Areas of Concentration: Leadership

Prof. Jean Lipman-Blumen

Faculty Advisors
Joseph A. Maciariello
Jean Lipman-Blumen
Katharina Pick

Faculty Advisors: Non-Profit Focus
Sarah Smith Orr
Scott Cormode
Laura Zucker

Student Clubs/Associations of Interest
Net Impact, Women in Leadership, Arts Enterprise Club


The leadership area of concentration can help you develop a clear perspective of an entire organization’s operations. Focus is on improving organizational effectiveness through the better management of people and systems. This concentration will help prepare you for a general management position in wide variety of industries and types of organizations. If your career is moving from technical work toward more management responsibilities, you might find a leadership concentration to be of particular value.


MGT 315 Morality and Leadership The purpose of the course is to help students understand the moral and ethical implications of their leadership choices. Every leader feels the tug of competing commitments, just as every job has inherent contradictions. How is a leader to lead in the midst of these embedded tensions?

MGT 336 Corporate Governance How can we explain the turmoil that confronts shareholder capitalism today? What happened at Enron, Global Crossing, Tyco and numerous other corporations in the last few years? Are these “isolated’ incidences or is there a broader pattern of ethical lapses we need to be concerned with? What are the underlying issues? To answer such questions, this 2-credit course looks at the fast changing field of corporate governance. It is designed to survey the system, the process, the participants, the legal/regulatory environment, and the most important developments in the field over the last few years.
Prerequisites: This course is open only to second year MBA students.

MGT 344 Drucker in Practice The purpose of this course is to provide you with an opportunity to focus on one of the major Drucker topics in an actual organization carefully chosen as Drucker-sympathetic in management philosophy.

MGT 353 The 21st Century Nonprofit Leader: Being a Sustainable Resource Engine This course will delve into leadership theory, effective governance practices and the
development of resources, exploring and testing methods designed to create a sustainable nonprofit/social sector organization.

MGT 358 Negotiations & Conflict Resolution
This course explores the nature of conflicts common in personal and organizational life, and examines various strategies and tactics used in cooperative and competitive situations. Students will learn different conflict management styles, distributive bargaining, integrative negotiation, characteristics of effective and ineffective negotiators, preparing for negotiations, managing the negotiation process and avoiding key mistakes, acquiring and using power and influence, understanding trust & ethics when negotiating with others, handling obstacles and dealing with difficult parties, and understanding cross-cultural negotiation issues.

MGT 362 Revitalization This course develops 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. The course is divided into four parts: (1) Managing yourself, (2) Becoming a manager and a leader, (3) Becoming an entrepreneur, and (4) Putting it all together.
Prerequisites: To enroll, students must have completed all required first-year courses.
Concurrent enrollment in the required Strategy course (Mgt. 340) is permitted.

MGT 364 Crisis Management This course will examine both contemporary theories and practice in preventing and managing crises. It will focus on the impact of crises on leaders in all sectors and their supporters. Organizational leaders and managers play a key role in crises, but they must be prepared to make cool decisions in the face of complex situations involving ambiguity and chaos. The course will consider how crises can make or break current leaders, offer flagging leaders the chance to find new direction, and create opportunities for new leaders to emerge. It will explore how crises render followers particularly vulnerable to toxic leaders and how followers may avoid susceptibility.

MGT 365 Toxic Leadership 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.
Prerequisites:MGT 345: Organizational Behavior and/or knowledge of MGT 367 Connective Leadership in the 21st Century

MGT 366 Shared Leadership: Extreme Edition This is an intensive two and a half day course on shared leadership in the wilds of Big Bear, California. Shared leadership is a cutting edge perspective on what it takes to lead effectively in the era of knowledge work. Throughout the course students engage in multiple exercises devised to uncover the secrets to leading in the modern world.

MGT 367 Connective Leadership in the 21st Century Using both classical and contemporary leadership concepts, this module explores new demands and relevant strategies for leaders who expect to lead in the 21st century. Students will examine leadership from the perspective of the individual leader, heuristically separated from the organizational context. Thus, it is designed to focus on the leader as an individual, rather than organization. We shall consider what it means to be a leader/manager. The course is designed, in part, to examine participants’ own leadership strengths and limitations. In addition, the module explores various approaches to recognizing leaders and leadership potential in others.
Prerequisites:MGT 345 Organizational Behavior OR approval by the instructor.

MGT 368: Women in Leadership The aim of this course is to provide students interested in leadership with the ideas and insights that pertain specifically to women and leadership. Over the last 60 years, women have made tremendous strides in the ability to shape their destinies. Today women are represented in all sectors of society, at all levels of organizations, and they are taking on important leadership roles in these settings. Historically, however, women have had less access to leadership positions than men, first because of iron barriers and later because of the proverbial “glass ceiling.” This history continues to be an important aspect of life in organizations and for women in particular.  

There are many things I have learned at the Drucker School that I apply to my work as an Operations Group Leader at Target. The most useful class so far has been Self-Management, where I have discovered what motivates me to be most productive at my job and learn how to effectively lead my team."
—Andrew Dick, Drucker Alumnus

MGT 403 Self & Shared Leadership 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 one self 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 345 (Organizational Behavior) prior to this course.

MGT 408 Art & Science of Project Management The purpose of this course is to develop that systems perspective of leadership that will enhance the student’s ability to manage projects in today’s multifaceted world. Students will gain a grounded understanding of skills, characteristics and actions needed to succeed. The course treats project management as both art and science. As a science, project management considers formal systems such as metrics, rewards and traditional tools. As an art it emphasizes culture and the informal side of the organization. By integrating art and science – using a systems perspective – a project manager proactively influences success. Aspiring and current leaders regardless of level or responsibility will find the course useful.

MGT 413 Advanced Leadership Seminar This course will address the cutting edge issues in leadership. This course will be discussion, analysis and experientially based with small amounts of lecture to provide the general framework for class discussion. We will also be drawing heavily on the arts and literature to uncover important lessons for leadership.

MGT 488 The Practice of Self Management Managing effectively first requires handling your thoughts, emotions and actions effectively and skillfully. Internal readiness precedes external effectiveness. This course is designed to give you essential skills for effective self-management. By learning the practice of mindfulness (or dispassionate observation) as well as state of-
the-art knowledge in positive psychological functioning, you will develop skills for improving the quality of your professional and personal life.

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