PRINCIPLES OF LEADERSHIP

OB 6321.501 Spring 2005

Class Meeting Dr. Joseph C. Picken
Mon-Wed 5:30 – 6:45 SOM 4.212
SOM 2.102 Email: jpicken@utdallas.edu
Office Hours: Mon-Wed 3:00 – 4:00 PM Phone (UTD office): (972) 883-4986
Or by appointment Phone (McKinney office): (972) 562-5401

INTRODUCTION
What makes a leader? Are management and leadership the same…or are they different? What are the essential qualities
of leadership? Are leaders born, or can the skills of leadership be learned and developed? If leadership skills can be
developed, how can one become a more effective leader? This course will explore these and other questions, within the
framework of the following objectives:
§ Understanding management and leadership as different, but complementary roles in organizations
§ Understanding emotional intelligence and leadership styles: how the actions and behaviors of leaders influence
organizational outcomes
§ Understanding leadership as a process: how leaders turn challenging opportunities into successes and get extraordinary
things done in organizations
§ Assessing and evaluating your personal strengths, limitations and performance in leadership roles, and outlining a
personal action plan for the development of leadership skills.

TEXT, READINGS & CASES

The course will be organized around Goleman’s Working with Emotional Intelligence and Kouzes & Posner’s The
Leadership Challenge, supplemented with selected readings. Case analyses and discussions will be used to illustrate the
application of the concepts. All of the materials listed below are required and are available either at the UTD Bookstore
or at Off Campus Books on Campbell Road.
§ Text: Goleman, Daniel. 1998. Working with Emotional Intelligence. Bantam Books. New York. ISBN 0-553-37858-9. (list
price $16.95)
§ Text: Kouzes, J. M. and Posner, B. Z. 2002. The Leadership Challenge, 3rd ed. Jossey-Bass Publishers. San Francisco. ISBN
0-7879-5678-3 (list price $19.95).
§ Course Pack: Cases and readings.
§ ECI-U Self Assessment Instrument (The Hay Group)

SELF INTRODUCTION
Each student should post a Self-Introduction in the Discussion area of WebCT prior to the first class. Guidelines are
provided on the WebCT Discussion page. This information will be used to set up my gradebook and assist in the
formation of groups for the course.

GROUP ASSIGNMENTS
A significant part of the work in this course will be done in groups. Students will be organized into study groups of 3-4
students each during the first week of the course, and will be responsible as a group for the preparation of four written
case studies and one independent research project/class presentation. A peer review process will be utilized to provide
input to the final grade on group activities.
LECTURE NOTES
The MS Powerpoint slides used in lectures and case discussions will be available on WebCT (http://webct.utdallas.edu)
under course ID OB 6321.501. You should be able to access WebCT with your UTD Unix ID and password. Call
computer services at (972) 883-2911 if you need assistance.

OB 6321 Principles of Leadership Spring 2005

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GRADING
Grading will be based on both individual and group assignments as detailed below. Individual assignments and
participation will comprise 45% of the course grade; group assignments will comprise the remaining 55%. The class
participation grade will be based on attendance and participation in class discussions. The grading weights and due
dates for all assignments are summarized in the table below:
ASSIGN- DESCRIPTION GROUP/ DUE FORMAT WEIGHT
MENT INDIV DATE
WA#1 Leadership Development Objectives (LDAP I) Individual 1/12/05 Essay 4%
WA#2 Emotional Intelligence Self-Assessment (LDAP II) Individual 1/26/05 Essay 3%
WA#3 Group Project Proposal Group 2/2/05 Essay 0%
WA#4 Primerica: Sandy Weill and His Corporate Entrepreneurs Group 2/14/05 Outline 10%
WA#5 Charlotte Beers at Oglivy & Mather Worldwide (A) Group 2/21/05 Outline 10%
WA#6 Lou Gerstner Individual 2/28/05 Outline 10%
WA#7 Jan Carlzon: CEO at SAS (A) Group 3/16/05 Outline 10%
WA#8 Erik Peterson (A) Group 4/4/05 Outline 10%
WA#9 Strategic Leadership Self Assessment (LDAP III) Individual 4/11/04 Essay 3%
WA#10 Leadership Development Action Plan (LDAP IV) Individual 4/20/05 Essay 10%
WA#11 Group Project and Presentation Group 4/25/05 Essay 15%
WA#12 Peer Evaluation Form Individual 4/25/05 Form 0%
Participation Class Participation Credit Individual N/A 15%
TOTAL 100%
I will provide you with a written grade sheet and critique of each graded assignment. The grading sheets I will use for
each assignment will be posted on Web CT. In each case, I will be looking for evidence that you understand the
concepts and frameworks provided in the readings and lectures and are able to apply them effectively in your analysis.
The discussion questions provided for each case are provided to help you focus on the important issues. I expect you to
fully address each of the discussion questions in your response. Page limits and format guidelines will be monitored;
abuse will be noted in your communications grade.

PEER EVALUATION
A peer evaluation process will be utilized to adjust individual grades on all group assignments (maximum range of +/-
20% of the group grade). The peer evaluation form (attached) will be completed individually and turned in as WA#12
on April 25th. See example posted under Class Materials on WebCT.

GUIDELINES FOR WRITTEN ASSIGNMENTS

Due Dates and Late Paper Policy. Written assignments will be due at the beginning of class on the date assigned (and
can be emailed to me if you are unable to attend the class). Late papers turned in at or before the next class session
following the due date will be graded, but 10 points will be deducted from the grade. Late papers turned in at or before
the second class session following the due date will be graded, but 15 points will be deducted from the grade. Late
papers not received by the beginning of the second class session following the due date will receive a zero. No late
paper flexibility will be allowed on group papers or projects.
Format. The body of each written assignment should comply with the page length guidelines specified for the assignment.
The use of charts and exhibits is encouraged, to the extent that they help you make your points. Charts and exhibits should
be numbered and appropriately referenced in the body of the document. A list of references should be attached as required.
Cover pages, charts or exhibits, and lists of references are not included in the page count. The manuscript should use 11-12
point type, double-spaced, with 1” margins all around. Appropriate titles and section headings should be used. Number the
pages, put the course number and your name(s) at the top of each page and staple in the upper left corner. Binders and
report covers are neither necessary nor desired.
Outline Form Response. Several of the assignments specify an outline form response. I will expect a statement of the
question followed by a bulleted or numbered list of the key items in your response.
Essay Form Response. Other assignments specify an essay form response. I will expect a well organized paper that
addresses the case questions and uses section headings, bulleted lists, charts and exhibits as appropriate to clearly

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communicate your message.
Electronic Submissions. If you submit a paper by email, the file name should identify the course, assignment number and
your name or Group ID. For example, “OB 6321_2_JSmith.doc” would identify John Smith’s Written Assignment #2.
Effective written and oral communications are critically important in the business world. It is equally important that
students "put their best foot forward" in classroom presentations and written assignments. Poor organization,
convoluted sentence structures, mangled grammar and misspelled words have no place in effective communications,
and will be considered in the evaluation of your work and ideas.

LEADERSHIP DEVELOPMENT ACTION PLAN

During the semester, each individual will be responsible for the development of a personal Leadership Development
Action Plan. This plan will be submitted in four parts (see Assignments for details):
§ WA#1 – Leadership Development Objectives
§ WA#2 – Emotional Intelligence Self-Assessment
§ WA#9 – Strategic Leadership Self Assessment
§ WA#10 – Leadership Development Action Plan
Two self-assessment instruments will be administered during the course. The purpose of these assessments is to help
you understand your emotional intelligence capacities and personal leadership styles. Written Assignments #2 and #9
will summarize the observations and insights gained from these self-assessments, identifying potential areas for
improvement in your leadership skills and behaviors. In addition, during the semester, you will participate in a number
of self-discovery exercises.
The Leadership Development Action Plan (WA#10) will summarize and incorporate the findings and observations you
reported in written assignments #1, 2, and 9, and the results of the self-discovery exercises completed in class. In the
aggregate, these four Leadership Development assignments will comprise 20% of your final grade.

GROUP PROJECT/PRESENTATION
Each group will be responsible for the completion of a group research project entitled “Leadership in Action”. A brief
Project Proposal will be due on February 2nd A written report and presentation to the class will be due on April 25th.
Guidelines for the project are summarized below:
§ Identify a contemporary business leader who has been prominent in the news (major story in Wall Street Journal, Business
Week or Fortune) because of his leadership role in a major organizational event in the last 12 months.
§ Prepare a brief (2-3 page) Project Proposal, identifying the contemporary leader and the major organizational event you plan
to research, and explaining why you chose this individual and event to study. Attach a copy of the base article (major profile
or story) to the paper.
§ Research and evaluate the leader’s role and performance in the major organizational event (citing at least six additional
substantive references) in light of the concepts and frameworks developed throughout the course.
§ Prepare a comprehensive (12-15 page) Project Report that addresses the following:
- Individual background and career development of the leader
- Company background and discussion of major organizational event (strategic relevance, outcome)
- Role of the leader in major organizational event
- Analysis of leadership style and performance – how did it influence the outcome of the major event?
- Analysis of leadership process (following Kouznes and Posner) – how did it influence the outcome of the major event?
- Evaluation of leadership effectiveness (what the leader did well; what could have been improved)
- Recommendations: how could the leader have been more effective in the context of this situation?
§ Prepare a brief presentation to the class that summarizes your findings.

CLASS DISCUSSION
It is expected that you will come to class on time and be prepared to participate in an active and spirited discussion of
the readings and cases. One of the strengths of an MBA class is that each of you brings different perspectives from your
background, education and work experiences, and the sharing of these perspectives as they bear on the material enriches
us all. Attendance and the quality of your preparation and participation will be evaluated in the class participation grade.

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CASE ANALYSIS GUIDELINES
Written assignments and exams will often require the analysis of case situations. In addition, preparation for class
discussions will frequently require the analysis of a case situation. Case analysis assignments are designed to evaluate
and develop your skills in:
• identifying key organizational issues (decisions or actions required in a given situation)
• analyzing the situation (identifying problems; understanding the underlying causal factors; and identifying and
evaluating options)
• recommending specific actions to address the key issues.
The following approach to case analysis is recommended:
• Read the case quickly. Identify the key issues and decisions/actions required.
• Decide what kind of recommendations should be made (and to whom)
• Choose appropriate analytical tools/frameworks from those contained in the readings
• Reread the case. Analyze the situation thoroughly
• Draw logical conclusions based on your analysis
• Make specific recommendations for action (what should be done, who should do it, when and in what sequence?).
In general, there are no “right” or “wrong” answers for a specific case – different approaches and insights are
possible, depending on your individual perspective and approach. Regardless of your approach and conclusions,
I expect you to make recommendations that: (1) address the identified issues; (2) follow logically from your
analysis and conclusions; and (3) make sense (are feasible) in the context of the case situation.

OFFICE HOURS AND CONSULTATIONS

Scheduled office hours will be held in SOM 4.212 from 3:00 - 4:00 pm on Monday and Wednesday afternoons before
class. I will also be available at other times by appointment. Consultation and mentoring are an important part of my job
and I encourage you to meet with me individually for any reason. I look forward to the opportunity to work with you.

UNAVOIDABLE ABSENCE
From time to time, it may be necessary to miss a class due to illness or travel. Within reason, I will be flexible in
accommodating your needs, but would appreciate prior notice by email. Required written assignments must be turned in
prior to the missed class (email is acceptable).
ASSIGNMENTS
SESSION/ SESSION TOPIC/PREPARATION WRITTEN
DATE ASSIGNMENT
1 Course Introduction Complete Self-
Mon § The Challenges of Strategic Leadership in a Global Context Introduction
1/10 (see Web CT
§ Leadership: Historical Perspective
discussion area)
§ Self- Introduction: See WebCT Discussion Area for Instructions
2 What is Leadership? WA#1
Wed § Kotter: What Leaders Really Do (HBR 90309) Leadership
1/12 § Zaleznik: Managers and Leaders: Are they Different? (HBR 92211) Development
Objectives
WA#1 – Leadership Development Objectives (3-4 pp; essay form)
LDAP I
§ Describe your leadership experience, summarize your perceived leadership strengths and (Individual)
weaknesses, and outline your leadership development objectives (What kind of leader do you
want to become? What knowledge, skills and experience do you need to reach your goals?).
Identify at least five specific goals (objective, time frame, etc.) for personal focus and
development.
3 Emotional Intelligence: Overview
Wed § Reading: Goleman: Ch 1-4
1/19 § Video: Emotional Intelligence with Daniel Goleman
4 Emotional Intelligence: Self Control & Motivation
Mon § Reading: Goleman: Ch 5-6
1/24

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5 Emotional Intelligence: People Skills WA#2 –
Wed § Reading: Goleman: Ch 7-9 Emotional
1/26 Intelligence
§ Self-Assessment: Emotional Intelligence Instrument (complete and bring to class)
Self Assessment
WA#2 – Emotional Intelligence Self- Assessment (3-4 pp; essay form) LDAP II
§ In a brief essay, summarize the results of your Emotional Intelligence Self-Assessment (What (Individual)
were your strengths? What were your weaknesses? Were you surprised by any of the results? In
what areas do you need to focus and develop to accomplish your Leadership Development
Objectives?[as detailed in LDAP I]). What actions do you plan to take to increase your
emotional competencies in these areas? Attach a copy of the summary plot to your paper.
6 Leadership as a Relationship
Mon § Kouzes & Posner, Ch 1-2
1/31 § Handout: McGarvey: Field Guide to the New CEO
§ Welch: Five Questions to Ask (October 28, 2004) (Web CT)
7 Modeling the Way (Find Your Voice; Set the Example) WA#3 -
Wed § Kouzes & Posner: Ch 3-4 Group Project
2/2 § Badaracco: The Discipline of Building Character (HBR 98201) Proposal
WA#3 – Group Project Proposal (2-3 pp; essay form) (Group)
§ Identify the contemporary leader and the major organizational event you plan to research.
8 Modeling the Way (Find Your Voice; Set the Example)
Mon § Exercise: Write a Tribute to Yourself (WebCT). Complete and bring to class.
2/7 § Exercise: Lifeline Exercise (WebCT). Complete and bring to class.
9 How Leaders Get Things Done – Leadership Styles
Wed § Goleman: Leadership That Gets Results (HBR R00204)
2/9
§ Schaeffer: The Leadership Journey (HBR 0210B)
10 Modeling the Way (Find Your Voice; Set the Example) WA#4 –
Mon § Case: Primerica:Sandy Weill and His Corporate Entrepreneurs (HBS 9-393-040) Case Analysis
2/14 (Group)
WA#4 – Case Analysis (5-6 pp; outline form)
1. Did Sandy Weill have a clear sense of his personal values and beliefs? What were they?
2. Were Weill’s personal values and beliefs effectively reflected in his business philosophy? In
the shared values and culture of the organizations he led?
3. What management style(s) did Weill appear to use most frequently? Most effectively? What
other styles did he appear to use in this case? What conclusions can you reach about Weill’s
emotional intelligence competencies – strengths and weaknesses – based on the leadership
styles employed?
4. Most of the organizations acquired by Weill’s companies had unique cultures. What actions did
Weill take to align the cultures of these organizations with his own values and beliefs? How
successful was he? What kinds of problems arose?
11 Inspiring a Shared Vision (Envision the Future; Enlist Others)
Wed § Kouzes & Posner: Ch 5-6
2/16 § Jick: The Vision Thing (HBS 9-490-019)
§ MLK: I Have a Dream speech (recording)
12 Inspiring a Shared Vision (Envision the Future; Enlist Others) WA#5 -
Mon § Case: Charlotte Beers at Oglivy & Mather Worldwide (A) (HBS 495-031) Case Analysis
2/21 (Group)
WA#5 – Case Analysis (5-6 pp; outline form)
1. What was Charlotte Beers’ vision for O&M Worldwide? How were Beers’ personal values and
beliefs reflected in her vision for the company?
2. Did her vision of “Brand Stewardship” meet the criteria set forth on the second page of Jick’s
article? What shortfalls appear? How important do you think these will be?
3. How would the company Beers envisioned be different from the company she joined in 1992?
What had to change in terms of strategy, structure, processes, culture and people to achieve her
objectives?
4. Evaluate the “visioning process” employed by Beers (see Jick, p.4). Was the vision hers alone or
was it co-created with her constituents? Was she able to create a credible “bridge” from the rich
traditions and history of the firm to a new vision for the future?
5. Can you relate Beers’ experience in creating and selling her vision to the ideas expressed in
K&P’s Chapters 5 and 6? How? How successful was Beers in communicating her vision
throughout the organization? What problems and challenges did she experience?

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13 Challenging the Process (Search for Opportunities; Experiment and Take Risks)
Wed § Kouzes & Posner: Ch 7-8
2/23
§ Exercise: Developing Psychological Hardiness (WebCT). Complete and bring to class.
14 Challenging the Process (Search for Opportunities; Experiment and Take Risks) WA#6 -
Mon § Case: Lou Gerstner HBS 9-485-176 Case Analysis
2/28 (Individual)
WA#6 – Case Analysis (5-6 pp; outline form):
1. Was Gerstner a credible leader in the eyes of his constituents? (see K&P, Chapter 2). Was he
forward-looking? What was his vision?
2. Which of the leadership styles described by Goleman were used most frequently by Gerstner in
the case? Which were not observed. What conclusions can you reach about Gerstner’s emotional
intelligence competencies –strengths and weaknesses– based on the leadership styles employed?
3. How effective was Gerstner in addressing the problems he found at American Express? Did he
seize the initiative, make challenge meaningful, innovate and create and look outward for fresh
ideas? Provide examples to support your conclusions.
4. Was the environment at American Express one in which the employees felt free to innovate,
experiment and take risks? Did the environment promote psychological hardiness? What actions
did Gerstner take to create this environment? How successful was he?
15 Enabling Others to Act (Foster Collaboration; Strengthen Others)
Wed § Kouzes & Posner: Ch 9-10)
3/2 § Exercise: Collaboration Audit (WebCT). Complete and bring to class.
§ Exercise: How Powerful do you Feel? (WebCT). Complete and bring to class.
16 Encouraging the Heart (Recognize Contributions; Celebrate the Values and Victories; Leadership is
Mon Everyone’s Business)
3/14 § Kouzes & Posner Ch 11-13
§ Thatcher: Remarks at the Funeral of Former President Ronald Reagan (Web CT)
17 Enabling Others to Act (Foster Collaboration; Strengthen Others) WA#7 –
Wed § Case: Jan Carlzon: CEO at SAS (A) (HBS 9-392-149) Case Analysis
3/16 (Group)
WA#7 – Case Analysis (5-6 pp; outline form):
1. How successful was Carlzon in fostering collaboration and strengthening and empowering his
employees at SAS? How did his experience at Linjeflyg influence his approach at SAS?
2. Evaluate his performance at SAS in terms of K&P’s ideas about fostering collaboration (Ch.9
and Commitment #7) What approaches and techniques did he use? Which ones worked best?
Which did not work as well as he had hoped? Why?
3. How successful was Carlzon in empowering SAS’s employees, strengthening others by sharing
power and discretion? Evaluate his performance in terms of K&P’s ideas about empowerment
(Ch. 10 and Commitment #8). How did he ensure self-leadership and provide choice? How did
he develop competence and confidence and foster accountability?
4. How effectively did Carlzon “encourage the heart” (evaluate in terms of K&P’s ideas in Ch.
11-12 and Commitments #9 and 10). What approaches were most effective? Where did he fall
short?
18 The Role of the Strategic Leader: Leading Change
Mon § Kotter: Leading Change: Why Transformation Efforts Fail (HBR 95204)
3/21 § Kanter: Leadership and the Psychology of Turnarounds (HBR R0306C)
19 The Role of the Strategic Leader: Leading Change
Wed Case: Xerox Corporation: Leadership through Quality (HBS 9-490-008)
3/23
WA#5 – Case Analysis (5-6 pp; outline form):
1. What was David Kearns’ vision for Xerox (“the company that we must be”)? How would the
company Kearns envisioned be different? What had to change in terms of strategy, structure,
processes, culture and people to achieve his objectives?
2. Analyze Xerox’s history. What were the seminal events that shaped Kearns’ vision of the future?
What historical factors represented barriers to the desired change?
3. Evaluate Kearns’ leadership in terms of Kotter’s ideas about leading change. How effective was
his leadership? What kinds of problems and challenges did he encounter? Would you
recommend any changes to his approach?
4. Evaluate the situation Kearns faced from the perspective articulated by Kanter. How important
was the psychological turnaround to the achievement of Kearns’ vision?

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20 How Leaders Get Things Done – Power & Influence
Mon § Video: Pfeffer: Managing with Power
3/28
21 How Leaders Get Things Done – Power, Influence, Levers of Change
Wed § Ibarra: Managerial Networks (HBS 9-495-039)
3/30 § Review Lecture Notes/Powerpoint Slides before class.
22 How Leaders Get Things Done – Power, Influence, Levers of Change WA#8 –
Mon § Case: Erik Peterson (A) (HBS 9-494-005). Case Analysis
4/4 (Group)
WA#8 – Case Analysis (5-6 pp; outline form)
1. Erik Peterson is the GM of GMCT. How much power and influence does he really have? What
are its sources? How effectively has he used power, influence and the levers of strategic
change? (consider these questions separately with respect to GMCT and the parent company).
2. Who has political power in these organizations? Who are Erik’s allies and supporters? How are
they helping him? Who are his challengers? How are they hurting him?
3. The environment is rife with conflict. What are Erik’s top five challenges (consider both
business and personnel issues). Analyze the key power relationships associated with each and
identify the sources of conflict.
4. What should Erik’s goals and objectives be (short and long term)? What kinds of political
strategies would you recommend to Erik to accomplish these objectives?
23 How Leaders Get Things Done – Managing Change & Innovation
Wed § Goleman: Chapters 10-11
4/6 § Heifetz & Laurie: The Work of Leadership (HBR R0111K)
§ Kim & Mauborgne: Tipping Point Leadership (HBR R0304D)
§ Strategic Leadership Instrument (download from WebCT)
24 What Kind of Leader do You Want to Be? WA#9 –
Mon § Rowe: Creating Wealth in Organizations: The Role of Strategic Leadership (AME 15:1, 81-94) Strategic
4/11 § Discussion of Strategic Leadership Self-Assessment Leadership Self
Assessment
WA#9 Self-Assessment: Strategic Leadership Instrument (3-4 pp; essay form)
(LDAP III)
1. What did you learn about your leadership style and performance from this instrument? What (Individual)
kind of a leader are you today? What kind of leader do you want to become?
2. What are your strengths? Weaknesses? (identify specific items and discuss)
3. What do you need to work on in order to become a more effective leader (outline a plan to
address each of the identified areas of weakness)?
4. Attach a copy of the instrument to your paper (not included in page count).
25 How Leaders Get Things Done – Climate, Culture, Ethics
Wed § Badaracco: Business Ethics: Four Spheres of Executive Responsibility (CMR 036)
4/13 § Goleman: Primal Leadership (HBR R0111C)
26 Why Would Anyone Want to Be Led By You?
Mon § Goffee & Jones: Why Should Anyone Be Led by You? (HBR R00506)
4/18
§ Collins: Level 5 Leadership (HBR R0101D)
§ Exercise: Leading Questions (WebCT; Kouzes & Posner, Ch.13)
27 Course Review WA#10 –
Wed WA#10 - Leadership Development Action Plan (7-10 pp; essay form) Leadership
4/20 Development
1. What kind of leader do you want to become? Why?
Action Plan
2. What insights have you have gained from this course (readings, discussions, self-assessments) (LDAP IV)
regarding your personal leadership skills, behaviors and development needs. (Individual)
3. What are your personal leadership development objectives and goals? (be specific: identify 4-5
measurable objectives, define time frames and indicators of success).
4. What actions do you plan to take to become a better leader (consider the ideas and suggestions
contained in K&P and in the Emotional Intelligence Instrument)?
28 Group Project Presentations WA#11 -
Mon 4/25 WA#11 – Leadership in Action (see syllabus page 3 for guidelines) Leadership in
Action (Group)
WA#12 – Peer Evaluation (see syllabus page 8 for form and instructions)
WA#12 -
Both due on or before 12:00 noon on Monday, April 25th. Peer Evaluation
29 Group Project Presentations (if necessary)
Wed
4/27

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PRINCIPLES OF LEADERSHIP

PEER EVALUATION FORM

INSTRUCTIONS
The peer evaluation process is intended to provide group members with an opportunity to contribute to the evaluation of
the performance of your team members on group activities. On the form below, you may rate the performance and
contributions of your team members (including yourself) in the preparation of the group assignments. Instructions
follow:
1. Enter the names of your group members (alphabetically by last name). Include yourself.
2. Evaluate each assignment separately. Each team member will begin with 100 points on each assignment.
3. You may reallocate the total number of points among team members within a range of 80 to 120 points for each individual,
based on their contributions to the group effort on that assignment.
4. The total number of points allocated on any single assignment must equal 100 times the number of members of the team. If
you have four members on the team, the total for each column should be equal to 400.
5. I will calculate an overall assessment as a weighted average of the individual ratings, using the percentage weights
indicated below.
Please sign the evaluation at the bottom of the page, place it in a sealed envelope and turn it in with your final group
assignment on April 25th.

PEER EVALUATION
WA-4 WA-5 WA-7 WA-8 WA-10
Primerica: Charlotte Jan Erik Group
Sandy Weill Beers: CEO Carlzon: Peterson Project &
10% 10% CEO Presentation
10% 10% 50%
Group Member (list alphabetically)
1

TOTAL (must equal 100 X number of group

members)

COMMENTS
Group
Member Comments (please support and justify any assessment below 90% or above 110%) Continue on reverse if necessary.
1

Prepared by: ____________________________________

Print Name:____________________________________

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