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Managing a Global Team: 
Greg James at Sun 
Microsystems, Inc. (A) & (B)
Managing a Global Team 
Context 
Greg James at Sun Microsystems, Inc. (A) 
• Greg James, a global manager at Sun Microsystems 
• To resolve a serious customer system outage as required by a 
service agreement 
• Sets out to meet with his entire member in customer 
implementation team spread across India, France, UAE, and US 
• Rather than finding a immediate solution to the rapidly escalating 
customer situation that motivated his trip, he finds himself facing 
distributed work. 
• Interpersonal Conflict and management issues in global 
collaboration are threatening to unravel his team. 
Greg James at Sun Microsystems, Inc. (B) 
• This case updates the steps Greg James took to solve the 
problems that instigated the crisis. 
• Greg James solves the problems involved in his team's breakdown 
and creates team cohesion to help them function together 
effectively.
Questions to Address 
A. What instances of leadership do you see (or want 
to see) in Greg’s behavior? 
B. Are there instances of managerial behavior in 
Greg? 
C. How are the two different? 
D. Are there any commonalities? 
E. What are your Learning? 
Managers and Leaders: Are They Different? 
by Abraham Zaleznik 
What Makes a Leader? 
by Daniel Goleman 
The Work of Leadership 
by Ronald A. Heifetz and Donald L. 
Laurie 
Why Should Anyone Be Led by You? 
by Robert Goffee and Gareth Jones 
Building the Emotional Intelligence of Groups 
by V U Druskat and S B Wolff 
Our References
Assessing Effectiveness Fit 
4RC - Four Resonance Check on Leaders / Managers 
Organization 
Leader / 
Manager 
Employee 
Belief/ 
Attitudes/ 
Values 
Alignment 
with External 
Source 
Perception 
to wards 
Customer 
Sun Microsystems 
HS Holdings’ 
Banking System 
45 Member Global Team 
7-France, 16-India 
11-UAE & 11-US 
TIC, Technology Integration Company 
Every Organization needs 
Leaders / Managers for 
Driving their strategic 
Objective. 
It is imperative to Check the 
4 Resonance of a leader / 
manager with the 
Other elements of 
Interactions for their 
Fit with the Organizational 
Objective/Strategy. 
We shall try to see 
In the next slide we made 
an attempt to at least 
assess 
The resonance fit Between 
Sun’s Emerging Strategy 
And Greg’s ability and
Resonance Fit between 
Organization & Leader/Manager 
Organization 
Greg James 
[Strategy & Industry] 
1. Sun Controlled all of the 
elements (Technology, 
Product, Services etc). Global 
Talent:- Choses employees 
based on talent or leadership 
rather than location. 
2. Industry characterized by high 
product turnover, Heavy 
Investment in R&D, Price war, 
Cost Cut i.e., Business need 
Adaption, Aggregation & 
Arbitrage. 
1. Specialized in technology, a 
star engineer in technical elite. 
Rose through development 
projects to managing teams. 
2. Sun’s pursuit for a global 
presence, James identified for 
high profile team management 
at implementing enterprise wide 
solutions. Adaptive to Open 
Work: Applied for him & his 
team.
Top Possible Prevailing 
Leadership/Managerial Traits in 
Greg (From Case-A)-1/2 
ATTRIBUTE MANAGERS LEADERS EVIDENCE 
- Recruitment: Efforts (Page 
8, Para 2,3) 
- Opportunity identified by 
Lawry (Page-5, Last 2 Para) 
- Recruitment: Global Team 
& Open Work (Page 8, Para 
2,3,4) 
01) Managers and Leaders: Are They 
Different? 
by Abraham Zaleznik 
A. What instances of leadership do you see (or want to see) in Greg’s behavior? 
B. Are there instances of managerial behavior in Greg? 
C. How are the two different? 
D. Are there any commonalities? 
Commonality of a Leader & Manager in the Attribute 
Uniqueness of a Leader or Manager in the Attribute
ATTRIBUTE MANAGERS LEADERS EVIDENCE 
- Time Zone and Work: 
Directing (Page 8, Para 
5,6,7,8) 
& Exhibit – 4. 
- Adjective Rich Feedbacks 
from India, US, UAE & 
France Directing (Page 9-10) 
- Greg James: Desire to 
work with SUN (Page 5, Last 
4 Para) 
01) Managers and Leaders: Are They 
Different? 
by Abraham Zaleznik 
Top Possible Prevailing 
Leadership/Managerial Traits in 
Greg (From Case-A)-2/2 
A. What instances of leadership do you see (or want to see) in Greg’s behavior? 
B. Are there instances of managerial behavior in Greg? How are the two different? 
C. Are there any commonalities? 
Commonality of a Leader & Manager in the Attribute 
Uniqueness of a Leader or Manager in the Attribute 
Debatable Commonality of a Leader & Manager in the Attribute
What 
Greg Missed 
Refer (Case-A) 
Exhibit-4: Surveys of Satisfaction with Open 
Work for Greg James's Team 
50 
Fallacy with 
Survey:- 
Integrating Europe & 
Middle East 
50 
Of Concern:- 
Distance Collaboration 
HR Practices 
Employee Satisfaction 
Management Support 
WorkSpace Effectiveness 
45 Member Global Team 
11-US 
16-India 
7-France 
11-UAE
Conflict (Interpersonal) and 
management issues in global 
collaboration 
US 
Viewed as 
Favorites. 
Water Cooler 
Conversation 
(Non US 
Team). 
Unfair Work 
Load ( France 
& US). 
FranceCompensation 
Mismatch -30% 
less than US. 
Job Security 
Because of 
LAW. 
Country Based 
Benefit – 
Vacation. 
IndiaWant more 
responsibility 
on customer 
technology 
customization 
& Innovation 
than 
maintenance. 
Interpersonal 
Issue Rahul & 
Ahmed. 
UAECulture 
Influence 
(Developing 
relationship 
requires more 
time). 
Feel 
disconnected. 
Require more 
Face-to-Face. 
Perceived as 
Sub-group on 
India.
What Trait of Leadership in Greg posses 
(From Case-A) that showed the results in 
Case-B 
02) What Makes a Leader? 
by Daniel Goleman 
Self awareness Less evident in case substance (Debatable) 
Self regulation Less evident in case substance (Debatable) 
Motivation Being driven 
to achieve for 
the sake of 
achievement 
• A passion for the work itself 
and for new challenges 
• Optimism in the face 
of failure 
Empathy Considering 
others’ feelings, 
especially when 
making decisions 
• Expert in attracting 
and retaining talent 
• Sensitivity to cross cultural 
differences 
Social Skill Managing 
relationships to 
move people in 
desired 
directions 
• Effectiveness in leading 
change 
• Efforts in building 
and leading teams 
Uniqueness to be a Leader 
Debatable Uniqueness to be a Leader
Our Thoughts on Case-A 
03) The Work of Leadership 
by Ronald A. Heifetz and Donald L. Laurie 
What probably Greg need to do? 
Get on the balcony. 
Don’t get swept up in the field of play. 
Instead, move back and forth between the “action” and the “balcony.” 
You’ll spot emerging patterns, such as power struggles or work 
avoidance. 
This high-level perspective helps you mobilize people to do adaptive 
work. 
Protect leadership voices from below. 
Listen to whistle-blowers, creative deviants, and others exposing 
contradictions within your company. 
Their perspectives can provoke fresh thinking. Ask, “What is this guy 
really talking about? Have we missed something?” 
Maintain disciplined attention. 
Encourage managers to grapple with divisive (tending to cause 
disagreement or hostility between people) issues, rather than indulging in 
scapegoating or denial. 
Deepen Leadership the debate Trait to unlock required polarized, by Greg superficial James 
conflict. 
Demonstrate collaboration to solve problems.
04) Why Should Anyone Be Led by You? 
by Robert Goffee and Gareth Jones 
Our Learning 
What did Greg probably do as a 
leader? 
Evidence: Case B 
The way he 
Responded 
on the issues 
Evidence: Case A 
The way Greg assessed & 
Reflected on the issues 
Except over Exhibit-4
04) Building the Emotional Intelligence of 
Groups by V U Druskat and S B Wolff 
Our Learning : Case-B 
How did Greg Understood Emotions of 
others? 
Evidence: 
Case-B 
Page-1, Para 3 
Page-2, Para 
1,2,3 
Case-B 
Does not show 
Evidence of 
integrating 
HS Holding or TIC
04) Building the Emotional Intelligence of 
Groups by V U Druskat and S B Wolff 
Our Learning : Case-B 
How did Greg create Awareness of 
Emotions? 
Evidence: Case-B 
Page-1, Para 2,3 
Page-2, Para 1,2,3 
Possible steps Greg James took as a Leader
04) Building the Emotional Intelligence of 
Groups by V U Druskat and S B Wolff 
Our Learning : Case-B 
How did Greg help Regulate of 
Emotions? 
Evidence: Case-B 
Page-1, Para 2,3 
Page-2, Para 1,2,3 
Possible steps Greg 
James took as a Leader
Our Learning 
Questioning Leadership style adapted by 
Greg? 
CONSULTING 
STYLE (Ideal) 
LOW MOTIVATION 
HIGH COMPETENCE 
DIRECTIVE 
STYLE (Ideal) 
LOW COMPETENCE 
HIGH MOTIVATION 
DELEGATING 
STYLE (Ideal) 
HIGH MOTIVATION 
HIGH COMPETENCE 
SUPPORTIVE 
STYLE (Ideal) 
LOW COMPETENCE 
LOW MOTIVATION 
SITUATIONAL LEADERSHIP STYLES 
India 
France 
* 
US 
UAE 
(Debatabl 
e)
Thank 
You

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Managing a Global Team:Greg James at Sun Microsystems, Inc. (A) & (B)

  • 1. Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) & (B)
  • 2. Managing a Global Team Context Greg James at Sun Microsystems, Inc. (A) • Greg James, a global manager at Sun Microsystems • To resolve a serious customer system outage as required by a service agreement • Sets out to meet with his entire member in customer implementation team spread across India, France, UAE, and US • Rather than finding a immediate solution to the rapidly escalating customer situation that motivated his trip, he finds himself facing distributed work. • Interpersonal Conflict and management issues in global collaboration are threatening to unravel his team. Greg James at Sun Microsystems, Inc. (B) • This case updates the steps Greg James took to solve the problems that instigated the crisis. • Greg James solves the problems involved in his team's breakdown and creates team cohesion to help them function together effectively.
  • 3. Questions to Address A. What instances of leadership do you see (or want to see) in Greg’s behavior? B. Are there instances of managerial behavior in Greg? C. How are the two different? D. Are there any commonalities? E. What are your Learning? Managers and Leaders: Are They Different? by Abraham Zaleznik What Makes a Leader? by Daniel Goleman The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our References
  • 4. Assessing Effectiveness Fit 4RC - Four Resonance Check on Leaders / Managers Organization Leader / Manager Employee Belief/ Attitudes/ Values Alignment with External Source Perception to wards Customer Sun Microsystems HS Holdings’ Banking System 45 Member Global Team 7-France, 16-India 11-UAE & 11-US TIC, Technology Integration Company Every Organization needs Leaders / Managers for Driving their strategic Objective. It is imperative to Check the 4 Resonance of a leader / manager with the Other elements of Interactions for their Fit with the Organizational Objective/Strategy. We shall try to see In the next slide we made an attempt to at least assess The resonance fit Between Sun’s Emerging Strategy And Greg’s ability and
  • 5. Resonance Fit between Organization & Leader/Manager Organization Greg James [Strategy & Industry] 1. Sun Controlled all of the elements (Technology, Product, Services etc). Global Talent:- Choses employees based on talent or leadership rather than location. 2. Industry characterized by high product turnover, Heavy Investment in R&D, Price war, Cost Cut i.e., Business need Adaption, Aggregation & Arbitrage. 1. Specialized in technology, a star engineer in technical elite. Rose through development projects to managing teams. 2. Sun’s pursuit for a global presence, James identified for high profile team management at implementing enterprise wide solutions. Adaptive to Open Work: Applied for him & his team.
  • 6. Top Possible Prevailing Leadership/Managerial Traits in Greg (From Case-A)-1/2 ATTRIBUTE MANAGERS LEADERS EVIDENCE - Recruitment: Efforts (Page 8, Para 2,3) - Opportunity identified by Lawry (Page-5, Last 2 Para) - Recruitment: Global Team & Open Work (Page 8, Para 2,3,4) 01) Managers and Leaders: Are They Different? by Abraham Zaleznik A. What instances of leadership do you see (or want to see) in Greg’s behavior? B. Are there instances of managerial behavior in Greg? C. How are the two different? D. Are there any commonalities? Commonality of a Leader & Manager in the Attribute Uniqueness of a Leader or Manager in the Attribute
  • 7. ATTRIBUTE MANAGERS LEADERS EVIDENCE - Time Zone and Work: Directing (Page 8, Para 5,6,7,8) & Exhibit – 4. - Adjective Rich Feedbacks from India, US, UAE & France Directing (Page 9-10) - Greg James: Desire to work with SUN (Page 5, Last 4 Para) 01) Managers and Leaders: Are They Different? by Abraham Zaleznik Top Possible Prevailing Leadership/Managerial Traits in Greg (From Case-A)-2/2 A. What instances of leadership do you see (or want to see) in Greg’s behavior? B. Are there instances of managerial behavior in Greg? How are the two different? C. Are there any commonalities? Commonality of a Leader & Manager in the Attribute Uniqueness of a Leader or Manager in the Attribute Debatable Commonality of a Leader & Manager in the Attribute
  • 8. What Greg Missed Refer (Case-A) Exhibit-4: Surveys of Satisfaction with Open Work for Greg James's Team 50 Fallacy with Survey:- Integrating Europe & Middle East 50 Of Concern:- Distance Collaboration HR Practices Employee Satisfaction Management Support WorkSpace Effectiveness 45 Member Global Team 11-US 16-India 7-France 11-UAE
  • 9. Conflict (Interpersonal) and management issues in global collaboration US Viewed as Favorites. Water Cooler Conversation (Non US Team). Unfair Work Load ( France & US). FranceCompensation Mismatch -30% less than US. Job Security Because of LAW. Country Based Benefit – Vacation. IndiaWant more responsibility on customer technology customization & Innovation than maintenance. Interpersonal Issue Rahul & Ahmed. UAECulture Influence (Developing relationship requires more time). Feel disconnected. Require more Face-to-Face. Perceived as Sub-group on India.
  • 10. What Trait of Leadership in Greg posses (From Case-A) that showed the results in Case-B 02) What Makes a Leader? by Daniel Goleman Self awareness Less evident in case substance (Debatable) Self regulation Less evident in case substance (Debatable) Motivation Being driven to achieve for the sake of achievement • A passion for the work itself and for new challenges • Optimism in the face of failure Empathy Considering others’ feelings, especially when making decisions • Expert in attracting and retaining talent • Sensitivity to cross cultural differences Social Skill Managing relationships to move people in desired directions • Effectiveness in leading change • Efforts in building and leading teams Uniqueness to be a Leader Debatable Uniqueness to be a Leader
  • 11. Our Thoughts on Case-A 03) The Work of Leadership by Ronald A. Heifetz and Donald L. Laurie What probably Greg need to do? Get on the balcony. Don’t get swept up in the field of play. Instead, move back and forth between the “action” and the “balcony.” You’ll spot emerging patterns, such as power struggles or work avoidance. This high-level perspective helps you mobilize people to do adaptive work. Protect leadership voices from below. Listen to whistle-blowers, creative deviants, and others exposing contradictions within your company. Their perspectives can provoke fresh thinking. Ask, “What is this guy really talking about? Have we missed something?” Maintain disciplined attention. Encourage managers to grapple with divisive (tending to cause disagreement or hostility between people) issues, rather than indulging in scapegoating or denial. Deepen Leadership the debate Trait to unlock required polarized, by Greg superficial James conflict. Demonstrate collaboration to solve problems.
  • 12. 04) Why Should Anyone Be Led by You? by Robert Goffee and Gareth Jones Our Learning What did Greg probably do as a leader? Evidence: Case B The way he Responded on the issues Evidence: Case A The way Greg assessed & Reflected on the issues Except over Exhibit-4
  • 13. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg Understood Emotions of others? Evidence: Case-B Page-1, Para 3 Page-2, Para 1,2,3 Case-B Does not show Evidence of integrating HS Holding or TIC
  • 14. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg create Awareness of Emotions? Evidence: Case-B Page-1, Para 2,3 Page-2, Para 1,2,3 Possible steps Greg James took as a Leader
  • 15. 04) Building the Emotional Intelligence of Groups by V U Druskat and S B Wolff Our Learning : Case-B How did Greg help Regulate of Emotions? Evidence: Case-B Page-1, Para 2,3 Page-2, Para 1,2,3 Possible steps Greg James took as a Leader
  • 16. Our Learning Questioning Leadership style adapted by Greg? CONSULTING STYLE (Ideal) LOW MOTIVATION HIGH COMPETENCE DIRECTIVE STYLE (Ideal) LOW COMPETENCE HIGH MOTIVATION DELEGATING STYLE (Ideal) HIGH MOTIVATION HIGH COMPETENCE SUPPORTIVE STYLE (Ideal) LOW COMPETENCE LOW MOTIVATION SITUATIONAL LEADERSHIP STYLES India France * US UAE (Debatabl e)