Leadership in 21st Century Organizations

Bachelor 2020/2021

Type: Elective course (Logistics and Supply Chain Management)

Area of studies: Management

Delivered by: Department of Operations Management and Logistics

Where: Graduate School of Business

When: 3 year, 4 module

Mode of studies: distance learning

Instructors: Anastasia Ivanova

Language: English

ECTS credits: 3

Contact hours: 2

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Abstract

The course “Leadership in 21st Century Organizations” is taught on educational online platform “Coursera.org”, https://www.coursera.org/learn/leadership-21st-century. The course is prepared by Copenhagen Business School. In this course, students will see how the real acting CEO of Santa Monica Aerospace Jim Barton takes on leadership challenges ranging from strategy execution to inspiring people, from acting in the unpredictable times to maintaining an ethical approach. Students will experience that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present.

Learning Objectives

The objective of this course is to equip listeners with the insights needed to rise with the occasion of a rapidly shifting business landscape. Being more precise, the tasks are the following:
To enact own personal leadership approach, derived from the ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks
To avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world
To navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more)
To avoid "slippery slope" ethical failures
To think more clearly about the separation between public and private life for a 21st century leader

Expected Learning Outcomes

Be able to decide who will be an ally in the task needed to be accomplished and who will be an obstacle.
Be aware of how a leader should take the new 21st century reality into account and understand whether past communications and PR approaches are needed to be changed.
To learn how to develop relationships and establish effective collaboration.
To understand how the 21st century leader should motivate people.
Be aware of how leaders try to make changes to the governance framework within which they work.
To learn how to change things, in a big way: for example, when a company needs to be transformed.

Course Contents

Course Preview and Intro
Taking on a New Leadership Role
Students have been presented with a new leadership "opportunity" but there is a controversial issue of whether to accept it.
Getting Oriented and Assessing a Team
As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited.
Communication in an Age of Super Transparency
In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent.
Leading Collaboration
When you're building something as complicated as an airplane, people have to work together. A leader have to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work.
Motivating and Inspiring
A leader must be able to move other people – potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people – to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance.
Effective Governance
A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources – we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance.
Leading Change
Convincing people to change their ways might be the hardest job a leader has to do. And if getting people to change is hard, getting groups – who work together in the old ways and reinforce each other's sense of "the way it's always been" – is even harder.

Assessment Elements

Online tests during the course
Final exam

Interim Assessment

Interim assessment (4 module)
0.5 * Final exam + 0.5 * Online tests during the course

Bibliography

Recommended Core Bibliography

Armstrong, M. (2016). Armstrong’s Handbook of Management and Leadership for HR : Developing Effective People Skills for Better Leadership and Management (Vol. Fourth edition). Philadelphia, PA: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1406071
David Nour Return on Impact: Leadership Strategies for the Age of Connected Relationships, AMP, 2012 (доступ через электронную библиотеку НИУ ВШЭ https://library.books24x7.com/, для перехода по ссылке нужна авторизация в системе удаленного доступа ресурса)
Moran, R.T. Managing Cultural Differences: Global Leadership Strategies for the 21st Century / Robert T. Moran, Philip R. Harris, Sarah V. Moran. – 7th ed. – Burlington; Oxford: Elsevier Inc., 2007. – 708 p. – (Managing Cultural Differences). – ISBN 978750682473. - Текст: электронный // DB ProQuest Ebook Central (ebrary) [сайт]. – URL: https://ebookcentral.proquest.com/lib/hselibrary-ebooks/reader.action?docID=3562904&query=Moran%252C%2BRobert%2BT
The Oxford Handbook of Corporate Governance [Электронный ресурс] / M.Wright, D.S.Siegel, K.Keasey, I.Filatotchev, eds.; oxfordhandbooks. - Oxford University Press, 2013. – Режим доступа: http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199642007.001.0001/oxfordhb-9780199642007. - Загл. с экрана.

Recommended Additional Bibliography

Armstrong, M., & Brown, D. (2019). Armstrong’s Handbook of Reward Management Practice : Improving Performance Through Reward (Vol. Sixth edition). London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2003796
FILATOTCHEV, I., & NAKAJIMA, C. (2014). Corporate Governance, Responsible Managerial Behavior, and Corporate Social Responsibility: Organizational Efficiency Versus Organizational Legitimacy? Academy of Management Perspectives, 28(3), 289–306. https://doi.org/10.5465/amp.2014.0014
International Association of Business Communicators, & Gillis, T. L. (2011). The IABC Handbook of Organizational Communication : A Guide to Internal Communication, Public Relations, Marketing, and Leadership (Vol. 2nd ed). San Francisco, Calif: Jossey-Bass. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=363478
Lee, M. R. (2014). Leading Virtual Project Teams : Adapting Leadership Theories and Communications Techniques to 21st Century Organizations. Boca Raton: Auerbach Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=611888
Managing cultural differences : global leadership strategies for cross-cultural business success, Moran, R. T., 2011
Nordbäck, E. S., & Espinosa, J. A. (2019). Effective Coordination of Shared Leadership in Global Virtual Teams. Journal of Management Information Systems, 36(1), 321–350. https://doi.org/10.1080/07421222.2018.1558943

Course Syllabus