Leadership Courses

 

MGT 530 - Executive Leadership

2 Units

You will address the question of what leads to outstanding performance as a general manager.  It begins with a study of the inertial forces that drive organizations toward fragmented, bureaucratic activity and that pose a fundamental challenge to effective managerial leadership.  The remainder of the course studies three contrasting views of leadership, each of which is grounded in a long intellectual tradition and gives a different, yet internally consistent and persuasive answer to the question of what distinguishes outstanding managers from their run-of-the-mill counterparts.  We will discuss the conflicting approaches among these views of leadership for resolving a set of fundamental dilemmas that face most leaders.  It is hoped that the participants will test their own personal assumptions and beliefs about effective leadership against the arguments posed by each of the views. The course uses readings and cases.

 

MGT 531 - Creativity & Innovation

2 Units

This course will review state-of-the art theoretical and applied models of creativity and innovation as they apply to a) individuals, b) groups, c) organizations, and d) historical periods and cultures. By the end of the term, students should be familiar with current thinking in the field and able to apply the concepts to relevant research problems or practical applications. Peter Drucker’s Innovation and Entrepreneurship will be read closely and selected analytic concepts from this text will be applied by the students to real-life problems of interest to them. Other readings will include texts by Csikszentmihalyi, Ford & Gioia, Runco & Albert, and Sternberg.

 

MGT 533 - Morality & Leadership

2 Units

This course addresses the moral dimension of leadership. It stresses the application of moral concepts to practical case situations involving ethical dilemmas. Its objectives are to improve the participant’s ability to identify ethical issues embedded in organizational decisions, to develop the intellectual concepts essential to a fuller analysis of these issues, and to understand the implications alternative resolutions of the moral dilemmas have for organizational performance and one’s credibility and effectiveness as a leader. Practical questions will be addressed regarding the responsibilities and values involved in managing a firm's relationship with individual employees, the marketplace, and society.

 

MGT 535 - Leaders and Managers in the 21st Century

2 Units

Course Objectives: This course is a multi-disciplinary approach to organizational leadership. Emphasis is placed on an understanding of the research literature on organizational leadership, as well as presenting an overview of key theories and concepts in leadership. Assigned readings will consist of excerpts from classic and contemporary works on organizational leadership, and full research articles on selected topics.

 

MGT 536 - Leadership & Organizations

2 Units

This seminar, designed as the sequel to MGT 535, examines the role of leaders within 21st century organizations. It explores the special challenges and responsibilities of organizational leaders in a rapidly changing environment. Using a multidisciplinary approach, this course will consider the interaction between leaders and their own and other organizations, including the constraints and expectations that organizations project on leaders.

 

MGT 539 - The Allure of Toxic Leadership

2 Units

The primary objective of this course is to understand the dynamics of the relationship between toxic leaders and their followers. The secondary objective is to examine strategies for identifying, coping with, and escaping from toxic leaders.

Toxic leaders first charm, but then manipulate, mistreat, weaken, and ultimately devastate their followers. This course explores why we tolerate – and remain steadfastly loyal to – leaders who are destructive to their followers/employees/constituents, their organizations, their communities, and/or their nations. Why do we seldom unseat, frequently prefer, and sometimes even create toxic leaders?

To answer these questions, we shall examine how these leaders appeal to our deepest needs, playing on our anxieties and fears, on our yearnings for security, high self-esteem, and significance, and on our desire for noble enterprises and immortality. We shall consider how psychological needs – such as the desire to be at the heart of the action, to be an insider – can often make us susceptible to toxic leaders. We shall explore how psychosocial forces, those interactions of individuals with their environments, particularly individuals’ experiences of success and failure, predispose them either to perceive themselves as leaders or to seek an external leader. In this course, we shall also discuss how to recognize the first signs of toxicity and which personal and policy options are critical for dealing with toxic leaders.

 

MGT 540 - Leadership Lessons from the Arts & Humanities

2 Units

This course draws heavily on the arts and literature to uncover important lessons for leadership in today’s modern organizations. Throughout the course we will address such issues as: the roles of vertical and shared leadership; the role of perceptions; the role of power; the importance of culture; the importance of socialization; the importance of managing conflict; and the importance of managing change. Most class sessions will be comprised of reviewing and discussing the leadership lessons derived from four components:
  1. A film that will be viewed prior to the class session;
  2. A couple of professional articles or book chapters;
  3. A couple of short stories; and
  4. Artistic works
Beyond the course materials and class discussions, your project for the course will be the analysis of the leadership of a team in organization. You will need to negotiate access for this purpose so you will want to initiate the search for a suitable team very early and should ideally have a team identified before the beginning of the course. Throughout the course you will be provided with several "tools" to assist you in your leadership analysis project.

 

MGT 551 - Revitalization

4 Units

Revitalization seeks to develop the concepts, techniques, skills and attitudes required to revitalize both the organization’s performance and morale, and one’s personal effectiveness and satisfaction on the job. Participants will gain insight into the organization and themselves; learn how to deal with power, influence and politics; understand the roles of manager, leader, and entrepreneur; and how to manage organizational and personal change. The curriculum is built on real-world cases, some of which have been disguised because of the sensitive nature of the issues involved.

 

MGT 583 - Corporate Governance

2 Units

This 2-credit course looks at the past, present, and future of corporate governance, focusing on what senior managers need to know about the system, the process, the participants, the legal environment, and the most important developments in the field over the last twenty years.

We will lead off with a question that is debated with increasing frequency: Who owns the corporation? The answer to this question is crucial to defining corporate governance for the 21st century. Next, we will look at the rise of the institutional investor and its impact on the shareholder-board-management relationship. We will also consider what role the SEC, the government, activists, and other regulatory agencies or influence groups play in the process. We will then look at the changing role of the director in today’s public corporation, the emergence of private company boards, and delve into the issue of what a fiduciary responsibility really means. We then turn to today’s news and take a good look at Sarabanes-Oxley, the new Accounting Oversight Board, the workings of the SEC and related topics. In the fifth session we take a global perspective on the governance issue. After looking at the (very different) systems of say, Germany and Japan, we will broach the question whether global convergence in governance models and processes is in sight and what this may imply. The final two sessions are devoted to an analysis of best practices, and special topics such as executive compensation and board evaluation.

 

MGT 591 - Drucker on Management

2 Units

Through a combination of the literature and a number of internet executive development modules, the course examines the major issues within the overall body of work of Peter Drucker. The course focuses on recent writings of the School's namesake including Managing in the Next Society and Management Challenges for the 21st Century. Special topics will include: Driving Change, Knowledge Worker Productivity, Managing Oneself, and Effective Decisions.

 

MGT 630 - Leadership & Making of Meaning

2 Units

This course will examine the leader's role in creating an environment in which individuals can enhance meaning. We will seek a deeper understanding of the sources of both leadership and meaning in organizational life, and how leaders can enable others (and themselves) to achieve optimal experiences while fashioning a life-long purpose. The linkage of this environment to organizational performance - to the creative act of knowledge creation and to the individual initiative that turns knowledge into a strategic reality - will also be explored.

 

MGT 631 - Hot Groups

2 Units

Teams, rather than solo performers, have become a staple of organizations. They make special demands on individuals and create new possibilities within organizations. Yet, there is a still more powerful mechanism for achieving dynamic results in organizations: Hot Groups.

Hot Groups are not teams. Rather, they are small, short-lived, organic groups that achieve impressive, innovative results. They also offer individuals exhilarating opportunities to achieve beyond their greatest expectations. Yet, these complex structures, replete with special leadership processes, can spark negative reactions within the organization. This course examines the history of small groups and teams and then moves beyond those structures to explore how Hot Groups may be used as a potent force in the manager’s repertoire.

 

MGT 633 - Team Leadership

2 Units

This course consists of seven sessions that address the cutting edge issues regarding teams and team leadership. The current emphasis on teams in organizations is not a fad. It is a fundamental shift in the way organizations are structured. In fact, a cover story in Fortune magazine proclaimed, “in a fast moving, brutally competitive economy, the one thing sure to be harder than operating with teams is operating without them” (Dumaine, 1994, p. 92). This course will be discussion and analysis based with small amounts of lecture to provide the general framework for class discussion.

While most courses on teams and team leadership deal with the topic in a conceptual manner, the focus of this course will be on practical issues regarding how to make teams more effective. We will address such issues as: how to set goals in teams; how to create team structures; defining team processes; and learning to deal with problems as they arise. While we will examine all types of teams in this course, your project for the course will be the analysis of a top management team (TMT) of some organization. You will need to negotiate access for this purpose so you will want to initiate the search for a suitable TMT very early and should ideally have a team identified before the beginning of the course.

 

MGT 635A - Self & Shared Leadership

2 Units

Most courses on leadership focus primarily on how leaders can do a better job of influencing followers, in what is essentially a top-down model of leadership. This course, however, focuses on two critical leadership processes that, until recently, have received comparatively little attention: Self- and shared leadership. Self-leadership deals with means by which individuals can better influence themselves—toward more effective thought and behavioral patterns. Shared leadership deals with the dynamic process of leadership in true teams—one that is characterized by the serial emergence of multiple leaders, depending on the tasks facing the team and the skills of the team members. As such, the course will examine ways to better influence oneself and others, as well as how to better receive the appropriate influence of others. While there are no prerequisites for this course it is recommended to have taken MGT 515 (Organizational Behavior) prior to this course.

 

MGT 635B – Shared Leadership

2 Units

The focus of this course will be on the examination and documentation of shared leadership processes in real teams. This is a research-intensive course focused on case study methodology. We will address such issues as: how to prepare to conduct a case study, how to collect data necessary for a case study, how to analyze and integrate data, and how to write-up the results of a case study. Students can work in teams or individually to carry out the case studies. It is best to have identified one or more teams that you might study prior to the beginning of the course. The ultimate goal of the course is for students to develop case studies that have the potential for publication.

 

MGT 639 - Managing Flow in Organizations

2 Units

In recent years, a number of firms have become interested in the concept of “flow” – the intense involvement that people experience when they are doing something they enjoy doing. A workplace that provides flow is likely to be more productive, to attract and retain more qualified personnel, and to generate better morale. Organizations ranging from Nissan to Volvo, from the Cirque du Soleil to the Swedish police have adopted elements of flow to improve the way they operate. Flow has also influenced research and advertising in firms like Sapient, MacKinsey, and DDB.

This course will prepare students to understand the psychological bases of the flow experience, the obstacles to it that are typically present in organizations, and the ways that one can make work more enjoyable and fulfilling for oneself and for others. The skills acquired in this course will be useful to future entrepreneurs, personnel managers, and anyone interested in improving the quality of life in the workplace and beyond.

 

MGT 652 - Crisis Management

2 Units

Examines contemporary theories and practice in preventing and managing crisis. Several conceptual frameworks for analyzing the character, impact, and consequences of crises will be presented and applied to a variety of private- and public sector case studies. Using a multidisciplinary approach, the seminar will explore the dynamics of crisis decision-making and the multifaceted consequences of crisis.

 

MGT 660 - Project Management: A Systems Perspective

2 Units

The purpose of this course is to develop a systems perspective of leadership that can be used to successfully manage a project. Students will gain a grounded and intuitive understanding of leadership skills, characteristics and actions needed to manage projects in today’s complex world. To help define this systems perspective, this course discusses project management as both an art and a science. As a science, project management considers formal systems such as metrics, rewards and traditional tools. In a complementary fashion, as an art it emphasizes culture and the informal side of the organization. By integrating both art and science using a systems perspective, the project manager can proactively take steps to influence success. Because the skills needed for managing projects are similar to those for leading an entire organization, all aspiring or current leaders regardless of level or responsibility, will find the course useful. The course emphasizes leadership skills required in both the art and the science.

 

MGT 709 - Moral Leadership and the Brain

2 Units

This course takes a hard and pragmatic view of ethics and leadership. It does this by reviewing the brain-basis for moral values, how values can be measured, and uses exercises through which we can practice being ethical. It then relates these findings to issues business leaders face and shows how ethical environments can be created. This information will be disclosed through lectures and discussions. Students are required to do the readings before class, and to participate in class discussions. Learning is a cooperative endeavor and the more cooperation the greater the learning that occurs.

Students will gain an understanding of why human beings are ethical, and why they are not. With this knowledge, leaders can design ethical environments for their employees, customers, and stakeholders. Both the economic and human payoffs and costs of moral leadership will be identified, as well as a methodology described to help leaders resolve the inevitable ethical dilemmas leaders face.

 

MGT 712 - The CEO Forum

2 Units

This course showcases the contributions and perspectives of influential leaders in business, government of the non-profit community who, instinctively or explicitly, has been putting Peter Drucker’s principles to practice. This class provides students with a rare opportunity to directly interact with today’s leaders.

The course is structured around seven presentations by guest speakers from leading companies and institutions. This course is open to second-year MBA/MSFE and EMP students.

 

 

2014 Claremont Graduate University 1021 North Dartmouth Ave., Claremont, CA 91711 (909) 607-7811