththeconceptof
soul.James,too,couldnotaptlyexplainwhereonesthinkingcomesfrom,
althoughhepositedthatthinkingfollowsonesbrainstateandthatsome
thinkingisdeterminedbyourpastexperiencesandeducation.Hewentonto
say(p.723):
Ontheotherhand,ifweshouldsaythatthey[thoughts]areduetoa
spiritualbeingcalledourSoul,whichreactsonourbrainstatesbythese
peculiarformsofspiritualenergy,ourwordswouldbefamiliarenough,it
istrue;butIthinkyouwillagreethattheywouldofferlittlegenuine
explanatorymeaning.Thetruthisthatwereallydonotknowtheanswers
30

totheproblemsontheexplanatorylevel,eventhoughinsomedirections
ofinquirytheremaybepromisingspeculationstobefound.
InhisTalkstoStudentsinasectionreferredtoasTheGospelof
Relaxation,Jamesdiscussedtherelationshipbetweenaquietmindandsuccess
(p.833):
Buttheexactreverseisthecase:Itisyourrelaxedandeasyworker,who
isinnohurry,andquitethoughtlessmostofthewhileofconsequences,
whoisyourefficientworker;andtensionandanxiety,andpresentand
future,allmixeduptogetherinourmindatonce,arethesurestdrags
uponsteadyprogressandhindrancestooursuccess.
OneofthebasiclearningobjectivesinHR/SOMtrainingistomake
participantsmoreawareofthefactthatwhentheyareanxiousandpreoccupied
withmanythoughts,theyarelessproductiveandmorelikelytomakemistakes
exactlywhatJamestoldhisstudentsover100yearsago.

ThelastparalleltoJamesideashastodowithbeingeffortfulabout

havingacalmmind,whichinitselfiscontradictory.Hetoldthestudents(p.
840):
EvennowIfearthatsomeoneofmyfairhearersmaybemakingan
undyingresolvetobecomestrenuouslyrelaxed,costwhatitwill,forthe
31

remainderofherlife.Itisneedlesstosaythatthatisnotthewaytodoit.
Thewaytodoit,paradoxicalasitmayseem,isgenuinelynottocare
whetheryouaredoingitornot.Then,possibly,bythegraceofGod,you
mayallatoncefindthatyouaredoingit;and,havinglearnedwhatthe
trickfeelslike,youmay(againbythegraceofGod)beenabledtogoon.
WhenexplainingthePrinciplesofHR/SOM,manypractitionerssaythat
whatoneislookingforisafeeling,notanythingcontentbased,andthatthe
harderoneworkstounderstandtheconcepts,thelesslikelyheorsheistohave
aninsight.Studentswantaformula,atechnique,toquietdownthinkingand
accesstheirinnerwisdom,butthehardertheytrytoachievethisend,themore
clutteredtheirmindsbecome.Then,justasJamesdescribed,whentheyleast
expectit,whentheystoptrying,theyexperienceaquietmindandtheinsight
appearseffortlessly.
PositivePsychologyandResiliency

FromtheendofWWIIuntiltheendofthe20thcentury,thefieldof

psychologybecameintentoncuringmentalillnessfromadiseaseframework.
Practitionersfocusedonrepairingdamage:damagedhabits,damageddrives,
damagedchildhoods,anddamagedbrains(Seligman&Csikszentmihalyi,2000).
Inthepastdecade,thefocushasshiftedtoprevention,andmajorstrideshave
32

beenmadefromaperspectivefocusedonbuildingcompetencyratherthan
correctingweakness.WhiletheemphasisSeligman(2002)andothershave
placedonthepositivepsychologymovementappearstobecloselyalignedwith
theassumptionofinnatehealthespousedbyHR/SOMpractitioners,thereare
somefundamentaldifferencesbetweenthetwoapproaches.

Thegoalofthepositivepsychologymovementwastoshifttheemphasis

ofthefieldfrompreoccupationwithrepairingtheworsethingsinlifeandfocus
onbuildingpositivequalities.Distinctionsweremadeatasubjectivelevelabout
positiveexperiencessuchaswellbeing,contentment,flowandhappiness;atan
individuallevelconcerningtraitssuchasthecapacityforlove,perseverance,
forgiveness;andatagrouplevelfocusedoncivicvirtuesandtheinstitutionsthat
moveindividualstowardbettercitizenship(Seligman&Csikszentmihalyi,2000).

ThekeydistinctionbetweenpositivepsychologyandHR/SOMcanbebest

describedusingtheexampleofoptimismandpessimism.Advocatesofpositive
psychologydiscusswhetherthesearetraitsorstatesandciteexamplesinwhich
toomuchoptimismcanbeasdetrimentalaspessimism.HR/SOMpractitioners
wouldsaythatoptimismandpessimismaresimplydifferentkindsofthought.
Thoughtscancomeandgoquicklyorbecomeingrainedhabits,buttheyremain
onlythoughts.Eventhemostpessimisticpersonatsomepointwillhaveamore
33

optimisticoutlookonlife,ifonlyforabriefmoment.Ifthatpersonrecognizes
thetemporarynatureofthoughtandthefreewillshepossessestoturnaway
fromthinkingthatdoesntserveherwell,shewillnaturallyleanmoreoftenin
thedirectionthatbringshersatisfactionandawayfromthethinkingthatcauses
discomfort.

Categorizingpositivestatesandtraitswilltakepsychologistsdowna

similarpath,albeitamorehealthydirection,totreatingmentalillnessby
identifyingnegativestatesandtraits.Ratherthanlookingfortheinnatemental
healthineveryperson,studieswillfocusonhowtoidentifyandamplifyspecific
strengths.Theresaninherentlabelingofgoodandbadinthatsystemthat
cannothelpbutcauseanxietyandconcern.DoIhaveenoughstrengths?Which
onesshouldIchoosetoamplify?HowdoIdothat?

Thetraitbasedpositivepsychologyresearchonsubjectivewellbeing

(Diener,2000)comesclosesttowhatHR/SOMisteaching.Acentralissueis
howapersonsvaluesandgoalsmediatebetweenexternaleventsandthe
qualityofexperience.Thatitisnotwhathappenstopeoplethatdetermines
howhappytheyare,buthowtheyinterpretwhathappens(Seligman&
Csikszentmihalyi,2000).

TheotherdifferencebetweenpositivepsychologyandHR/SOMisalack
34

ofabsoluteagreementonthebeliefthatitisalwaysaninsideoutworld.
HR/SOMpractitionersbelievethereisnoneedtoaskthequestion,Howdoesan
overlypessimisticcultureaffectthewellbeingofitsmembers?becausethe
answeristhatnoteveryoneintheculturewillevenperceiveitaspessimistic.At
theessencelevel,apersonsthinkingwillalwaysbethemediatorbetween
externaleventsandthequalityofexperience.Ifonebelievesthattheproblemis
outside,thepotentialforissuesisendless.Ifonebelievesthathappinessand
wellbeinglieinaparticularmentalmixofstatesandtraits,thepotentialexists
forendlesssearchingfortherightcombination.ThepointofHR/SOMisnot
whatyouthinkorhowyouthink,butthatyouthink.

Resilienceisoftenincludedasatopicinthefieldofpositivepsychology.

Earlytheoriesonresiliencecitedgeneticsasthesourcesomepeoplearejust
bornresilient.Nowthereappearstobeanincreasingbodyofempiricalevidence
thatresiliencecanbelearned(Coutu,2002).HR/SOMpractitionerswouldsay
thatpeopledonotlearntoberesilient;theyarenaturallyresilientanddont
realizeit.

35

Chapter3
RESEARCHMETHODS

Thislongitudinalcasestudyexaminedtheeffectsofleadershiptraining

combinedwithanumberofmediatingfactorsonorganizationalperformance
overasixyearperiod.
ResearchGoals

Theresearchgoalsofthisstudywerepersonal,professional,and

academic.Asaninternalorganizationaldevelopmentconsultantinthesubject
organization,theresearcherobservedchangesinleaderbehaviors,employee
morale,andorganizationalperformance.Fromaprofessionalperspective,the
researcherwantedtodeterminethevalueofSOMleadershiptrainingintheeyes
ofherinternalcustomerandtoidentifytheothervariablesthatmayhave
affectedleaderbehaviors,employeemorale,andorganizationalperformance.
TheresearcherdesignedanddeliveredsomeoftheSOMleadershiptrainingand
regularlyworkedwithmembersoftheleadershipteamandwantedtodocument
asetofbestpracticesthatcouldbeusedinotherpartsoftheorganization.Inthe
academicdomain,thesizeofthestudysamplewastoosmalltocontribute
significantlytothelargebodyofknowledgeonleadershiptrainingand
development;however,itisthefirststudytolookatSOMtrainingforleadersin
36

abusinessenvironment.
ResearchQuestions

Theresearchquestionswere:
1)

DidtheleadershipbehaviorintheIDSbusinessareaandthelarger
groupingofbusinessareascalledIEWSchangeduring19992005?

2)

DidStateofMindleadershiptraininginfluencethesebehavioral
changes?

3)

Werethereanyothermediatingfactorsthatencouragedthechanges?

4)

Didorganizationalperformanceimprovefrom19992005?
ResearchSite

ThesitechosenforthisstudywastheInformationDominanceSystems

(IDS)businessareaatBAESystemsinNashua,NewHampshire,anengineering
companywhoseprimarycustomerwastheU.S.DepartmentofDefense(DOD).
IDSemployedapproximately800peopleduringthetimeofthestudy.Asshown
inFigure2,IDSwasoneofagroupofbusinessareasinNewHampshireknown
asInformationandElectronicWarfareSystems(IEWS).

37

Figure2.BAESystemsOrganization19992005

Note: EEs = number of employees

TheIDSbusinessareawasselectedastheresearchsitefortworeasons.

First,theresearcherhadanestablishedworkingrelationshipwiththeIDS
leadershipteam,sogainingaccesstoandthetrustofparticipantswasnotan
obstacle.Mostoftheintervieweesinthestudywerelocatedinsixfacilitiesinthe
Nashua,NewHampshire,area,andthoseinremotesitesorretireeswere
contactedbyphone.
ThesecondreasonforselectingIDSwastheavailabilityofhistorical
employeesurveyresults.In1999,IDSwasthefirstbusinessareainIEWSto
surveyitsemployeesonaregularbasistoassessorganizationalclimate,
38

employeemorale,andculture,sohistoricalsurveydatawereavailableincluding
asurveyconductedinthefallof2005.
ParticipantSelection

TheparticipantsinthestudywerememberstheIDSleadershipteamfor

someperiodoftimefrom1999to2005.Thesenioradministrativeassistanttothe
vicepresident/generalmanagerwasalsoincludedbecauseofherlongevitywith
thecompanyandherdaytodaycontactwiththeleadershipteam.Someofthe
participantshavebeenpromotedtodifferentpartsoftheorganization,some
haveretired,andtwoleftthecompany.AppendixAshowsparticipant
informationincludingroleandtenurewiththeleadershipteamandcurrent
status.AppendixBcontainstheemailinvitationtopotentialparticipantsand
theinformedconsentform.Theresearcherwasunabletocontactonemember
wholeftthecompanyandchosenottointerviewoneverynew(lessthan1year
withthecompany)memberoftheteam.Therewereatotalof30participants.
MethodsofDataCollection

Thestudydataincludedinterviewswiththeseniorleaders(pastand

present),employeeclimatesurveyresults,financials,andprogramperformance
measures.(Note:Inthisindustry,thelargeprojectsprovidingproductsto
customersarecalledprograms.)Theclimatesurveyswerewebbasedandall
39

IDSemployeeshadanopportunitytorespond.

AninitialdraftofthequestionsusedintheIDSleaderinterviewsis

includedinAppendixC.Allbutoneoftheintervieweesagreedtoallowthe
interviewtoberecorded,andoneintervieweeprovidedadetailedemailfollow
uptotherecordedinterview.Anythemesnotedfromthenonrecorded
interviewwereidentifiedassuchandrateddifferently.

Thefinancialandprogramperformancedataweredesignatedascompany

proprietaryinformation;however,theresearcherwasgivenpermissiontouse
thecompanynameandthisinformationaslongasonlytrendsandnotactual
amountswereshown.Thisinformation,alongwiththehistoricalclimatesurvey
results,wascollectedfromtheresearcherscomputerrecordsandfromvarious
subjectmatterexpertsinbusinessmanagement(finance)andperformance
excellence(qualitycontrol).
QualitativeDataAnalysis
Thechallengeinanalyzingtheinterviewtranscriptswastocodethemina
waythatwouldseparatetheoverlappingandinterrelateddataandrearrange
themintocategoriesthatfacilitateanunderstandingoftherelationshipsamong
thevariables.Maxwell(2005)suggestedusingorganizationalcategories,broad
areasestablishedpriortointerviews,asbinsforsortingthedataforfurther
40

analysis.Accordingly,thefirststepintheanalysiswastocodethetranscripts
basedonthemediatorsandindependentvariabledescribedattheonsetofthis
research:SOMleadershiptraining,WaltHavensteinsleadershipstyle,the9/11
attack,Pentagon/politicalfactors,organizationalculture,andorganizational
climate.
Thenextstepintheanalysis,followingMaxwells(2005)suggestions,was
todeterminewhichoftheorganizationalcategoriesweresubstantialenoughto
warrantsubstantiveand/ortheoreticalcategoriesandtodefinethosecategories.
Substantivecategoriesaredescriptiveofparticipantsconceptsandbeliefsand
dontinherentlyapplyamoreabstracttheory.Theymaybesubcategoriesofthe
organizationalcategories,buttheyevolveduringtheanalysisasopposedto
beingpredetermined.Theoreticalcategories,incontrast,placethecodeddata
intoamoregeneralabstractframeworkbasedonpriortheoryoraninductively
developedone(Maxwell,2005,p.97).Thetheoreticalcategoryof
transformationalleadershipwasusedtocodethetranscriptdatarelatingtoWalt
Havenstein.
Thefinalstepintheanalysisofthetranscriptswastocreateaframework
todescribetheinterrelationshipsamongthevariablesthatincorporatedthe
quantitativeorganizationalperformancedataaswell.
41

QuantitativeAnalysis

Selectedquestionsfromthe2004BAESystemsEmployeeOpinionSurveys

wereusedtocomparethequalityoftheworkenvironmentintheIDSbusiness
areawithBAESystemsplc.andBAESystemsNorthAmerica.
Validity

Theresearcherspositioninthesubjectorganizationprovidedahighlevel

ofaccessibilitybutalsothemostimportantthreattothevalidityofthestudy.
Theknowledgeandexperienceoftheresearchercouldmanifestitselfinan
expectationtoheartheintervieweesdiscusscertaineventsandbehaviorchanges.
Maxwell(2005)advisedqualitativeresearcherstobeawareoftheimpactof
researcherbiasandreactivityandsuggestedvariouswaystoaddressthose
threatstovalidity.Inaccordancewiththosesuggestions,thesestepsweretaken
toaddressthethreatstothevalidityoftheresearch:
Richdata.Verbatimtranscriptsoftheinterviewswereused,notjust
researchnotes.
Respondentvalidation.Inordertoruleoutmisinterpretingresponses,
theresearchersolicitedfeedbackaboutthedataandtheconclusions
drawnfromsometheintervieweesthemselves.Also,twootherBAE
SystemsinternalODconsultantswhohavenothadthesamelevelof
42

exposuretotheIDSbusinessareaortothecompanyoverallreviewed
thedata.
Negativecases.AlloftheIDSleadershavenotequallyembracedthe
principlesofSOMandtheculturaltransformation.Theresearcher
specificallysoughtoutthesenegativecasesandcontraryevidence.
Triangulation.Combiningthesubjectiveinterviewdatawithcompany
financials,performanceresults,andtheemployeeclimatesurveydata
encompassesadiverserangeofindividualsandavarietyofmethods.
Comparison.Allthedataexaminethesamesetting(theIDSbusiness
area)overaperiodoftime(19992005).Manyoftheinterviewees
havealonghistorywiththecompanyandwereabletoreachbackto
evenearliertimestoprovidecomparisonandcontrastandhypotheses
toexplainmultiplesourcesofchange.

43

Chapter4
RESULTS

Threekindsofdatawerecollectedandanalyzedinthisstudy:Interview

transcripts,workenvironmentsurveys,andorganizationalperformance
measures.ThepastandpresentmembersoftheIDSleadershipteamwere
interviewedtoprovideahistoricalperspectiveofthepersonaland
organizationalchangestheyexperiencedfrom1999to2005.Thereweretwo
differentsourcesofinformationregardingtheworkenvironment,theIDS
PulsingSurveyandtheBAESystemsEmployeeOpinionSurvey.TheIDS
PulsingSurveywasdesignedandadministeredbytheEmployeeTrainingand
OrganizationalDevelopmentdepartmentassociatedwiththeIEWSgroupand
theIDSbusinessarea.Parentcompany,BAESystems,plc.engagedthe
consultingfirmofWatsonWyattWorldwidetodesignandadministertheBAE
SystemsEmployeeOpinionSurvey.Theorganizationalperformancemeasures
usedweresales,income,andcostofpoorquality.
InterviewThemes
Theinterviewthemeswereinitiallycodedusingorganizationalcategoriesbased
ontheindependentvariable,SOMLeadershipTraining,andthefivemediators,
presidentWalterP.Havenstein,the9/llattack,Pentagon/politicalfactors,and
44

workenvironment.Maxwell(2005)suggestedusingorganizationalcategories,
broadareasestablishedpriortointerviews,asbinsforsortingthedatafor
furtheranalysis.Initially,theresearcherbelievedtheSeptember11,2001attack
ontheWorldTradeCenterandpoliticalfactorsdeterminingfundingsourcesfor
theDepartmentofDefensewouldbeimportanttotheinterviewees,butthey
werenot.Onlyoneintervieweementioned9/11,butitwasinthecontextof
relatingthathewasatthePentagonthedayoftheattack.Hedidnotmakeany
referencetotheeventandworkatBAESystems.Anotherintervieweewasthe
onlypersontodiscussthepoliticalfactorsinvolvedinfundingprograms.His
commentsregardingtheimportanceofprogramperformanceinatime(late
1990s)ofshrinkingDepartmentofDefensebudgetsweremadeinreferenceto
theharshworkenvironmentinthecompanyatthattime.However,hewasthe
onlyintervieweetomakethatassertion.Consequently,theinitialcodingwas
doneusingthreecategories:WaltHavenstein,SOMLeadershipTraining,and
WorkEnvironment.Thenumberofcommentsineachofthecategorieswas
roughlythesame.
WalterP.Havenstein

AlogicalmethodoforganizingthecommentsaboutWaltHavensteinwas

tosortthembasedonthedescriptorsoftransformationalleaders:Idealized
45

influence,inspirationalmotivation,intellectualstimulation,andindividualized
consideration(Bass&Avolio,1994).MostoftheanecdotesaboutHavensteins
behaviorfellintothefirsttwosubcategoriesofidealizedinfluenceand
inspirationalmotivation,roughlythreequartersofthecomments.The
remainingquarterofthecommentsdescribedbehaviorsassociatedwiththe
intellectualstimulationandindividualizedconsiderationsubcategories.
IdealizedInfluence

Transformationalleadersmotivatetheirfollowersthroughidealized

influencewhentheybehaveinawaythatearnstheadmiration,trust,and
respectofothersbydemonstratinghighstandardsofethicalandmoralconduct
(Bass&Avolio,1994).Themostcommonlycitedbehaviorsinthiscategorywere
respect,lackofarrogance,holdingothersaccountable,anddemonstrating
commitment.

Respect,themostfrequentlyusedwordinthetranscripts,referredto

HavensteinsembodimentoftheSOMvaluetotreatpeoplefromafeelingof
respectandgoodwill.Hemodeledthebehaviorhimselfandmadeitclearthat
heexpectedotherstodosoaswell.Oneincidentinparticularwasreferencedby
aleaderwhoattendedthemeetingaswellasbytwootherswhoheardaboutit
afterthefact:
46

Walttooktherespectforindividualsthatwastaughtthroughthestateof
mindstufftothenthdegree.Wewereina[meeting]and[oneofthe
participants]wastalking,andhesaidsomethingabout,Well,werejust
gonnasendthisouttothemasses.AndWaltsaid,Timeout.Areyou
referringtothemostvaluablepropertythatthiscompanyhasasthe
masses?
Anditjustsaid,thatsnotthewayweregonnatreatourpeople.
Andsoforthosethatwereintheroom,someofthemmightvegotit,
someofthemmightnothavegotit.Butthoseofusthatwere,Ithink,
sensitivetolisteningtohowhewantedtodealwiththings,thatwasone
ofthefirstexposuresIhadtosomebodywhosaid,Imnotjustsaying
this,Immeaningit.

Therewasnoemotionaloutburstassociatedwiththisinteraction,butthe

storywastoldandretoldthroughoutthecompanyasanexampleof
Havensteinsmakingapointaboutthelevelofrespecthehadfortheemployees.
Heoftenusedthetimeoutgestureinmeetingsasamethodofcoachinghis
teammemberswhowerenotalignedwithhisorganizationalrulesof
engagement.ThemannerinwhichHavensteinmadethesecorrectionswas
furtherproofofhisowncommitmenttotreatpeoplewithrespect.Asone
47

directorrecounted:
Iknowhewasupsetwithpeopleattimes,butheneverdemonstratedthat
byraisinghisvoicetoarageoranythinglikethat.Andhealwaystriedto
respectpeople.Imean,hewouldjudgethemastowhethertheywere
doingagoodjob.Hewouldtrytotellthemwhattheyweredoingwrong
orwhattheyweredoingright,andhewouldtrytoeducatethem,butin
doingso,heneverdiditinadisrespectfulway.
AsHavensteinshapedthebehaviorofhisdirectreportsbysettingtheexample
himselfandenforcinghisrulesofengagementamonghisteam,therewasa
cascadingeffectacrosstheentireenterprise.Asobservedbyaproductline
director:
IwouldsaythebiggestsinglethingthatcameduringWaltswhenWalt
tookoverwastheRESPECT,therespectissue.Allthroughoutthe
company,fromthelowestleveltothehighestlevels,therewasalevelof
respectthathadneverbeentherebeforeforpeople.

Anotheroftenobservedbehavior,relatedtorespect,wasHavensteins

humility.Hedemonstratedhislackofarroganceinaverypublicwayduringhis
firstfewmonthswiththecompany.Hescheduledmeetings,commonlyreferred
toasmeetandgreets,withallofthesecretariesandadministrativeassistants
48

ineveryfacility.Thisbehaviorwassonewtotheexistingculturethatthe
managerwhotoldthestorycandidlyadmitsshequestionedthelogicherself:
[Speakingoftheevent]IdidntseethevalueatthetimebecauseIwas
kindofintheoldermindsetofthecompany.Butwhenhecameintothe
company,hepulledallthesecretariestogetherandhadmeetingswiththe
secretaries.Doyourememberthat?Hespecificallywenttoeverysiteand
hadallthesecretariespulledtogetherforanhour,andhewentinandhad
aconversationwiththemandhehadonlybeenhereacoupleofweeks.
So,youknow,myinitialreactionwasWhywouldtheseniorleaderwant
tomeetwiththesecretaries?ButIhappenedtogetinvitedtotheone
thatwasinHudson,andhetalkedabouthimselfalittlebit.Hetoldus
aboutwherehelivedandhiswife,Judy,andthesecretariesthoughtitwas
great.Theyfeltsovalued.Soitsasimplethingbutthemessagesentto
thatpopulation.....Ithinkitsentavery,veryspecificmessagethatweare
oneteamandthereisvalueatalllevels.
Havensteinhadanuncannyabilitytoconnectindividuallywithpeople.
Manystoriesreferredtohiscapacitytoremembernotonlypeoplesnamesbut
keypersonaldetails,likeinterestsinaparticularhobbyorinvolvementwitha
particularprogram.OnedirectordescribedHavensteinspeakingtoasmall
49

group,talkingtothemasapersonandnotasacompanypresident.Hedidnt
comeacross[asthough]hewasthepresidentandtheywerethelittlepeople.

AnotherwayHavensteinearnedtheadmirationandrespectofhis

followerswasthewayinwhichhedemonstratedcommitmenttohisespoused
values.Itdidnotgounnoticedthathewasntasking[hisdirectreports]todo
anythinghewasntgoingtodo.Participationinthebimonthlysenior
leadershipteam(theGangof16),regardlessoftravelschedulesandbusiness
commitments,wasmandatory.Whenaskedbyoneoftheteammembersif
attendanceatthesemeetings,heldonthecompanysoffFriday,wasrequired,
Havensteinissaidtohavereplied,Itis,formembersoftheteam.The
implicationwasthatifonechosenottoattend,hewasineffectresigning.As
describedbyafinancedirectorbelow,Havensteinsettheexamplefor
commitmenttothosemeetingshimself:
Walthadameeting[inNewHampshire]until8:00atnight,gotonthe
planeinthemorning,flewtoL.A.,metwithuswiththecustomerfrom
1:00to6:00,metwithusprivatelyfrom6:00to9:00,drovebacktothe
airport,andtooktheredeyebacksothathecould[attend]theGangof16
meetingthenextmorning.

50

Thefinalpassagereferencedinthiscategorywasofparticularimportance

becauseitcombinedinoneparagraphallusionstomanyofthebehaviorsthat
earntheadmiration,trust,andrespectofothersbydemonstratinghigh
standardsofethicalandmoralconduct,anditwasmadebyoneoftheyounger
membersoftheleadershipteamwhoviewedHavensteinasarolemodel.
hetellstheSergeantBrownstoryabouthowhewillneverembarrass
us,andthatgoesalongway;thedemeanorthathebringstohisallhands
meetings;thepassionthathebrings.Itsjust,peoplewannagetupand
lineupbehindhimandfollowhim.Thererenottoomanypeopleinlife
thatyoumeetlikeWalt,andIcharacterizehimascharismatic.Icouldsit
andlistentohimforeighthoursstraightandnotgetbored.Itsjustyou
canlearnsomuchfromhim.Hessuchastrongpresenceandabelievable
presence,anditbringseverythingtoaneedlepointastowhywedowhat
wedo.

InspirationalMotivation

Transformationalleadersinfluencetheirfollowersthroughinspirational

motivationwhentheyareabletocreatecontagiousenthusiasmtowardan
51

envisionedfuturestate(Bass&Avolio,1994).Havensteinscharisma,
particularlyhisabilitytopassionatelydeliverasimple,concisemessageorcallto
action,servedhimwellinthiscategory.Hefrequentlyadoptedsymbols,suchas
handsignals,visualdiagrams,ormascotstomakehispoint.Themost
prominentexamplesofthisbehaviorwerehisuseofthestoryofmeerkat
behaviortodescribeexpectationsregardingteamwork,theannualcampaignto
communicatehisstrategicvisionusingbigbluearrows,andthecalltoaction
usingtheWeProtectThoseWhoProtectUsslogan.

ThemannerinwhichHavensteinusedTheMeerkatStory(seeAppendix

D)todescribehismandateforteamworkatthehighestleveloftheorganization
wasauniqueuseofsymbolismthatquicklypermeatedthecorporateculture.As
heexplainedinthestory,thebehaviorsherequiredofhisteamofdirectreports
werecooperation,communication,andsharingwithanemphasisonwhatwas
bestforthegreatergood,fortheenterpriseasawhole.Thischallenge
representedanimportantshiftinattitudeforacompanythatwasusedto
operatingasanumberofseparatebusinessesregularlycompetingforbusiness
andfightingoverresources.
Havensteinbeganbyreferringtohisteamof16directreportsastheGang
of16becauseagroupofmeerkatsiscalledagang,andhechangedthenameof
52

thesegmentsofthebusinessfromdivisionstobusinessareas.He
emphasizedtheseexpectationsandchangeseverytimehehadanopportunityto
speaktoagroupofemployees.NewemployeesweregivenacopyofThe
MeerkatStoryatorientationontheirfirstdaywiththecompany.Averyfew
seniorleaderswhoearnedspecialrecognitionfordemonstratingthesenew
behaviorsweregivenasmallsculptureofagroupofmeerkats,exactlylikethe
oneinHavensteinsoffice.
Moreimportantly,withinthefirstsixmonthsofhistenureaspresident,
nearlyhalfofhisdirectreportsretiredorlefttheorganization.Themessageto
theorganizationwasclear:Ifyoucannotbecomeateamplayer,youwillnotbe
apartofthisenterprise.Onedirectorexpressedhisinterpretationofthenew
expectationsthisway:Weresupposedtoplaynicetogetherandworkforthe
bettermentoftheenterpriseandnotjustyourindividualarea.
Havensteinsnextchallengewastodevelopabusinessstrategytofocus
histeamonaunifiedvisionandtocommunicatethatstrategyinawaythat
fosteredteamworkwhilerecognizingthecontributionsofthevariousbusiness
areas.Thiscentralizedapproachtostrategyandobjectiveswascompletelynew
tothebusiness.Inthepast,thevariousvicepresidentsofthedivisions(now

53

businessareas)developedtheirstrategyindependentlyandwithoutalogical
process.
Whenthestrategicdirectionfortheenterprisewasdetermined,througha
seriesofworkingsessionsfacilitatedbyanoutsideconsultant,Havensteinused
themilitarymetaphorofBigBlueArrowstoillustratehowthedifferent
segmentsofthebusinesswouldfunctiontogethertoachievetheenterprise
objectives.(Inthemilitary,thismetaphorisusedtodescribethemovementof
forcestoachieveobjectives.)
Havensteincommunicatedthisvisiontotheorganizationinpersonusing
aseriesofmeetingsheldineveryfacilitythatwasknownasthePresidentsTour.
ThesepublicsessionswereaforumforHavensteintocapitalizeonhisabilityto
rallytheemployeesaroundasimple,inclusivevision.Employeesweregivena
brochurethatincludedtheannualtoptenobjectivesandadiagramofthe
company,sotheycouldseehowtheirpartofthebusinesswascontributingto
theoverallsuccessoftheenterprise.(SeeAppendixEforanexampleoftheBig
BlueArrows.)Havensteininsistedthattheschedulefortheseeventsincluded
ampletimeforquestionsfromtheaudience,andhispersonable,nonthreatening
styleencouragedemployeestoactuallyaskquestionsduringthistime.

54

ThemodelofmeerkatbehaviorandtheunifiedstrategyshownintheBig
BlueArrowdiagrammergedthefactionsoftheorganizationandencourageda
morecooperativeworkenvironment,butitwasHavensteinspatriotismthat
generatedthecontagiousenthusiasm.AsaformerMarine,hepersonally
believeddeeplyinthedutytoserveonescountry.Nowhehadamultimillion
dollarcorporationbehindhimwhoseemployeeshadalreadycreatedtheslogan,
WeProtectThoseWhoProtectUs.
Threeeventscombinedtocreatethephenomenonthatultimatelyleadto
BAESystemsapplyingforacopyrighttothephraseWeProtectThoseWho
ProtectUs.Thephraseitselfwascreatedduringaseriesofcasualleadership
teambreakfastsinoneofthebusinessareas.Then,thephrasewasusedina
magazineadvertisingcampaign.Finally,thepostersfromtheadvertising
campaignbecameafixtureintheconferenceroomsandhallwaysoffacilities
reachingallthewaytothelobbyoftheBAENorthAmericaheadquarters
building.(SeeAppendixFforanexampleoftheposters.)
Thewordsthemselvesevolvedduringadiscussionatoneofthe
leadershipbreakfastsheldintheCountermeasuresbusinessareainthe199899
timeframe.ThesemeetingswereestablishedbyTomPucciarello,aninternal
organizationdevelopmentconsultant,toprovideacasualforumfor
55

philosophicalandacademicdiscussionsofvariousleadershiptopics.Duringone
meeting,participantswerebrainstormingideasforaslogantoreflectthe
businessareasmissioninawaythatwouldinspireemployees.Noneofthe
participantsrememberedwhosaiditfirstorhowthephraseWeProtectThose
WhoProtectUsevolved,butbytheendofthediscussionthesloganwas
created.However,thisgroupwasnotresponsibleforusingthephraseinthe
advertisingcampaignorcreatingtheposters.
AccordingtocommunicationsvicepresidentRandyMorger,theflyboy
posters(astheycametobeknown)werepartofanadvertisementhis
organizationcreatedinearly2000thathighlightedArmyhelicopterpilotsasthe
beneficiariesofthecompanytechnology.Morgerandacolleaguehadthe
photographsandweretryingtocreatethetaglineforthead.Ashe
remembered,Wewerehonestlysayingtooneanother,Ok,whatcanwesay
thatwillreflectWeProtectThoseWhoProtectUs?whenithitustojustusethe
sloganthathadalreadybecomeapartofthelexiconintheNewHampshire
locations.Theadvertisementwassocompellingthatsoonframed
reproductionsappearedintheleadershipconferenceroomsinNashua.The
publicresponsewassopositivethatthecompanyhadtoregisterthephraseto
preventcompetitorsfromusingit.
56

AftertheSeptember11,2001attackontheWorldTradeCenter,anew
versionoftheposterwaspublishedinthecompanynewsletterwiththeaddition
ofWewillnottire,wewillnotfalter,wewillnotfail,asweprotectthosewho
protectus.Tocommemoratetheanniversaryof9/11in2004,areproductionof
theposterwascreatedusingthenamesoftheapproximately6000currentIEWS
employees.Copiesofthisposterweresoldtoemployees(whoexcitedlyfound
theirnamesinthepicture)andtheproceedsweredonatedtotheUSO.This
posterwonamajorinternationalawardinadvertising.
AlthoughtheevolutionanduseofWeProtectThoseWhoProtectUs
wasastrikingexampleofHavensteinsabilitytocapitalizeonthecongruenceof
hispersonalvaluesandthoseoftheorganization,thereweremanysmallerscale
actionsthatcontinuedtoshowemployeesthathebelievedwhattheyweredoing
wasimportant.DuringoneofthePresidentsTours,hewasspeakingtoacrowd
outdoorsatoneofthefacilities,andahelicopterwasflyingintheareatesting
equipment.Atonepoint,itcamecloseenoughtomakeitimpossibletohear
whathewassaying.Havensteinpaused,lookedupsmiling,andwhenthenoise
dissipatedhesaidsomethingtotheeffectofItsOK,thatswhywerehere.Its
musictomyears.Ateverygatheringhefoundawaytoincludeareferenceto
thecompanycustomersasthoseguysandgalsintheflightsuits,flackjackets,
57

andbellbottomedtrousers,thewarfighter.Thequarterlymanagement
meetingsbeganwithavideomontageofimagesofthecompanyproductsin
actionandtestimonialsfromusersaccompaniedbyarousingscorethatsome
referredtoasthecompanyfightsong.WhenHavensteintookthepodium,his
firstactionwastoleadthegroupinthepledgeofallegiance,andhealways
closedsessionsbyaskingtheparticipantstoremembertothankanyservicemen
andwomentheysawintheirtravels.
Therewasnotasingleinterviewtranscriptthatdidnotreference
Havensteinscommitmenttotheultimatecustomer,thewarfighter.The
followingpassagesweretypicalexamples:
Youknow,whenWaltfirstcameinandstartedtalkingaboutthewar
fighter,thatwaslikethefirsttimeanybodyevertalkedaboutthat.When
hesaid,youknow,yeah,youguysaredoinginterestingworkandits
reallycomplex,butdontforgetthattheonlythingthatmattersistheguy
thathastouseit,thewarfighter.

Hesveryorientedtosupportingthemilitary,sowithWalt,you
hadconfidencethatifyoudidwhatwasrightforyourcustomer,the
military,that99timesoutof100,Waltwouldsupportit.
58


...wehadnthadthattypeofleaderbeforewhowasabletoreally
crystallizewhywedowhatwedo.
IntellectualSimulation

Transformationalleadershipbehaviorsthatencouragenewideasand

creativeproblemsolvingandrisktakingstimulatetheintellectualcapacityof
employees.Havensteinsactionsdiscussedintheprevioussectionscontributed
tocreatinganenvironmentthatempoweredemployeesatalllevelstoquestion
thestatusquo,worktogethertosolveproblems,andtakecalculatedrisks.Inthe
wordsofonemanager:
PeoplefeltcomfortablebringingissuestoWaltsattention.Hehadaway
ofmakingeverybodyfeelsovaluedandrespectedthatpeoplethinkthat
theyareworthyenoughtoraise,youknow,maybethesimplestofissues
up.

Typically,Havensteinpromotedquestioningthestatusquowitha

humorousroutinehecalledTheGoofyTest.TheGoofyTestoriginatedshortly
afterthecompanywasacquiredbyBAESystemsin2000.Aswithanymergeror
acquisition,thecombinedorganizationshadmultiplepracticesandprocedures,
andasinglesetofprocesseshadtobeagreeduponasthewayforward.One

59

wayHavensteinencouragedemployeestothoughtfullyconsideroldandnew
processeswastosuggestthattheystepbackobjectively,regardlessoftheorigin
oftheprocess,andaskDoesthispassthegoofytest?Hewasessentiallytelling
employeestohonestlylookatthewayitsalwaysbeenandspeakupifthe
processdidntmakesense.

AswithmanyofHavensteinssimplephrases,TheGoofyTestwassoon

partofthelexiconusedinmeetingsthroughouttheorganization.Peoplefelt
empoweredtoaskHey,doesthispasstheGoofyTest?asawaytourgeone
anothertotakethecommonsenseviewofasituation.Referringtothis
phenomenon,oneintervieweesaid:
Eventhelowestlowlyemployeecansaywellthatsgoofy,youknow,we
oughttogetthisinformationouttheresowecanfixit.Soitwas
empoweringtoemployeestoseethattheywerentwaitingforleadership
todountousanymore;thatwewerepartoftheteamandhadanimpact
ontheenterprise.

Similarly,Havensteinsexpectationsregardingworkingtogetherforthe

greatergoodpromotedcreativeproblemsolvingratherthanblamingone
another.Thefocusinprogramreviewswasnotonexplainingwhatwentwrong,
butonproposingawayforwardtohelpthewarfighter.Havensteinrecognized
60

thatthehighlyspecializedtechnicalworkthecompanywasknownforwasa
riskybusinessandthattherewouldalwaysbeunforeseendifficultiesalongthe
way.Hewantedanhonestassessmentofthecurrentsituationandarealistic
planforgettingbackonschedule.Programperformanceimprovementwas
measurednotbyhowfarbehindscheduletheworkwasbutbyhowaccurately
theteamcouldpredictwhentheywouldbebackontrack.Anintervieweewho
wasrelativelynewtotheorganizationnoticedwhathecalledleadership
resiliencewhendisappointingnewswassharedinameeting,Havenstein
mightpopupforamoment,butthenheimmediatelycalmeddownand
shiftedthediscussiontowardsolvingtheproblem.
IndividualizedConsideration

Transformationalleadershipbehaviorsthatshowindividualized

considerationrecognizefollowersneedsanddesiresinasupportive
environment.Manyofthebehaviorsdescribedinthepreviousthreecategories,
idealizedinfluence,inspirationalmotivation,andintellectualstimulation
certainlycontributedtocreatingasupportiveenvironment.However,the
approachHavensteinusedtoenforcecompliancewiththepoliciesconcerning
sharingoffunctionalresources(engineering,manufacturing,business

61

management,marketing,andpersonnel)acrossmultiplelocationsaddresseda
difficultsituationwithhischaracteristicsimplicityandresolve.

Thestructuretosupportsharingfunctionalresourceshadbeeninplace

since1996whentheIEWSbusinessareasembracedcentralizedengineering.
Thischangemeantthatallofthevarioustypesofengineers(software,electrical,
mechanical,andsystems)werenolongerdirectlyassignedtotheprogramfor
whichtheyprovidedservicesinaparticularbusinessarea.Instead,the
engineersweredirectlyassignedtotheirengineeringfunctionandallocatedto
workonaprogram.Inotherwords,thebusinessareasnolongerownedthe
engineersworkingontheirprograms.

Therationalebehindthisactionwastoprovideconsistenttraining,

development,andsupervisionforengineersandtosimplifyhiringandresource
allocation.Inthepast,itwasnotuncommonforonepartofthebusinesstobe
hiringsystemsengineerswhileanotherwaslayingthemoff,duetofluctuations
inworkloads.However,inorderforthissystemtowork,therehadtobeahigh
leveloftrustandcooperationamongthedifferentbusinessareasandthe
engineeringfunctionaswellasteamworktowardsasharedvision.The
companycultureinthelate1990shadnoneoftheseattributes.

62

IntheyearsbeforeHavensteinwasappointedpresident,therewas

constantbickering,complaining,andbegrudgingcompliancetocentralized
engineering.Theprogrammanagementcommunitysawthechangeasalossof
powersincetheynolongerhaddirectcontrolovertheengineers.Therewere
powerstrugglesamongprogramsoverkeytechnicalresources.Theindividual
engineerswereconfusedandfrustratedbywhattheyperceivedashavingtwo
bosses,theirfunctionalengineeringsupervisorandthemanageroftheir
program.Engineeringmanagementstruggledtogainrespectinaculturewhere
programmanagementhadalwaysbeenperceivedaskingofthehill.

Onceagain,Havensteinusedmilitarytermscombinedwithathree

fingeredhandgesturetosimplifyrequirementsandunitethefactions(see
AppendixG).Hecalledthismethodofoptimizingresourcesthe3DConceptof
Operations.

Thethreeaxesrepresentedthelineofbusiness,thefunctions,andthe

geographiclocationorsitewheretheworkwasperformed.Eachofthethree
partshadaleader,thebusinessleader,thefunctionalleaderandthesiteleader,
allwithclearlydelineatedresponsibilitiesandauthority.

Havensteinwasabletostopthebickeringandcomplainingbecausehe

explainedthe3DConceptofOperationsinawaythatemphasizedteamwork
63

alongwiththerecognitionofindividualsneedsanddesiresandvaluetothe
business.Hemadeapointofexplainingthatnoonepartoftheorganizationwas
moreimportantthananother,andhedemandedmutualrespect.However,it
wasthecommitmenttothesharedvaluetoprotectthewarfighterthat
motivatedthefactionstoworktogetherforthegreatergood.
StateofMindLeadershipTraining

Inthetimeperiodofthisstudy,19992005,theseniorleadersinWalt

HavensteinsorganizationwereexposedtofourformsofSOMtraininginfour
verydifferentsettings:1)auditoriumstylelectures,2)leadershipteamoffsites,
3)theIntensiveLeadershipSeminar(ILS),and/or4)PersonalFoundationsfor
OptimalLeadership(PFOL).

Theauditoriumstylelecturesheldinthelate1990srepresentedthe

earliestattemptstointroducetheHR/SOMunderstandingtotheorganization.
OneoftheseniorleaderswhobecameinterestedinHR/SOMasaresultof
discussionswithDickBozoian(DirectorofEmployeeTrainingand
OrganizationalDevelopment),wouldsponsoroneoftheseevents.Theprogram
lengthwasusuallyoneday,anditwasheldinalargemeetingspaceinanearby
hotel.ThesponsorpaidthefeesandexpensesforDr.GeorgePranskyandany
coinstructorsfromPranskyandAssociates,andthecostofthemeetingspaceas
64

well.Allofthesponsorsdirectreportswereinvitedtoattend,andBozoianand
thesponsorwouldalsoinvitesomeoftheirpeersaswell.Therewereusually50
75participantsinall.

Theseseminarsweremarkedlydifferentfromthekindofleadership

trainingtheparticipantshadcometoexpect.Therewerenooverhead
presentations,novisualaids,andnohandouts.Theprimarypointofthe
lecture/discussionformatoftheseprogramswastohelptheparticipants
appreciatetheconnectionbetweenSOMandbusinesssuccessandtobecome
awareoftheirownstateofmindinthatcontext.BozoianandDr.Pranskyoften
taughtthesesessionstogetherbecauseBozoianaddedcredibilityduetohis
experiencewiththebusiness.ThechartinAppendixH(theonlyvisualaid)was
usedintheseearlyseminarstoshowtherelationshipbetweenSOMandbusiness
success.

Althoughsomeoftheparticipantsbalkedattheunstructurednatureof

theseminars,itwasdifficultforthemtodisputethecommonsensenatureofthe
messagepeoplearemoreproductiveandcreativewhentheyareinabetter
mood.Moreover,Dr.Pranskyandhisassociateshadverylittleexperienceinthe
businessworldatthispointintime,sotheywereonalearningcurveaswell.
Oneofthefirstmodificationstotheteachingmethodologywastochangethe
65

referencestotheapproachfromHealthRealizationorPsychologyofMindto
StateofMind.

ThesecondformofSOMleadershiptraining,theleadershipteamoffsite,

evolvedfromthelargerauditoriumsessions.Inothercultures,thesemeetings
wouldhavebeencalledretreats;however,toavoidanypossibleassociationwith
religiousactivities,theywerereferredtoasoffsites.Thesetwothreeday
meetingswereheldatresortfacilitiestwothreehoursdrivefromtheNashua,
NewHampshire,areasuchasTheStageneckInninYork,Maine.The
participantswerethevicepresidentofthebusinessareaorfunctionandhis
directreports,usually1215people.

ThefirstfewsessionsofthiskindwerecotaughtbyDr.GeorgePransky

andDickBozoian.Inadditiontothevenue,thereweretwoothernotable
differencesinthistraining.First,itwasexclusivelyfortheintactleadership
team,whichincludedboththeprogrammanagementdirectorsforthedifferent
productlinesandthefunctionaldirectorsofengineering,humanresources,
businessmanagement,andtheotherfunctions.Secondly,thecontentwasboth
theoretical(SOM)andapplied.Theappliedportionofthemeetingconsistedof
discussionsandactionplanningtoaddressspecificteamrelatedissues,which
weredeterminedbyanalyzingthethemesofindividualintakeinterviewsdone
66

priortothemeeting.Dr.Pranskywouldconductthesephoneinterviews,and
thendiscusstheprominentthemeswithBozoianandthevicepresidentofthe
businessareatocreatetheappliedportionofthemeeting.

Althoughthesemeetingswereexpensiveandtimeconsuming,the

improvedfunctionalityoftheleadershipteamsandthedepthofpersonal
insightsexperiencedbytheparticipants,translatedintoimprovedefficiencythat
madebusinesssense.Consequently,thenextstepformanyoftheparticipants
wastocraftasimilar,albeitlocalandlesscostly,experiencefortheirownteams
ofdirectreports.Inthisway,theSOMunderstandingbegantocascadethrough
theorganizationlevelbylevel.

ThethirdformofSOMleadershiptrainingwasaradicallydifferent

approach.TheIntensiveLeadershipSeminar(seeAppendixI)wasafourday
residentialoneononeprogramdesignedtohelpleadersunderstandandseefor
themselves:1)therelationshipbetweentheirmentalwellbeingandbusiness
successand2)thepsychologicalprinciplesbehindtheirmentallife.Theseminar
washeldinLaConner,Washington,attheofficesofPranskyandAssociates
whereparticipantswouldbeassignedaconsultantwhoprovidedacustomized
individuallearningexperienceoverthefourdayperiod.

Initiallythistrainingwasofferedexclusivelytopresidentsandvice
67

presidents,startingin1998.Sincethattime,morethan150leaders,managers,
andindividualcontributorshavecompletedtheprogram.Participantshadthe
optiontoinvitetheirspousetoattendallorsomeofthetraining.Manysenior
leadersreturnedfromthislearningexperienceandimmediatelymade
arrangementsfortheiradultchildrentoattend,oneofwhomwasWalt
Havenstein.

ThelastformofSOMleadershiptrainingtheleaderswereabletoattend

wastheexecutiveinstitutecalledPersonalFoundationsforOptimalLeadership
(PFOL).Developedin2003,itwasoneofanumberofweeklong,residential
leadershiptrainingclassesreferredtoastheBAESystemsExecutiveInstitutes.
Alloftheexecutiveinstituteswerepopulatedthroughanominationprocesswith
presidents,vicepresidents,andtheirdirectreportsgiventoppriorityfora
limitednumberofseatspersessionandsessionsperyear,andmostwereheldat
TheNewEnglandCenterconferenceandtrainingfacilityattheUniversityof
NewHampshireinDurham.Theseclasseswerepopulatedwitha
heterogeneousgroupofpeersfromdifferentpartsoftheorganization.

PFOLwascotaughtbyfourconsultantsfromPranskyandAssociates,

includingDr.GeorgePranskyhimselfinthepilotsessionsin2003.Thedesignof
theprogramrequiredalargenumberofcoinstructors.Inadditiontoshort
68

lecturesinthelargegroupformat,theprogramincludedmultiplesmallgroup
sessionsfacilitatedbyoneofthecoinstructorsandaprivatehalfhourmeeting
withthesmallgroupleader.

Thepersonalfoundationreferenceinthetitleoftheinstitutereferred

directlytotheoverarchingthemeoftheprogramthatoptimalleadershipis100
percentafunctionoftheleadersmentallife.Throughtheseriesofsmalland
largegroupinstructionalsessions,theparticipantslearnedtoseetheconnection
betweentheleadersstateofmindandemployeeproductivityand
organizationalsuccess.(SeeAppendixIforacompletedescriptionofPFOL)
From2003to2005(yearendofthisstudy),204executivescompletedPFOL.
StateofMindValues

Thethreemostcommontopicsdiscussedinthetranscriptpassagesrelated

toSOMleadershiptrainingwerereferencestotheSOMvalues,increasedself
awarenessandincreasedotherawareness.TheSOMvaluesweretheresultofa
sessionDr.PranskyfacilitatedwithHavensteinsgroupofdirectreports,the
Gangof16(GOS).Thepurposeofthemeetingwastodiscusshowan
understandingoftheSOMPrincipleswouldhelptoaddresstheproblemswith
programsthatwereoverbudgetandbehindschedule,knownasRedPrograms.
Theleadershipteamknewthatakeyfactorintheproblemwasthelongstanding
69

culturalpracticeoffailingtodiscloseproblemsinatimelymanner.Theleaders
alsoknewthatitwasunrealistictoexpectthatprogramswouldnevergetinto
trouble,giventheextremelydifficultnatureofthework.So,theyhadtofinda
waytobringproblemsforwardsoonerandcreatemorerealisticplanstogetback
onscheduleandwithinbudget(referredtoasReturntoGreenplans).This
practicewaslargelyareactiontothepreviousseniorleadershipregimethathad
fosteredafearfulatmosphereinprogramreviewsbecauseoftheirharsh,
disrespectfulstyle.

TheSOMvaluesweregeneratedastheantidotetothisstyle.Theywere

theguidelinesforcreatingacollaborative,respectful,creativeworkenvironment
startingfromthetopdown.Thegrammarinthevalueswasnotperfect;butthey
wereadoptedandreproducedsoquicklyandexpansivelythatitdidnotmake
sensetorevisethem:

Treatpeoplefromafeelingofrespectandgoodwill.

Staycalm,independentofcircumstances.

Havethehumilitytoadmitwhenyoudontknow,andbewilling
togobacktothedrawingboardthroughreflection.

Feeltheconfidenceandfaithtodotherightthinginthefaceof
discomfort.
70

TheSOMvaluethatpromotedtreatingotherswithrespectbecamethe

mostfrequentlyquoted,becauseWaltHavensteinalreadymodeledthis
behavior.Also,manyleaderssaidthatthisemphasisontreatingeachother
respectfullywastruetotheirnaturalwayofbeing.Asonedirectorremarked,
Themodelscometome.Itsmoreinlinewithmyownpersonalvaluesnow
andwhereIwantedittobeforalongtime.AnotherIDSleadersaid,Ididnt
havetobeinthehostilemodetogooutandgetworkdone.

Initially,someoftheleadersthoughtthedirectiontoremaincalm,

independentofcircumstancesconflictedwiththeirpassionforthework,
passiontheyviewedasacriticalfactorintheirsuccess.However,asone
directorcametoseeit:OnceIgotpastthatyoucanstillhaveallyourpassion,
whatitmeansisthatunderfireyouremaincalmandclearheaded.Youarent
reactionary.Youpauseandreflectandobservenotwhatsstraightaheadbut
alsowhatsintheperipheral.

Manyoftheleadersspokeoftheconnectionbetweenadherencetothe

SOMvaluesandimprovedperformance,particularlytheabilitytoraiseissues
andworktogethertosolveproblemsexactlywhattheGangof16intended
themtodo.Oneproductlinedirectorsaid:

71

Ithinkits(SOM)gonealongwaytofosterhonest,opencommunication,
raisingissuessothattheymayberesolvedinsteadofburyingthem.So
fromaperformancestandpoint,itsbroughtalotmorehonestyand
openness.Wefeelcomfortableraisingissues,whereasbefore,whenyou
getbeatupforit,thetendencyisnottoraiseanyissues.

AnotherdirectordescribedtheimpactofSOMtrainingonperformance

usingamachinemetaphorthatuniquelycapturesthenatureoftheworkatBAE
Systems.
Iguessthequestionisifyourecognize,inthesimplestform,thatweask
peopletoimplementtheirintellectualcapabilitiestocreateproducts.
Thenwhatsthehighestproductivityenvironmentyoucangivethem?
Itsnotbeingagitated.Itsnotbeingfrenetic.Itsnotbeingworriedor
distracted.Sorecognizingthat,theequivalentwouldbehavinga
manufacturingprocessandthrowingdirtintothegears.Effectivelythats
thesameasaddingstress,addinguncertainty,addingtensiontothe
system.Soyouwouldntdothat.Youwouldoilthemachineandkeepit
clean.Whatweredoingherewithpeople,withtheirintellectual
capabilities,weregonnatrytogetthatintheminthebestframeofmind

72

togetridofthefrictionorthenegativeenergy.Ithinkthatwasasimple
recipe.

Amoreseniorproductlinedirectorwhoworkedformanyyearsunder

theharshmanagementstyleofthepreviousregimecoupledHavensteinsedict
totreatpeoplewithrespectandtheSOMvalueswhenhesaid:
Ithinkoneofthethingsthathappened,andIthinkyoucanattributesome
ofthistoStateofMind,maybeuptohalfofit,andtherestofittoWalt
andhisrespectthing.Itbecame,itwasreallyimportantthatwhen
somethingwasgoingwrongonaproject,thatpeoplefeltfreetosay,this
isntgoingright,andfeelliketheywouldntbekickedintheteethwhen
theysaidit..AndIthinkthattheideaofifwereevergoingtogrowup,
wevegottobeabletolayproblemsonthetabletoeachotherand
respondtothemasateamandnotpointfingersateachother.
IncreasedSelfAwareness

Theleadersnoticedthechangesinteamdynamicsandinterpersonal

relationships,buttheyalsonoticedchangesinthemselvesandintheirabilityto
understandtheircolleagues.Onedirectorsaid,Myawarenesshasincreased.I
knowwhenIgetriledorImnervousoruncomfortableIneedtopayspecial
attentiontopreparemyselfinordertoconductmyselflikeIreallywantto.
73

Anothersaid,UnderstandingSOMhelpedmebalancemyneedtobesuccessful
andtodotherightthing.Havingagoodstateofmindalsoallowedmetofail
onceinawhileandrecoverfromthat.

Otherleadersbecamemoreawareoftheirmentalhabitsofsecond

guessingandchastisingthemselvesunderpressure.Increasedresiliencewas
anotheroutcomeoftennoted.Theintervieweesnoticedthattheywereableto
getoverdisappointmentsmorequicklyandcatchthemselvesworryingabout
organizationalchangesorothereventsoutoftheircontrol.Onedirector
comparedhowheviewedadisappointmentinthepast,beforeSOMtraining,
andhowhereactedtoarecentevent.
IrealizeImresponsibleformyownsituation.IfIchoosetoreactand
dwellonmakingthisadejected,despondent,shittysituation,thenIwill.
IknowIdidthatonceinmycareer,anditwasamistake.Ididntrealize
thatIwasresponsibleformyownemotions,whenIwasinanegative
state,andIletitgetthebestofme.Ibidonajobandsomeoneelsewas
chosen,andIwasdevastated.IreallyletitgetmedownandIwallowed
inabadattitudeforalongtime.Recently,IdidntgetapromotiontoVP,
andalthoughIwasdisappointed,Igotoveritinalotlesstime.
IncreasedOtherAwarenessandEmpathy
74

AsselfawarenessincreasedamongtheleadersexposedtoSOMtraining,

sodidtheirattentiontoothersstatesofmind.Whentheyrealizedtheimpact
theirownstatesofmindhadontheirperceptionandbehavior,theysawitwasin
theirbestintereststopaymoreattentiontohowothersweredoing
psychologically.Itwashumblingandhumorousfortheleaderstoadmitthatthe
abilitytheyhadaschildrentodecidewhenwasthebesttimetoaskforan
increaseintheirallowancebyscopingouttheirparentsmoods,couldbeusedin
businesstogetasensehowotherswerereactingtoasituationortothem.Italso
becameeasierforpeopletoforgiveoccasionallapsesinSOMvaluebehaviors.
Peoplecouldseewhenotherswerenotattheirbestandknewnottotakewhat
theysaidordidtooseriously.Onevicepresidentsaid:
Youvegottorecognizethatnoteverybodywasperfect,andpeoplekept
jumpingoutofthebagoccasionally.Buttheywouldcomeandapologize
afterthefact,recognizingthattheycrossedtheline.Thatwasgood
becausemostpeoplewereveryforgivingandwouldgivetheguyanother
chance.Itwasntperfect,itwasajourney,andifpeoplefelloffthetrail
alittlebittheydgethelpfromtheirpeerstogetbackontrack.

Theaspectofotherawarenessthathadthemostfarreachingimpactin

thebusinesswaswhenpeoplerealizedthevalueoftrulylisteningtooneanother
75

andtryingtounderstandtheotherpersonspointofview.Oneproductline
directorsaid,Asaservantleader,yousayokay,whatdoIdotohelpresolve
thisconflict,thisbarrier,thisproblem,motivate,coach,whatevertherightthing
is,andSOMgetsyoutoslowdownandlistentotheenvironment.Another
directorlinkedlisteningtoproblemsolvingsaying,Ithinkthebiggestthingwas
beingabletolisten.Thehardertheproblemsare,themorepeopleneedtotalk
aboutthem,andiftheyhavetodoitinisolation,theymayneversolveit.

Becomingbetterlistenersrequiredtheleaderstocombinetheirincreased

awarenessoftheirownstateofmindwithanappreciationforwhereothersare
functioningaswell.Itwascuriousthatastheleadersbegantoappreciatethe
valueoflistening,theyalsoassociateditwithHavensteinsemphasisonrespect
asthoughthatwassomethingnewtolistentoothersoutofrespect.
Attheendofeachinterview,theresearcheraskedeachparticipantto
comparetheextenttowhichtheleadershipbehaviorinIDSreflectedtheSOM
valuesinthelate1990sandin2005.Theresults,showninTable2,showashift
intheextenttowhichtheIDSleadershipbehaviorswerealignedwiththeSOM
valuesfromthelate1990sto2005.

76

Table2
AlignmentofIDSLeadershipBehaviorwiththeSOMValues
LeadershipBehavior

Late1990s
n=28
mean
sd

2005
n=29
mean sd

Treatpeoplefromafeelingofrespect/goodwill

2.7

.82

4.4

.50

Staycalm,independentofcircumstances

2.2

.54

4.2

.61

2.3

.70

4.1

.59

2.6

.73

4.3

.61

Havethehumilitytoadmitwhenyoudontknow,and
bewillingtogobacktothedrawingboardthrough
reflection
Havetheconfidenceandfaithtodotherightthingin
thefaceofdiscomfort

Key:1Never2Toalittleextent3Tosomeextent4Toagreatextent5Toavery
greatextent

77

WorkEnvironment

Inthisstudy,workenvironmentwasdefinedasthesharedvaluesand

behavioralnormsthatcharacterizethedailyoperationoftheorganization.
Accordingtotheleaderswhowereinterviewedfortheproject,thequalityofthe
workenvironmentoftheIDSbusinessareanoticeableimprovedbetween1999
and2005.WaltHavensteinsetanewstandardforleadershipbehaviorthat
cascadedthroughthelevelsofmanagementallthewaytotheshopfloor,andthe
SOMleadershiptraininghelpedleadersandmanagerstomodelthebehaviors
portrayedintheSOMvalues.

Theseactionsinfluencedchangesintheworkenvironment.Peoplefelt

respectedandvalued,theywereproudofthecompanymission,andthey
workedtogethertosolveproblemsandsatisfytheultimatecustomer,thewar
fighter.ThebehaviorthatbeganwithHavensteinsGangof16hadbecomethe
standardfortheworkplace.

Contributingfactorstopeoplefeelingrespectedandvaluedweretheir

abilitytoseewheretheirworkcontributedtothekeyobjectivesoftheenterprise,
andBAESystemscommitmenttotheEmployerofChoicephilosophy.
(EmployerofChoiceisatermusedinbusinesstoreflectanorganizations
commitmenttotreatingemployeesinamannerthatmakesthecompanya
78

desirableplacetowork.)

WhenHavensteinconductedhisannualPresidentsTouracrosstheIEWS

group,everyemployeewasinvitedtoattendthemeetings.Everyemployeewas
givenabrochure(seeAppendixJforanexample)thatdescribedthetopten
objectivesfortheyear,thekeyobjectiveforeachbusinessareaandvisual
remindersoftheconceptofoperationsandmeerkatvalues.
In2000whentheIEWSgroupwassoldbyLockheedMartintoBAE
Systems,thenewparentcompanyimmediatelydemonstratedanopen,friendly
attitudetowardsemployees.Onthefirstdayoftheacquisition,MarkRonald,
thePresidentofBAESystemsNorthAmericatouredeveryfacilityalongside
WaltHavenstein.Theweekbefore,everyemployeewasgivenabluechambray
workshirtwiththeBAESystemslogo.MarkRonaldendearedhimselftothe
IEWSemployeeswithalittlejokeabouthowtheheadofficersweretryingto
figureoutwhattocallthenewcompany:BAESystemsSanders;Sanders,A
BAESystemsCompany;BAESystems,ASandersCompany.Thiswasa
referencetotheoldLockheedMartinnamingconventionthatallowedawide
varietyofnamingconventionsforthevariousbusinesssegments.People
respondedtohissenseofhumorandtothefactthatheandWaltHavenstein
weresidebyside,bothwearingtheirBAESystemsworkshirts.Theemployees
79

trustedHavenstein,andhetoldthemthatthiswasgoingtobegoodforIEWS
andgoodforBAESystems.
Anotherimportantchangeintheworkenvironmentcontributedtothe
acceptanceofthenewparentcompany.Havensteinhadsucceededininstillinga
senseofprideintheemployeesthattranscendedcompanynamesand
organizationstructures.Employeesateveryleveloftheorganizationidentified
withtheWeProtectThoseWhoProtectUsslogan.Thepostersinthehallways
andonofficewallsnowincludedtheBAESystemslogo,buttheflagsandthe
flyboyshadnotchanged.Infact,soonaftertheacquisition,thelobbyoftheBAE
SystemsNorthAmericaheadquartersbuildingshowcasedawallsized
reproductionofoneoftheWeProtectThoseWhoProtectUsflyboyposters.
TheNorthAmericanorganizationhadadoptedtheIEWSslogan.
Thethirdchangeintheworkenvironmentwasthemanifestationof
workingtogetherforthegreatergood.Thepettysquabblingandinfightingthat
hadcharacterizedsomepartsofthebusinesswerereplacedbyanincreased
commitmenttoteamworkandbuildingbetterinterpersonalrelationships.Inthe
late1990s,complaintsaboutthecentralizedfunctionalmatrixstructure(the
sharingofresourcesacrosstheorganization),werethemostfrequentthemein
focusgroups,climatesurveys,andotherinformalemployeecommunication
80

forums.IntheyearsunderHavensteinsleadership,thosecommentsgradually
disappeared.
ThechangesinleadershipbehaviorencouragedbySOMleadership
trainingenabledtheshiftinsolvingproblemstogetherbycreatingasafer,less
fearfulatmosphereonprogramteams.Programteammemberswere
encouragedtoaskforhelp,andwhentheydid,theyweretreatedwithrespect.
Employeeswerenotpersonallyhumiliatedformakingmistakesornotknowing
theanswer.Furthermore,ifsomeonedidstepoutoflineandreverttotheold
behavioralstandard,theywererespectfullyremindedthatitwasnolonger
acceptabletoactthatway.
ClusterofInfluences

Inmanyinstances,itwasdifficultfortheintervieweestoseparatethe

waysinwhichSOMtraining,WaltHavensteinsleadershipstyle,andthesaleof
thecompanytoBAESystemsinfluencedindividualandteambehaviors,the
workenvironmentandultimatelyorganizationalperformance.Theresearcher
initiallybelievedHavensteinsstyleandtheworkenvironmenthadamediating
effectonSOMtrainingandorganizationalperformance.
However,theinteractionsdescribedintheinterviewthemesrepresenteda
multipliereffectasopposedtoamediatingeffect.Havensteinsleadershipstyle,
81

specificallyhisinsistenceonrespectfulbehaviorandworkingasateam,
embodiedtheobjectivesofSOMtraining,acceleratedtheassimilationtoBAE
Systems,andencouragedthechangeintheworkenvironment.Thefollowing
interviewexcerptsshowhowtheleaderssawtheseinfluencesplayout:
Yeah,Iveseenitchangefromturfwars,everybodyoutfor
themselves,makeyourownnumbersanddonthelpanybodytoa
movementtorecognizingthatthepoint,theaxispointisWaltand
everybodyhastosupportthebusiness.Iveseentogethernessbetween
thebusinessareaslikeneverbefore.
Wehadverycombativerelationshipsbetweengroups,between
engineeringandprograms,betweenvariousprogramgroupswhowere
competingforthesamebusiness.
Overtimeyousawmoreinterestinthegroupsuccess,more
willingnesstosharepersonnelandhelpout.
Wewereinaprogramreviewandthenewswasnotgood.People
thought,MyGod,theyregoingtogetkilled.Butinsteadtherewasthis
calm,youknow,noyellingorscreaming,seriousdiscussionofthe
problem.Andthey[leadershipteam]seemedtowanttohelpratherthan
punish.AndpeoplesaidWhathappenedtotheleadershipteam?The
82

slightestchangewasamplifiedandrecognizedbythepeoplepeople
whowerehighlynetworkedsothreedayslaterpeoplearestilltalking
aboutwhathappened.Goodorbad.
Therewasthissensethatwecouldnotreviewenoughorhave
enoughpeopleouttherecheckingpeopletouncoverwhattheywould
hide[intermsofprogramproblems].Itsnotbecausetheydoit
maliciously;theydoitoutofselfdefense.Sowefeltwehadtoenablethe
informationflowbycreatingtheclimateofmutualrespectandsafety
whenpeoplehadissuestobringforward.
Iwouldsaywerereallyatthepointwherethatsingrainedin
everyonesbehavior;thenotionoftreatingeachotherwithrespect.
Causeyoucanseepeoplestopmidapproachandsay,Waitthisisjust
nottheway.Soitsnottosaythattheresnoemotion,butthereisa
recognitionofwhentheemotionisgettinginthewayofthemessages.
WhereBAEtookoveratthesametimeasWaltcamealongwithhis
respectforpeople,andBAEtookoverandhadmeetingswithgroupsof
peopleandgaveeveryoneashirt,right,anddemonstratedthattheywere
muchmoreorientedtohavingpeoplebehappyherethanbesatisfied.
AndIthinkpeoplerespondedtothat.AndIthinkthatsprobablythe
83

majorreasonthecompanydoesbettertoday.
DifferentPointsofView
Threeoftheintervieweeshadmorenegativecommentsoverallthanthe
others,althoughtheirperspectivesofHavensteinsleadershipstyleandits
impactontheorganizationwerealignedwiththerestofthegroup.One
differencebetweentheseleadersandtheotherintervieweesisthatallthreeof
themchosenottoparticipateinanySOMleadershiptrainingbeyondthe
mandatoryleadershipoffsites.Furthermore,twoofthesemenwereencouraged
byWesWest,thevicepresidentandgeneralmanagerofIDSwhochampioned
SOMinhisorganization,tofindanassignmentoutsideofIDS.WesWestjoined
thecompanyin1998andservedasthevicepresidentandgeneralmanagerofthe
IDSbusinessareauntilheretiredin2003.Inthisrole,hewasoneof
Havensteinsdirectreports,theGangof16.LikeHavenstein,Westmadeitclear
tohisleadershipteamthatheexpectedthemtobehaveinalignmentwiththe
SOMvalues,andthosewhochosenotto,wereinessencedeselecting
themselvesfromtheteam.Toprotecttheiridentities,theyarereferredtoas
leadersA,B,andC.
LeaderAwastheonlyintervieweewhowouldnotallowmetorecordour
session,andheseemednervousansweringthequestions.Althoughhewasnot
84

oneoftheteammembersencouragedbyWesWesttofindanewassignment,he
stronglydislikedWestanddidnotrespecthim.Ononeoccasion,Westlosthis
temperwithLeaderA,andhewasneverabletogetoverit.OtherIDS
leadershipteammembersconfirmedthatoccasionallyWestgotupset,butthey
didnottakeitpersonally.Asoneleaderremarked,comparingWesttohis
predecessorinthebusinessarea,Wes,ontheotherhandwasveryvolatile.And
hewouldexplode.Hewantedtofirepeople.Inmeetingshewasveryopen,
verycommunicative,andverysupportiveofthestaff.Whenhegotbehind
closeddoors,hecouldwail.LeaderAalsobelievedtheIDSbusinessareadid
notdowellstrategicallywithWestsleadership,althoughinfact,thegroup
surpassedandcontinuestoexceedtheirfinancialgoals.Ineveryotheraspectof
theinterview,LeaderA,wasinlinewiththemajorityview,butnotaboutWest.
LeaderBoutwardlyscoffedatSOMleadershiptrainingfromthe
beginning,althoughhispeerssaidtheyhaveseenachangeinhim,forthebetter,
overtheyears.HeisoneofthepeopleWesttoldtofindworkelsewherebecause
hewouldnotembracetheSOMvalues.LeaderBbelievedthattheendalways
justifiedthemeans;inotherwords,thewayaleaderbehavedshouldnotbean
issueifhemakeshisnumbers.Inhiswords:

85

Youprobablydonthearthisalot,either,frompeople,butitsalmostlike
theStateofMindthingcreatedapopularitycontest.Thatitsnotabout
yourperformance,itsaboutyourpopularity.AreyouaStateofMind
guyorarentyou?Areyouagoalong,getalongkindofguyorarent
you?Andifyoureaguythat,youknow,islookedonasa,youknow,
outspoken,abrasive,whatever,youjustdontfit.Youregoingtobe
pushedtotheside.Whetheryouregoodatwhatyoudoornotmakesno
difference.Itsdoyoufollowtherulesandwhatever.
Weswasaniceguyandallthat,buthisleadershipstylewas,in
myopinion,verybadforourculture.Hewaslikeabullyinalotofways.
Andifyoudidntagreewithwhathesaid,itwastakenpersonally.You
know,hewaslike,well,thisisthewayIsaytodoitandyouregoingto
doitoryouregoingtogofindsomeplaceelsetodobusiness.
AlthoughLeaderBspokeofhisrespectandadmirationforHavenstein,
heseemedtoresenthoweventscametogetherinthecompanyandtalkedalot
aboutmythsasopposedtotherealityofwhatreallyhappened.Hehada
numberofopportunitiestotakehiscareertothenextlevelafterheleftIDS,but
wasnotsuccessfulandwasremovedfromseniorleadersuccessionplans.
LeaderCistheonlyintervieweewhoactuallyleftBAESystemstowork
86

foranothercompany.HewastheotherpersonWestencouragedtofindaplace
wherehewouldbehappier,ashedidntappeartobehavingaverygoodtimeat
BAESystems.HeandLeaderBoftencommiseratedaboutbeingrequiredto
attendSOMleadershiptrainingoffsitesandmadederogatorycommentsina
jokingmanner.LeaderCdidnotseemtobeanymoresatisfiedwithhiscurrent
jobthanhewaswithhispositionatBAESystems.SomeofhispeersontheIDS
leadershipteam,believedthatLeaderCwasmorefocusedonsalarythanother
componentsoftheworkpackage,soheleftforthepromisemoremoneyand
incentivebonusesthatdidnotmaterialize.LeaderCdidnotbelievethework
environmentinthecompanypriortotheBAESystemsacquisitionwasallthat
bad,andheleftthecompanybeforemanyofthechangesinleadershipand
culturetookplace.Mostimportantly,however,LeaderCwasthepersonwho
wasreprimandedbyHavensteinformakingthecommentaboutthemasses
whenreferringtotheemployees.Generally,hispersonalvaluesystemwasnot
alignedwithwherethecompanywasheaded.

What,ifanything,didthesethreeleadershaveincommonbesidestheir

differingopinionsoftheorganizationalchangesthatoccurredbetween1999and
2005?UnlikemanyoftheirteammatesontheIDSleadershipteam,theywere
nottransformationalleaders.AlthoughLeaderAremainedwiththecompany,
87

hewasatransactionalleader.Hewasabletoexecutehisobjectivessuccessfully
andmanagehisfunctionalresponsibilitiesinthebusinessareathrough
contingentrewardbehavior.Hecouldbelabeledassomeonewhofliesunder
theradarmeaningthatheupholdsthestatusquoanddoesntdrawattentionto
himself.

UnlikeLeaderA,LeaderBwasoutspokenandcomfortablechallenging

thestatusquo.However,hewasperceivedasalonewolfasopposedtoa
teamplayer.Asanindividualcontributor,heimpressedhissuperiorswithhis
enthusiasmandexcellentpresentationskills;however,healienatedhispeers
withhislackofinterpersonalfinesse.Hisobviousdriveforpersonalsuccessand
hislackofteambuildingskillsfostereddistrustamonghiscolleagues.Sowhile
hewasabletogenerateenthusiasmforhisideas,hewasnotabletobuildateam
tosupporthim.

LeaderCwasstronglyentrenchedinacontingentreward,management

byexceptionleadershipstyle.Hiselitistattitudewascompletelyoutof
alignmentwithHavensteinsroleforleadershipbehavior.Hewasobliviousto
theimpactofapositiveworkenvironmentforhimselfandperceivedWesWests
commitmenttohavingfunatworkasfrivolousandunnecessary.Thefactthat
hewasnotanymoresatisfiedorsuccessfulinhisnewpositionoutsideofBAE
88

Systemswaspredictablegivenhisnegativeattitude.
WorkClimateandEmployeeOpinionSurveys

Theworkclimatesurveysinthisstudywerecreatedbytheinternal

traininganddevelopmentdepartmentthatprovidedservicesfortheIEWSpart
ofthebusinessspecificallyfortheIDSbusinessarea.Theseshortonline
assessmentsbecameknownasthepulsingsurveys(asintakingthepulseof
theorganization).Theemployeeopinionsurveys(EOS)weregeneratedbythe
parentcompany,BAESystemsplc.,andcreatedandadministeredbyanoutside
consultingfirm,WatsonWyattWorldwide.TheEOSwasalsoawebbased
survey.
IDSClimateSurveys

In1999WesWest,thevicepresidentandgeneralmanageroftheIDS

businessareadecidedtodoathoroughassessmentofhisleadershipteamand
theIDSworkenvironment.PriortojoiningIDSin1998,WestwaswithGeneral
Electricfor12years,andhehadtakenfulladvantageoftheiracclaimed
leadershiptraininganddevelopmentprograms.Hewasatransformational
leaderwhoknewwherehewantedtotaketheIDSbusinessarea,andhewanted
tofindoutiftheteamheinheritedwasuptothetask.

Themembersoftheleadershipteamwereassessedusing360feedback
89

andindividualinterviewsconductedbyoutsideconsultants.Acommon
leadershipdevelopmenttool,the360multiraterfeedbackassessmentwasinthe
formofareportgeneratedfromtheresponsestoasurveycompletedbythe
participant,theparticipantsboss,andanumberofanonymousraterswhoare
theparticipantsdirectreportsandpeers.Thequalityoftheworkenvironment
wasmeasuredbytheprecursortotheonlinepulsingsurveys,alengthyhand
scoredinstrumentcalledtheClimateandMindSetSurvey.DickBozoian,the
directorofthetraininganddevelopmentdepartment,createdthissurvey,a
subsetofwhichwaseventuallymadeintotheshortonlinepulsingsurvey.

TheresultsoftheassessmentoftheleadershipteamshowedWestthathe

had,forthemostpart,askilledandexperiencedgroupofdirectreportswho
believedinhisvisionforthebusinessandhisgeneralphilosophythatwork
shouldbeenjoyable.Theydidnot,however,seetheirrolesincreatingapositive
workenvironment.Theysawstateofmind(theirsandemployees)asa
dependentvariableasopposedtoanindependentvariable.Theywerenot
surprisedthattheresultsoftheClimateandMindSetSurveyreflectedafrantic
workenvironmentandlowmoralegiventhetroubledprogramsandemployee
turnoverthatcausedstaffingissues.

WestheardaboutSOMleadershiptrainingfromhisengineeringdirector
90

anddecidedtoimplementthetrainingforhisteam.TheyheldaseriesofSOM
trainingoffsitesandcascadedthetrainingdowntothenextlayerofmanagement
aswell.Thesnapshotofthebusinessareainthespringof1999becamethe
baselinefromwhichtomeasureprogress.

Theshortpulsingsurveywasusedtomeasureincrementalsuccessinthe

IDSworkenvironmentaftertheApril1999assessment.Theoriginalintentwas
toconductthissurveyeveryquarter,butthefrequencydecreasedforanumber
ofreasons.Primarilybecauseitwasnotfeasibletoactonsuggestionsinavisible
waywithonlyafewmonthsbetweensurveys;andifemployeesdidnotseea
responsetotheirsuggestions,therewouldbeanegativeimpact.Also,aftera
fewyears,itwasdifficulttofindactionitemsforimprovementbecausethe
scoresweresogood,andwhenthelargerparentcompanybegantoadminister
theEmployeeOpinionSurvey(EOS)therewasconcernaboutoversurveyingthe
population. Table3showsthepulsingsurveydimensionsrelatedtoleadership
behaviorandstateofmindfrom1999to2005.

91

Table3
MeanScoresforSelectedDimensionsfromtheIDSPulsingSurvey
Apr Oct
99
99

Feb
00

May Dec
00
00

Dec
01

Aug
02

Dec
03

Nov
05

Calmnessand
Reflection

Teamwork

2.7

2.9

3.1

3.2

3.1

3.3

3.1

3.2

3.3

3.5

3.4

3.6

3.6

3.7

3.8

3.6

3.7

3.7

Communication

2.9

3.2

3.5

3.3

3.2

3.3

3.3

3.7

3.6

Commitment

3.2

3.0

3.3

3.4

3.3

3.4

3.4

3.5

3.6

PositiveAttitude

3.4

3.6

3.6

3.7

3.9

3.8

4.0

4.0

samplesize

78

261

391

304

240

296

274

318

509

Dimensions

Note.TheApril1999surveywassenttoallmanagersandsupervisorsandarandom
samplingofallotherIDSemployees.Therewasa52percentcompletionrate.The
positiveattitudedimensionwasnotpartofthe1999survey.

Thesurveywasintendedtobeasimpleprogresscheckusinga5point

extentscale.Theaveragesforeachdimensionweretrackedforthebusinessarea
intotalandfortheindividualproductlinesandfunctions.Therewasan
opportunityaswellforemployeestoprovidewrittencommentsaboutwhatwas
goingwellinthebusinessareaandwhatneededtobeimproved.
Teamwork,communication,workenvironment,andmoraleimproved
slowly.Thethemesfromthewrittencommentsreflectedemployeesperceptions
92

oftheculture.Therewasnolimittotheamountofspaceallocatedforwritten
comments,andintheearlysurveysemotionalrantsmorethanapagelong
(singlespaced)werenotuncommon.Moralewasverylow,employeesfelt
undervaluedandoverworked,andtheywerestillsufferingfromtheeffectsof
theharshleadershipstylethatprecededHavenstein.Therewasalotof
confusionandresistancetocentralizedengineering,andtherewasnotaclear
visionforwardforthecompanyasawhole.
WesWestandLarrieCable(Westssuccessor)reviewedthelatestsurvey
resultsattheirQuarterlyAllHandsMeetings,andsoonitbecameapparentto
theemployeesthatseniormanagementwasrespondingtotheirconcerns.For
example,inanefforttoinitiatemorefunactivitiesforemployees,theFISHteam
wasdeveloped(fromthePikesFishMarketvideoonhavingfunatwork).
Staffedbyvolunteersinthebusinessareaandfundedbythebusiness,theFISH
teamwasresponsibleforsucheventsasHawaiianshirtFridaysinthesummer
(raffleprizesforshirtwearers),achilicookoff(feesfortastinggotocharity,
winnergetsagiftcertificate),andthemostfamous,theicecreamtruck.Funded
bytheengineeringfunction,arealicecreamtruckcametothefacilityevery
monthinthespringandsummer,andemployeesfiledoutsidefortheirfreetreat.

Thetenorofthewrittencommentschangedfromrantstothanksandan
93

acknowledgementthatIDS,andBAESystemsoverall,wasagreatplaceto
work.Thiswasanoteworthychangefromthefirstsurveyinwhichmanyof
thewrittencommentsindicatedthattherespondentscouldnotthinkofone
goodthingtosay.Therewerealsomorewrittencomments,indicatingthat
employeestooktheextratimetorespondbeyondthesurveyquestions.Inthe
December2003survey,themostcommonnegativewrittencommentswere
requestsforimprovingphysicalappearanceoftheinsideoftheHudsonfacility.
WhenaskedwhatwouldmakeitbettertoworkinIDS,employeesaskedfor
freshpaintonthewallsandnewcarpet.InNovember2005,thepositivethemes
considerablyoutnumberedthenegativeswithspecificreferencestoSOM
training,theSOMvalues,andtheeffectthatSOMhashadonthebusinessand
theenvironment.
BAESystemsEmployerofChoiceSurvey

TheBAESystemsEmployerofChoiceSurveywasconductedeveryother

yearbyoutsideconsultantsWatsonWyattWorldwide.Itwasageneral
employeesatisfactionsurveyadministeredtotheentireorganization,bothBAE
Systemsplc.,theBritishparentcompany,andallofBAESystemsNorthAmerica
(nowcalledBAESystems,Inc.),sotherewasnospecificmentionofstateofmind
ortheSOMvalues.Itispossible,however,toextractquestionsthatreflectthe
94

influenceofstateofmindandofWaltHavensteinsleadershipstyle.

The2004EmployeeOpinionSurveywassenttoallBAESystems

employees.Therewasa56percentresponserateoverall(37,036).TheNorth
Americaresponseratewas73percent(17,957).Morethan50percentofthe
IEWS(4671)andIDS(497)employeesresponded,andtheresultswerereported
downtotheIDSbusinessarealevel.Table4presentsthepercentofpositive
responsesfromthe2004surveyselectedtoreflectleadershipbehaviorsandstate
ofmind.

95

Table4
2004BAESystemsEmployeeOpinionSurvey:PercentPositiveResponsesfor
SelectedQuestions

SelectedQuestions
1. Peoplehaveacandoattitude

2. IintendtoworkforBAESystemsin12
monthstime
3. IamproudtoworkforBAESystems

BAE
Overall

76%

78%

81%

65%

58%

39%

81%

74%

67%

35%

BAE
North
America

82%

85%

81%

77%

75%

51%

83%

78%

75%

48%

IEWS
IDS

87%
90%

92%
95%

92%
93%

85%
91%

88%
90%

62%
73%

87%
85%

81%
83%

80%
86%

64%
59%

4. Overall,Iamsatisfiedwithmyjob

5. IwouldrecommendBAESystemsto
othersasagoodplacetowork
6. Agoodleveloftrust,honestyand
opennessexistsinmybusinessarea
7. Myimmediatemanager/teamleader
consistentlytreatsmewithfairnessand
respect
8. Myimmediatemanager/teamleader
considersmypersonalwellbeingtobe
important
9. Peopleinmybusinessunitconsistently
treateachotherwithfairnessand
respect
10. Mybusinessunitleadershipteamis
effectiveatmotivatingtheworkforceto
performatahighlevel.

Note.Thenumbersofthequestionsinthistabledonotcoincidewiththe
numbersinthesurvey.

96

CompanyPerformanceData

Thereareanumberofwaystoassesstheperformanceofanorganization

sales,profit,andthequalityoftheproductitproduces.Theresearcherwasnot
givenpermissiontodisclosetheactualnumbersinthissectionoftheresults,but
percentageofchangeandgeneralamountsareprovided.Someofthe
performancedatawerecomputedatthecompany(IEWS)levelandnotatthe
lowerbusinessunit(IDS)level.

In1999thecompanywaschallengedbythedecliningdefensebudgetsand

competitionwiththedot.comcompaniesfortalent.Duetopoorperformanceon
onemajorprogram,IEWShadbeenblacklistedbyakeycustomer.Therewasa
perceptionintheindustrythatIEWSwasacompanyoftechnicalprimadonnas
whodidnotknowhowtoexecuteaprogram.
InorderforreadersnotfamiliarwiththenatureoftheIEWSbusinessto
understandonemeasureofperformancethathasimprovedconsiderably,itis
necessarytoexplainsomeoftheterminologyusedtodescribetheprogress(or
lackthereof)ofprograms.Whenaprogram,astheengineeringworkiscalled,
getsbehindscheduleorrunsoveroncosts,itissaidtobeRed.Althoughthe
performanceofasubcontractor/vendorissometimestoblame,mostofthetime
theproblemistechnicalinnature.DuetothelevelofdifficultyoftheIEWSand
97

theIDSbusinessareaprograms,thereisalwaysachancethataprogramwill
encountertechnicalproblemsandgoRedatsomepointintime.Themore
importantquestionis,howaccuratelycantheteamforecasthowlongitwilltake
togetbackontrackandhowmuchmoreitwillcosttocompletethework?This
istrackedusingEAC(EstimateatCompletion)Performance.Inotherwords,
howmuchhasthescopeofthejobgrown,EACGrowth,andhowmuchhashe
teambeenabletorecover,EACImprovement.AnincreaseinEACisperceived
tobetheCostofPoorQualityanditisreportedasapercentageofsalesasa
performancemeasure.In2001,whenthecompanybegantrackingthis
performancemeasure,itwasalmost9percent.In2005,itwaslessthan1
percent.Inacompanywithsalesinexcessof$800M,thisisasubstantialamount
ofmoneysaved.Thedesiredtargetfortheindustryis3percent.

Althoughactualamountscannotbedisclosed,from1999to2005,IEWSas

awholeandtheIDSbusinessareainparticular,increasedsalesandprofitalmost
everyyear.Infact,everyyear,theperformancetargetsforsaleswereincreased
andeveryyeartheywereexceeded.Figures3and4showthesalesandincome
trends.

98

Figure3.TrendsinIDSBusinessAreaSales

($M))

IDS - Sales

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Figure4.TrendsinIDSBusinessAreaIncome

($M))

IDS - Income

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005

Anotherindicatorofthequalityofanorganizationisattrition,voluntary

terminations.EspeciallyinacompanylikeBAESystemsinwhichintellectual
propertyintheformofbrilliantengineersisakeydiscriminator,attritionisa
veryimportantstatistic.Figure5showsthedecreaseinattritionfromthelate
1990sto2005fortheformerIEWSgroupoverall.
99

Figure5.IEWSAnnualizedVoluntaryTerminations

100

Chapter5

DISCUSSION

Thepurposeofthischapteristointegratetheresultsofthestudywith

existingresearchstudiesandtheoryandmakerecommendationsforfurther
researchandpracticalapplications.Thediscussionwillbeginwithareviewof
thefindingsastheyrelatetotheoriginalgoalofthestudyandtheresearch
questions.Thenextsectionwillexaminethefindingsinrelationtoexisting
researchonleadershiptraininganddevelopment,transformationalleadership,
andhealthrealization/stateofmind.Anyimplicationsofnewtheoretical
propositionswillbepresentedhereaswellalongwithlimitationsthatmayaffect
thevalidityortheprospectofgeneralizingtheresults.Finally,recommendations
forfutureresearchandimplicationsforprofessionalpracticeandapplied
settingswillbeoffered.
Findings

ThegoalofthisstudywastodeterminetheimportanceofSOMleadership

trainingwithregardtoleadershipbehaviorandorganizationalperformance.
Fromanappliedperspective,theultimategoalwastodocumentasetofbest
practices,supportedbytheresearch,whichcouldbeusedinotherpartsofthe
subjectorganization.Furthermore,thestudywasthefirsttoexaminestateof
101

mindtrainingforleadersinbusiness.
ResearchQuestions

TheresearchquestionsreferredtotwogroupsofBAESystemsleaders:

theIDSleadershipteam,whoreportedtovicepresident/generalmanagerWes
West,andtheIEWSseniorexecutives,knownastheGangof16,whoreportedto
presidentWaltHavenstein.Essentially,thequestionsasked:
5)

DidtheleadershipbehaviorintheIDSbusinessareaandthelarger
groupingofbusinessareascalledIEWSchangeduring19992005?

6)

DidStateofMindleadershiptraininginfluencethesebehavioral
changes?

7)

Werethereanyothermediatingfactorsthatencouragedthechanges?

8)

Didorganizationalperformanceimprovefrom19992005?

Theanswerstotheresearchquestionsdescribedaconfluenceofinfluences

andchanges.BasedontheinterviewsoftheIDSleadershipteamandtheresults
oftheIDSpulsingsurveyandtheBAESystemsEmployeeOpinionSurveys,the
behavioroftheIDSleadersdidindeedchange,buttheleadersattributedthose
positivechangestoacombinationofSOMtraining,WaltHavensteins
transformationalleadershipstyle,andashiftintheculturalnormsthatchanged
theworkenvironment.Theorganizationalperformanceindicators,sales,
102

income,andcostofpoorqualityindicatedimprovementsaswell.
ChangesinLeadershipBehaviors

Intheirinterviews,theIDSleadersusedtheSOMvaluestreatingpeople

withrespect,stayingcalm,havinghumility,anddoingtherightthingasthe
guidelinesfordesiredleadershipbehavior.Inandofitself,thisacceptanceofa
codeofleadershipbehaviorisanoteworthychange.Beforetheintroductionof
SOMtraining,leadershipbehaviorwascharacterizedasharsh,arrogant,and
frenzied;andthosebehaviorshadbecomeacceptedasthenorm.When
intervieweeswereaskedtocontrastthelevelofadherencetotheStateofMind
Valuesbetween1999and2005,allfourvalueschangedappreciablyinapositive
direction.

Otherbehavioralchangestheleadersnoticedinthemselvesandtheir

colleagueswereincreasedselfawarenessandrespectforunderstandingothers.
Thesechangescontributedtoimprovedinterpersonalcommunications,
teamwork,andmorale.Therewasanoticeabledecreaseinarroganceandan
increaseinlistening.Theleadersbecameawareoftheirparticularhabitsof
negativethinkingsuchasbeinghardonthemselves,gettingdefensive,or
becomingstuckinacycleofworry.Theyalsobecamemorecognizantofwhen
otherswereinalowmoodandweremorepatientandunderstanding.Overall,
103

thegroupnotedashiftintypicalstateofmindfrommoreanxiousanddistracted
towardscalmandinsightful.

TheIDSPulsingSurveywasusedasameasureoftheleadershipteams

commitmenttochangingtheworkenvironment.Italsoencouragedemployees
byshowingincrementalprogressandleadershipteamresponsestotheconcerns
voicedintheopenendedquestions.However,theresultswerealsoanindirect
indicatorofchangesinleadershipbehavior.Forexample,thechangeinthe
communicationdimensionscorefrom2.9to3.6(5pointextentscale)was
influencedbytheimprovedqualityoflisteningandlackofarroganceinaddition
tothecontentandfrequencyofcommunicationfromtheleadershipteam.The
increaseinthepositiveattitudedimensionfrom3.4to4.0(5pointextentscale)
wasinparttheresultofmorepatience,compassion,andrespectfromthe
leadershipteam.

Thequestionsfromthe2004BAESystemsEmployeeOpinionSurvey

werealsoindicatorsofchangesinleadershipbehavior.Althoughtherewasno
baselinesurveyconductedinthelate1990stouseasacomparisonmeasureover
time,thehighscoresfortheIDSbusinessareaandIEWSgroup,particularlyon
questionsabouttrust,honesty,respect,andoveralljobsatisfaction,provide
examplesoftheeffectsofthechangesinleadershipbehaviorsdescribedabove.
104

StateofMindLeadershipTraining

ThebehavioralchangestheIDSleaderssawinthemselves,individually

andcollectively,wereadherencetotheSOMvalues,increasedselfawareness,
andincreasedotherawareness.Accordingtotheinterviewees,SOMtraining
enabledthemtoseetheroleofthoughtinshapingtheirperceptionofsituations
andindividualsandingeneratingnegativefeelings.Thisrealizationhelped
themtoquicklyrecognizedefensiveandangryfeelingsandtopausebefore
reacting.Theycouldseewhentheywereinaspiralofnegativethinkingand
takemeasurestogetthemselvesbackontrackintermsoftheirwellbeing.More
importantly,theleaderslearnednottotakethemselves(andothers)seriously
whentheywereinlowmoods.Theystoppedbeingsohardonthemselvesand
weremoreresilientinthefaceofdisappointments.Astheleadersbecamemore
awareoftheirownstateofmind,theyalsonoticedwhenotherswerefunctioning
inalowstateofmind.Theyweremorecompassionateandforgivingbecause
theyrealizedthattheircolleaguesweredoingthebesttheycould,basedontheir
thinkinginthatparticularmoment.

Thebehavioralchangesthathadthemostpositiveimpactonleadership

behaviorwereimprovedlisteningandmorehumility(lessarrogance).Leaders
becamebetterlistenersbecausetheyrecognizedwhentheywerecaughtupin
105

theirownthinkingandnotfullylisteningtoothers.Theyalsorealizedthat
treatingpeoplewithrespectandgoodwill(thefirstSOMvalue)meantlistening
withtheintenttounderstandtheotherpersonspointofview.Stateofmind
trainingtaughtthemtorecognizewhentheywerenotlisteningbecausethey
werepreoccupiedwiththeirownthoughts,andhowtheycouldletthose
thoughtsgoandrefocusontheirlistening.

Leaderswhowerebetterlistenersappearedtobelessarrogant,butthe

shiftinbehaviorcamefromanotherrealization.Theybecamemoreawareofthe
insecurethinkinganddefensivefeelingsthataccompaniedtheirarrogant
behavior.Onceleaderswereabletoseethethoughtfeelingbehaviorcycle
associatedwitharrogantbehavior,itwaseasiertobreakthepatternfor
themselvesandtoseeitinothers.

AnotherindicatoroftheinfluenceofSOMtrainingcouldbefoundinthe

EmployeeOpinionSurveyquestionsthatshownotablyhigherpositiveresponses
onquestionsreferringtoemployeesfeelingvaluedandtreatedwithrespect.
EmployeesfrequentlyreferencedtheSOMvaluesandtheleaderscommitment
totheminthecommentsintheIDSPulsingSurveys.Theemployeesnoticedthe
changesinleadershipbehaviorsandattributedthemtotheSOMtrainingthey
werehearingabout.
106

HavensteinsLeadershipStyle

ItwasWaltHavensteinsembodimentofthebehaviorsespousedinthe

SOMvalues,however,thatreinforcedthesechangesandencouragedcontinued
participationinSOMtraining.Inaddition,Havensteinheldhisownleadership
teamaccountableforactinginaccordancewiththeSOMvalues.WhentheIDS
leaderssawHavensteinsteam(theGangof16)modelingthebehaviorsaswell,
theysawitasavalidation.

WaltHavensteinsleadershipstyleinfluencedleadershipbehaviors

throughouttheorganizationandservedasacatalysttochangethework
environmentaswell.TheresultsoftheinterviewsoftheIDSleadershipteam
describedthewaysinwhichHavensteinexhibitedtheFourIsof
transformationalleadership:Idealizedinfluence,inspirationalmotivation,
intellectualstimulation,andindividualizedconsideration.Hemodeledbehavior
thatgeneratedtrustandrespect,andheinspiredteamworkforthegreatergood
withhisemphasisonmeerkatbehavior.AstheIDSleaderswereimproving
theirinterpersonalskillstheywerealsomotivatedtoincreasetheircommitment
toteamwork.Nowtheyhadboththeabilityandthedesiretochangetheirteam
dynamics.Workingtogethertosolveproblemsreplacedtheoldculturalnormof
blamingothers.Empoweredbythebehaviorsoftheirleaders,employeeswere
107

encouragedtoaskforhelpandrelyonthecollectiveintellectualcapacityoftheir
teams.

ItwasHavensteinsabilitytoseizeuponthesharedorganizationalvalue

ofdedicationtothewarfighterexpressedthroughtheWeProtectThoseWho
ProtectUssloganthatprovidedthethrustthatultimatelychangedthework
environmentandcontributedtoimprovedperformance.Havensteininspired
leadersandemployeestodotheirbest,everyday,insupportofthismoral
imperativetoprotectthewarfighter.Thismessageencouragedallofthe
employeestofindwaystotranscendtheirdifferencesandfocusonacommon
goal.TheresponsetothequestionIamproudtoworkforBAESystemsshows
theeffectofthiscollectivecommitment.Althoughthereislittledifference
betweentheIDSandIEWSscoresof93percentand92percentrespectively,the
BAENorthAmericascoreof81percentislower.Furthermore,theBAENorth
AmericascoreincludesresponsesfromtheIDSandIEWSemployees.Also,by
thatpointintime,HavensteinsleadershipstylewasvisibleacrosstheNorth
Americanorganization,andWeProtectThoseWhoProtectUshadbeen
adoptedasthemottoforBAESystemsNorthAmerica.

108

WorkEnvironment

Evidenceofthechangesintheworkenvironmentwasinherentinthe

themesfromtheIDSleadershipteaminterviewsandintheresponsestotheIDS
PulsingSurveyandtheBAESystemsEmployeeOpinionSurvey.Theinterview
themesreflectaworkenvironmentinwhichemployeesfeelvalued,areproudof
theircompanymission,andarecommittedtoworkingtogethertosolve
problems.ThewrittencommentsintheIDSPulsingSurveywereindicativeof
thechangeinworkenvironment.Thesurveysfrom1999containedlengthy
emotionalrantsfromemployeeswhofeltoverworkedandunderappreciated.
Therewasalsoatendencybydisgruntledemployeestoblameotherpartsofthe
organizationorstandardizedcompanyprocessesfortheirfrustrationand
unhappiness.Astimepassed,thesurveycommentschanged.Employees
recognizedtheeffortsbeingmadeontheirbehalftocreateamorepositivework
environment.SpecificreferencestotheSOMvaluesandSOMtrainingwerenot
uncommon.Employeesthankedtheleadershipteamfortheireffortsandlabeled
thecompanyagreatplacetowork.

ThemorerigorousBAEEmployeeOpinionSurveyprovidedadditional

corroboratingevidenceofanimprovedworkenvironment.Inthe2004survey,
thepositiveresponsestothequestionOverall,Iamsatisfiedwithmyjobfor
109

BAEOverallandBAENorthAmericawere65percentand77percent,
respectivelycomparedto91%forIDS.Thedifferenceinthepositivescoresfor
thequestionIintendtoworkforBAESystemsin12monthstimewasalso
considerablyhigherthantheotherpartsoftheorganizationat95percent.Yet
anotherindicatorofapositiveworkenvironmentwasshowninthepositive
responsestothequestionIwouldrecommendBAESystemstoothersasagood
placetowork.ThepositivescoresforIDSwere90percentcomparedto58
percentforBAEOveralland75percentforBAENorthAmerica.
OrganizationalPerformance

Thelastresearchquestionwasthemostimportantintermsofvalidating

theeffectsofSOMtrainingandtheothermediators.Successinbusinessis
measuredbythebottomline.Duringthetimeofthestudy,theIDSsalesand
profitincreasedalmosteveryyear.Everyyeartheperformancetargetsforsales
wereincreased,andeveryyeartheywereexceeded.Moreimportantly,thecost
ofpoorquality,whichreflectedtheorganizationsefficiency,decreasedfroma
highofnearly9percenttolessthan1percent.Thedesiredtargetforthe
industrywas3percent.Thesizeabledecreaseinvoluntaryterminationsalso
impactedthebottomlinebecauseitcancostasmuchas$60,000torecruitandre
locateengineersandotherprofessionalssuchasthoseemployedbyIDS.
110

LeadershipTrainingandDevelopment

AlthoughthelearningobjectivesforSOMleadershiptrainingdidnot

overtlydescribeincreasedemotionalintelligenceasadesiredoutcome,theIDS
leadersnoticedincreasesinselfawarenessandotherawarenesstheyattributed
tothatlearningexperience.Itshouldbenotedthatthesechangeswerenotthe
resultofadevelopmentplandesignedtocorrectbehaviorsthroughanykindof
practiceorprocess.LearningabouttheSOMPrinciplesraisedtheleadersself
awarenessastheyhadinsightsabouttheirthoughtsandtheconnectionbetween
theirthoughts,feelings,andbehaviors.Thefrequentlydescribedexperienceof
seeingwhenothersareoperatinginlowmoodsandtreatingthemwithpatience
andcompassionisanexampleofincreasedempathy.

TheIDSleadersalsonoticedimprovedlisteningandadecreasein

arrogantbehavior.BoththeConferenceBoardstudy(Barret&Beeson,2002)and
theDDIreport(Bernthal&Wellins,2006)listedinterpersonalandorganizational
communicationskillsascriticalleadershipcompetencies.Accordingly,better
listeningandmorehumilityfosteredimprovementsinteamwork.Inabilityto
workinteamswasanotherderailerlistedinmorethanoneleadership
competencystudy(Barret&Beeson,2002;Bernthal&Wellins,2006;HayGroup,
1999).
111

ApracticalresultofthechangesinIDSleadershipbehaviorwasthe

changeintheworkenvironment.Althoughtherewereotherfactorsinvolved,
theimprovedinterpersonalandorganizationalcommunicationskillsoftheIDS
leadershipteam,contributedtoaworkenvironmentthatwasappreciablybetter
thananyotherpartofBAESystemsandthatsuperioritywasmaintainedover
time.
TransformationalLeadership

Hundredsofstudieshaveexaminedtransformationalleadershipsince

Burns(1978)usedthetermtodescribetherelationshipbetweenaleaderandhis
followers.Theinterviewthemesinthisstudyprovidedmanyexamplesof
idealizedinfluence,inspirationalmotivation,intellectualstimulationand
individualizedconsiderationcapturingthetransformationalleadershipstyleof
presidentWaltHavenstein.Previousstudiesexaminedtheabilityof
transformationalleaderstofindmoremeaningintheirworkresultingin
increasedmotivation,jobsatisfaction,organizationalcommitmentandjob
performance(Bono&Judge,2003).TheresultsoftheBAESystemsEmployee
OpinionSurveysshowedsimilarfindingsfortheIDSbusinessareaandtheIEWS
group,bothleadbyHavenstein.Finally,theIDSbusinessareasorganizational
performanceintermsofsalesandincomeandtheIEWSgroupsexceptionally
112

lowcostofpoorqualityarefurtherexamplesoftherelationshipbetween
transformationalleadershipandcompanyperformance(Hancott,2005).
HealthRealization/StateofMind

HealthRealizationmayberecognizedasastrengthsbasedpracticemodel

(Wartel,2003;Lewis,2003)usedmentalhealthpractitioners,buttherehasbeen
littleformalresearchinthefield.ThebusinessapplicationknownasStateof
Mindhasbeenthebasisofonlyonesmallethnographicstudyfocusedon
managerialcreativity.Therefore,thefindingsinthisstudyrepresentthefirst
investigationofStateofMindinthecontextofleadershiptrainingand
development.

AlthoughWaltHavensteinsleadershipstylewasakeyfactorinthe

changesinworkenvironmentandorganizationalperformanceinthisstudy,the
themesfromtheIDSleadershipteaminterviewsshowedarelationshipbetween
SOMleadershiptrainingandchangesinleadershipbehavior.Similarly,the
responsesintheEmployeeOpinionSurveysthatindicatedhighscoresfor
healthy,respectful,enjoyableworkenvironmentscouldalsobeperceivedasa
resultoftheincreasedemotionalwellbeingoftheIDSleadershipteam.

113

LimitationsoftheStudy

Theexistenceofthemediatingfactorsinthisstudy,Havensteins

leadershipstyleandtheimprovementsintheworkenvironment,madeit
impossibletoestablishacausalrelationshipbetweenSOMleadershiptraining
andorganizationalperformance.Havensteinsembodimentofthebehaviors
espousedinSOMleadershiptrainingmayhaveinfluencedthechangein
leadershipbehaviors,andtheimprovementsintheworkenvironmentmayhave
createdamorehospitableenvironmentforthenewbehaviors.

ThereisalsothepossibilitythatthetimingoftheintroductionofSOM

traininghadanimpactonthereceptivitytoHavensteinsstyleandthe
organizationalchangesbroughtaboutbythepurchasebyBAESystems.The
earliestSOMtrainingintheformoflargerauditoriumbasedlecturesbeganin
1997and1998,beforeHavensteinjoinedthecompany.TheIDSleadershipteam
begantheirSOMtrainingoffsitesin1999priortoHavensteinsbeingappointed
presidentin2000.Itispossiblethatthistimelagallowedbothindividualsand
theorganizationasawholetobegintointernalizetheSOMconceptspriorto
Havensteinsarrival.

AlthoughtherationalizationforinterviewingmembersoftheIDS

leadershipteamovertimehasmerit,thedemographicsofthegroupcannotbe
114

dismissed.ThegroupisrepresentativeoftheBAESystemsNewHampshire
workforceinthatitispredominantly4555yearoldwhitemales.Levinsons
(1986)conceptofmaleadultdevelopmentcharacterizesmiddleadulthood(46
60)asalifestageofgreaterstabilityandrelativetranquilitydue,inpart,tofewer
pressurestoadvanceandmeetpersonalgoals.Onecouldspeculatethatthe
membersoftheleadershipteamweremoreopentoakindergentlerwayof
doingbusinessbecausetheywereinthisstageoflife.However,otherpartsof
BAESystemswithyoungerleadershipteams,onewithapresidentunder40,
havealsoembracedSOMtraining.

AfinalfactortoconsiderwhenassessingthesuccessofSOMtrainingis

theHawthorneeffect,theinfluencethatbeingselectedforthistraininghadon
theengagementandsuccessoftheprogram.Untilveryrecently,SOMtraining
wasonlyavailabletoseniormanagersandleaders.Theexclusivenatureofthe
sessionsmayhavepredisposedtheparticipantstohaveamoreopenmindand
positiveoutlook.

Lastly,thesmallnumberofleadersontheIDSleadershipteamprohibited

thegeneralizationoftheresultsindifferentsettings,andalthoughmeasures
weretakentoincreasethevalidityofthequalitativedatainthestudyby

115

triangulatingwiththequantitativeemployeeopinionsurveys,thesubjective
natureofinterviewswasafactor.
RecommendationsforFutureResearch

Thetworecommendationsforfuturestudieswouldincreasethebodyof

researchonSOMleadershiptraining.Onestudywouldattempttoeliminatethe
mediatingfactoroftransformationalleadershipandtheotherwouldinvestigate
apossiblecausalrelationshipbetweenSOMleadershiptrainingandincreased
emotionalintelligence.

OneaspectofWaltHavensteinstransformationalleadershipstylewashis

abilitytomodelbehaviorthatgeneratestrustandrespectfromfollowers.These
behaviorsweretheembodimentoftheSOMvalues.Asaresult,manyofthe
leadersinthisstudybecamemotivatedtolearnmoreaboutSOM.Havenstein
endorsedthesebehaviorsandrequiredhisownleadershipteam(theGangof16)
toembracetheSOMvaluesaswell.AstudyimplementingSOMleadership
trainingintoanorganizationwithoutatransformationalleaderwouldeliminate
thatfactor.Themethodologyofthisnewstudywouldbesimilartothatusedin
here.

Thesecondstudywoulduseapreandposttestmethodologytoattempt

todetermineifSOMleadershiptrainingincreasesemotionalintelligenceas
116

measuredusingtheBarOnEmotionalQuotientInventory(EQi)(BarOn,2000).
TheBarOnEQiisamultiraterfeedbackassessmentsurveycreatedbyReuven
BarOn,apioneerinemotionalintelligenceresearch.Inthisstudy,arandom
sampleofleaderswouldbeselected(noselfselection)toattendthePersonal
FoundationsforOptimalLeadershipexecutiveinstitute.Theleaderswouldbe
evaluatedusingtheBarOnEQibeforeattendingtheprogramandthenre
evaluated6monthsaftercompletionoftheclass.
ImplicationsforAppliedSettings

Duringthepast9years,theconsultantsfromPranskyandAssociateshave

beenworkingwithmembersofBAESystemsEmployeeTrainingand
OrganizationalDevelopmentdepartmenttodevelopandrefineSOMtraining
programsforleadersaswellasindividualsinabusinesssetting.Todate,the
majorityofSOMtraininghastakenplaceintheIEWSgroup.Recently,other
partsoftheorganizationhaveinitiatedSOMtrainingeffortsbecause,inpart,of
IEWSbusinesssuccessmeasuredbyperformanceandbytheEmployeeOpinion
Surveyscores.Theresultsofthisstudywillbeusedtopromotethetrainingin
theseotherorganizationsandtoprovidebestpracticesforotherstofollow.

Attheendof2006WaltHavensteinwasselectedasthenewPresident

andCEOofBAESystems,Inc.(formerlyknownasBAESystemsNorth
117

America).Althoughhewillbelessvisibleatthebusinessarealevelinhisnew
role,thisstudyreinforceshislegacyinIEWSandIDSandservesasatestament
tothepowerofatransformationalleader.

118

Appendix A
Interviewee Demographics
Function

Age

Sex

Date of
Hire

BAE
(years)

IDS
(years)

Military
Service
(years)

SOM
Training

VP/GM
65*
M
1998
5
5
28
B
Engineering;
53
M
1972
34
31
-A, B,C, D
Deputy VP
PM; VP
56
M
1999
8
7
31
B, C
Finance; PM
51
M
1976
29.5
9
-B
Finance
53
M
1975
30
5
-B
Contracts
48
M
1979
21
?
-B
Contracts
45
M
1984
21
14
-B, D
Contracts
46
F
1977
25
3
-B
Operations
61*
M
1987
18
15
20
A, B, C
BD
48
M
1985
20
10
7
B
BD
67*
M
1985
18
7
4
B
BD
50
M
2001
4
1
20
B
MSPA
58
M
1968
37.5
13
-B, C
Engineering; BD 46
M
1991
15
7
-A, B, C, D
Engineering
47
M
1982
24
20
-A, B, C
PM
61*
M
1966
36
6
-B
PM; BD
57
M
1996
10
6
-A, B, C
PM
55
M
1982
24
24
-B, C
PM
48
M
1986
10
3
-B, D
BD; PM
53
M
2001
4
4
29
C
PM
54
M
2001
4
2.5
29
D
PM
38
M
2001
4
2.5
-D
Engineering; PM 53
M
1978
24
16
-B, D
Engineering
43
M
1985
21
16
-B
Engineering
45
M
1982
24
24
-B
Engineering
52
M
1975
30
30
-A
Engineering
54
M
1973
33
28
-B
HR
45
F
1994
12
3
-B
HR
52
F
1985
21
6
-B, D
Administration
43
F
1981
25
16
-A, B
Note. * designates retired.
Abbreviations: PM = program management, BD = business development, MSPA =
mission success and product assurance, HR = human resources. SOM training
designations: A = auditorium lecture, B = leadership team offsite (bold indicates multiple
sessions), C = Intensive Leadership Seminar, and D = Personal Foundations for Optimal
Leadership.

119

AppendixB

InvitationandInformedConsent

HelloPastandPresentMembersoftheIDSLeadershipTeam

Assomeofyouknow,Iamconductingresearchontherelationshipbetween
StateofmindLeadershipTrainingandOrganizationalPerformancetosatisfythe
requirementsforadoctoraldegreeatBostonUniversity.Inparticular,Iam
doingaretrospectivecasestudyoftheIDSLeadershipTeamfrom1999to2005.
Aspartofmyresearch,Iwillbecontactingeachofyoutorequestanhourof
yourtimetotalkwithyouaboutyourexperienceasamemberoftheIDS
LeadershipTeamduringthattime.

MikeHeffronisawareoftheworkIamdoingandhassignedaconsentform,
andRandyMorgerwillbereviewingmyfinalproducttomakesureIdonot
discloseproprietaryinformationoranyotherdatathatwouldbeharmfultoour
companyorourcustomers.CaroleBarnettfromUNHisonmydissertation
committee,soIamsurethatatsomepointshewillmentionthisstudytoWalt
Havenstein,althoughIhavenotformallyspokenwithhimaboutit.

Ihaveattachedaninformedconsentformthateachofyouwillbeaskedtosign
priortoourinterviewalongwithalistoftheinterviewquestions.Idonot
expectyoutoprepareanswerstothequestionspriortotheinterview,butI
thoughtyoumightappreciateseeingthequestionsaheadoftime.

Finally,Isincerelyhopethatyouwillbeabletofindthetimeinyourbusy
schedulestomeetwithme.IbelievethestoryofBAESystemslegacyIEWS
needstobetoldsomethingveryspecialhappenedinourcompanyoverthe
past5or6years.Wemaytakeitforgrantedbutitisreallyquiteextraordinary.
IwouldalsoliketocontributetothebodyofresearchonStateofMindproviding
whatIbelievetobethefirststudyonStateofMindandbusinessperformance.

Thanks.Cheryl

120

INFORMEDCONSENT

Iunderstandthatthepurposeofthisresearchprojectistoexplorethe
relationshipbetweenStateofMindleadershiptrainingandorganizational
performance.IhavebeenaskedtoparticipateinthisstudybecauseIwasa
memberoftheInformationDominanceSystems(IDS)LeadershipTeamforsome
periodoftimebetween1999and2005.Myparticipationinthisstudywillconsist
ofaninterviewofapproximately11hoursconductedeitherinpersonoron
thetelephone.Followingtheinterview,Imaybecontactedforashortfollowup
sessionlastingnomorethanhour.

IunderstandthatImayrefusetoparticipateorwithdrawfromthestudy
atanytimewithoutfearofpenaltyorlossofbenefits.Iwillbeidentifiedinthe
studyasamemberoftheleadershipteam,butmyresponsestotheinterview
questionswillbekeptconfidential,unlessIgivespecificconsenttobequoted.I
understandthattheresearcherspreferenceistotaperecordourinterviewand
thatIhavetheoptiontorefusethatrequest.

IunderstandthatIwillnotdirectlybenefitfromthisresearch.However,I
realizethatthisstudywillcontributetothebodyofknowledgeonleadership
traininganddevelopmentandStateofMind(HealthRealization).

IunderstandthattheresearcherinthisprojectisCherylA.Bond,a
doctoralcandidateinSchoolofEducationatBostonUniversity.Sheis
conductingthisresearchstudytosatisfytheschoolsrequirementsforanEd.D.
inHumanResourceEducation.TheresearcherwillansweranyquestionsIhave
atanytimeabouttheprojectormyparticipationinit.Imaycontactherat22
BurnsRoad,Pelham,NH03076;603.635.1853orcontactherdissertation
supervisor,Dr.MaryShann,atBostonUniversitySchoolofEducation,605
CommonwealthAvenue,Boston,MA02215;617.353.9366.

Ihavereadthisform,understandwhatitsays,andbasedonthisinformation;I
herebyagreetoparticipateinthisresearchproject.

SubjectsSignature

Date

121

AppendixC

InterviewQuestions

Demographic questions: Age, length of service with company, length of service

with IDS, served in military, if so what branch, what rank.
1. Did the IEWS senior leadership style change during the period of 1999 to
2005? If yes, how?
2. Did the IDS leadership style change during that period? Describe.
3. Did your individual leadership style change during that period? Describe. If
yes, ask: what prompted the change(s)?
4. Were there changes in the IDS and/or IEWS climate during this time?
5. What changes in the IEWS culture occurred during this time?
6. How much did Walt Havensteins values have to do with those changes?
What were Walt Havensteins values during that period of time?
7. Did the events of 9/11 have an effect on performance at the level of the
individual, group, organization?
8. What other external forces could help to explain the changes in the IEWS
culture and/or performance?
9. Do you believe there is a relationship between SOM training and any of these
changes? Describe.
10. Do you think that Walt Havensteins presidency affected the acceptance of
SOM training? How?
11. Did Walt Havenstein encourage a change in leadership style? How?

Check lists for some specific data regarding SOM training and SOM values:

122

SOM Training Check off those that apply and then cross reference for
validation:
Personal Foundations for Optimal Leadership (4.5 days)
Leadership Intensive at Pransky and Associates (4 days)
Introduction to State of Mind (8 hours)
State of Mind at offsite meetings (varied # of hours)
State of Mind Refresher (approximately 4 hours)

Do you think there is a difference among the various forms of SOM training
classroom v. individual, long residential v. shorter more frequent sessions, etc.
Does the frequency and depth of training matter in terms of understanding and
applying the principles?

State of Mind Values Checklist:

Rate these characteristics prior to the 1990s compared to now on a scale of 1-5:
1-Never
2-To a little extent
3- To some extent
4 To a great extent
5- To a very great extent
Shared value/leadership behavior
Treat people from a feeling of respect/good will
Stay calm, independent of circumstances
Have the humility to admit when you dont know,
and be willing to go back to the drawing board
through reflection
Have the confidence and faith to do the right thing
in the face of discomfort

123

1990s

Now

AppendixD

TheMeerkatStory

GraphicusedbypermissionofBAESystems.Allrightsreserved.

124

AppendixE

BigBlueArrows

GraphicusedbypermissionofBAESystems.Allrightsreserved.

125

AppendixF

FlyboyPoster

GraphicusedbypermissionofBAESystems.Allrightsreserved.

126

AppendixG

ConceptofOperations

GraphicusedbypermissionofBAESystems.Allrightsreserved.

127

AppendixH

State of Mind and Business Success

Organizational
States of Mind

Business
Implications

Personal
Implications

Characteristics

Behaviors

Inspired
and
Exhilarated

- Thinking outside
the box
- Quantum
improvements
- See the big picture
- Energy abounds
- Synergy

- World class
benchmarked
company
- Extremely high
profit margins
- Doing more
with less
- COQ < 3%

People
love their
work

Calm
and
Insightful

- Work smart
- Proactivity
- Insight & creativity
- Continuous quality
improvement
- Appropriate
delegation

- High profit
margins
- Happy
customers
- Meeting all
commitments
- Industry leader
- COQ<5%

People
enjoy their
work

Anxious
and
Distraught

- Urgent over
important
- Work hard and
long
- Optimization of the
parts
- Speeding up and
doing less
- Pointing fingers
- Silos
- Smart people
making big
mistakes

- Employer of
Choice
- Excellent
listening
- Doing things right
the first time
- Excellent
customer rapport
- Do the right thing
the first time
- Teamwork
- Energy
producing
- Trust, respect,
appreciation
- Planning and
organizing
- Enhanced
listening
- No delegation
- No time to plan
or organize
- Argumentativen
ess
- Everything is a
priority

- Marginal and
sporadic
performance
- COQ
established at
20-25%

People put
up with
their work

- Reactivity
- Fighting fires
- Hurry-up and fix
it
- No teamwork

- Poor
performance
across the
board
- COQ
established at
30-40%
- Going out of
business in
the near future

People
suffering in
their work

Frantic
Frenetic
Frenzied

Depression
and
Resignation

- Psychological
termination
- Putting in time
- Malicious
compliance

- CYA

128

Work is hell

AppendixI

SOMExecutiveInstitutes
Personal Foundations for Optimal Leadership
Program Overview
Personal Foundations for Optimal Leadership is designed to help
participants realize the power of the human mind and our ability to utilize this
potential more fully. It is our belief that optimal leadership is 100% a function of a
leaders mental life. Participants will learn to see the connection between a
leaders state of mind and employee productivity and organizational success.
The course reviews current leadership competencies and questions the inability
of the billion-dollar leadership development industry to meet the demand for
effective leaders. We will demonstrate that the missing link in leadership
development is an understanding of the psychological variables acting behind the
scenes in every business relationship and transaction. It is our belief that optimal
leadership is 100% a function of your mental life.
The program has two parts. The first part is theoretical developing an
understanding of whats behind mental life through dialogue and reflection. The
second part is practical discussing the application of this understanding to dayto-day leadership responsibilities at BAE Systems. The interactive program
format consists of large and small group settings with at least one individual
consultation.
Setting
This 4 day residential institute is usually held at the University of New
Hampshire in Durham, NH, and is taught by a team of consultants from Pransky
and Associates from LaConner, WA, along with Cheryl Bond, one of our internal
organizational development consultants at BAE SYSTEMS IEWS.
Learning Objectives
Upon completion of this institute, participants will:

Gain insight into the significance of State of Mind as it plays out in

interpersonal dynamics and its impact on a leaders ability to develop,
motivate and inspire people.
Develop a more leveraged understanding of the innate psychological
resources that can be brought to bear to develop successful leadership.
Understand the link between daily leadership and management activities
and emotional well being.
129

Create a work environment that enables the human spirit to flourish with
direct impact on the bottom line (profits and growth).
More regularly access their wisdom, common sense, creativity, and overall
healthy orientation to life.

Pre-requisite: None

130

Intensive Leadership Seminar

Program Overview
The goal of this 4-day residential one-on-one program is to develop
leaders who understand and see for themselves: 1) the relationship between
their mental well-being and business success and 2) the psychological principles
behind their mental life. Working individually with a consultant from Pransky and
Associates, participants will learn to approach work and life in a productive and
healthy way tapping in to their innate resilience, common sense, and creativity.
Setting
The Intensive Leadership Seminar is held at Pransky and Associates in
LaConner, WA, about two hours north of Seattle. The relaxed atmosphere of this
small town in the Northwest is the ideal setting for alternating sessions of
individual coaching and quiet reflection.
Learning Objectives
Upon completion of this institute, participants will:

See for themselves the psychological variable at work in their relationships

at work and at home.
Realize the connection between their State of Mind and their ability to
develop, motivate and inspire people.
Have an increased awareness of the root cause of their reactions.
Understand the difference between being present and involved in
situations as opposed to personally invested and affected.
Gain an appreciation for the innate resources available to them to solve
problems and see any situation from a different perspective.
More regularly access their wisdom, common sense, creativity, and overall
healthy orientation to life.

Pre-requisites
None.

131

AppendixJ

PresidentsTourBrochure

GraphicusedbypermissionofBAESystems.Allrightsreserved.

132

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VITA
Cheryl A. Bond
22 Burns Road, Pelham, NH 03076 603.635.1853
EDUCATION
1995

Boston University, Boston, MA

Certificate of Advanced Graduate Studies (CAGS) in Human Resources
Education

1984

Boston University, Boston, MA

Master of Education in Business Education

1977

Salem State College, Salem, MA

Bachelor of Science in Business Education, Summa Cum Laude

EXPERIENCE
BAE SYSTEMS (formerly Sanders, A Lockheed Martin Company), Nashua, NH
October 1997- Present
Management/Organizational Development Consultant
Provide management and organizational development consulting support to business areas
within this 6500 employee aerospace electronic systems company. Activities and interventions
include:

Executive assessments and coaching; creating personal development plans

Program manager assessments based on a customized competency model

Organizational climate assessments and change management

Individual interview series to assess organizational climate

Feedback and action planning to assist groups in reaching their goals and objectives

Team building for program teams, functional groups, and business area senior management
teams including planning and facilitation of off-site meetings

New manager assimilation for senior executives

Develop and deliver customized modular leadership training

Training and personal coaching in state-of-mind/healthy functioning

Coordinate and facilitate corporate and external (university based) training programs

138

Liberty Mutual Group, Boston, MA

July 1995-October 1997
Director of Training and Organizational Development

Responsible for designing and coordinating the technical and professional development
training for 300 employees in the Corporate Financial Department.
Significant
accomplishments included conducting a multi-rater (360) feedback program for senior
managers, implementing a new performance planning and review process including
individual development plans; designing and conducting team building workshops;
attaining certification to administer the Myers-Briggs Type Indicator.

Managed relationships with outside consultants for insurance-related training activities and
professional development interventions such as executive coaching.

Recruited high-potential MBA graduates from top 10 business schools for a high potential
rotational development program; coached participants; coordinated rotational assignments;
developed marketing materials for program; established mentor program for participants.

Coordinated the external training activities for individuals in the department; provided
career counseling to individuals; reviewed and approved degree and certificate programs as
well as day- and week-long programs.

Hale and Dorr, Boston, MA

January 1990-July 1995
Training Manager

Responsible for developing and directing the training activities for 500 professional and
support staff personnel in accounting, billing and collections, facilities, information services,
library services, marketing, legal recruitment, and human resources in this 300-attorney law
firm.

Established a comprehensive Training Department from scratch and developed or directed

programs in management development for senior staff, business skills training, technical
training, systems training, and industry training often using cross-departmental
development teams and providing train-the-trainer instruction for internal subject-matter
experts.

Introduced team building activities and provided training in coaching and managing change.

Contracted with external specialists for various programs/seminars in basic management

skills, process management, writing skills, and negotiation skills.

Directed a performance management task force resulting in major improvements to the

performance evaluation process.

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Wang Laboratories, Lowell, MA

1986-1989
Technical Education Specialist

Responsible for the design and development of training modules/programs for wordprocessing and administration and electronic publishing.

Lead a courseware development team for new hire systems analysts/consultants.

Systems Automation, Inc., Wakefield, MA

1985-1986
Support Analyst

Responsible for on-site and telephone technical support for customers and sales staff.
Designed and taught word processing training courses for customers.

Burdett School, Boston, MA

1982-1985
Business Education Teacher

CONSULTING/TEACHING
Boston University Medical Center, Boston, MA (1994)
Interviewed senior executive staff to analyze the support staffing needs for the administrative
offices consisting of four vice presidents and the hospital administrator.
Massachusetts College of Art, Boston, MA (1993)
Taught group problem solving skills workshop and facilitated Board meetings for the Alumni
Association.
Suffolk University, Boston, MA (1992-1993)
As a member of the adjunct faculty, developed and presented a new course titled Training and
Development for Office Systems.

SPEAKINGENGAGEMENTS

Legal Assistant Managers Association (LAMA)

Annual Conference 1995 and 1996 Influencing Without Authority

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Massachusetts Business Educators Association, Inc.

Annual Conference 1993 Working Across the Generations
Association of Critical Care Nurses
Annual Conference 2000 Working Across the Generations
Massachusetts Association of Critical Care Nurses
Quarterly Meeting 2001 Managing Generational Differences
Nashua Chamber of Commerce Leadership Program
2005 and 2006 Leadership Development at BAE Systems
BAE Systems Recruitworld
Annual Conference 2006 State of Mind and Business Success

COMMUNITYACTIVITIES

JuniorAchievementVolunteeratPelhamHighSchool;consultantforNew
HampshireSchooltoWorkProgram;volunteerguestinstructorinalternative
programatManchesterSchoolofTechnology.

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