Leadership

STRATEGY  |  FINANCE  |   MARKETING  |  LEADERSHIP  |  GLOBAL MANAGEMENT

 


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
DSSA

 

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.


ELECTIVE COURSES IN LEADERSHIP

MGT 367 Connective Leadership in the 21st Century (4 units)
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. (Spring)
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.

The primary objective of this course is to uncover the unique challenges, constraints, and opportunities that face women today as they ascend to leadership positions in organizations. The issues have to do with managing diversity, the dynamics of power, authority, and influence, being different, and social expectations as they pertain to women. We will explore these topics by drawing on the experiences of women leaders from a variety of sectors and by bringing in important concepts and research insights from psychology, sociology, and business.
A secondary objective of the course is to allow students to reflect on their own

experiences; to provoke them to think about their own assumptions and to help them develop their own perspective and leadership style. The purpose is not to provide students with a set of clear-cut tactics, but rather to expose them to the issues related to women in leadership and provide a basis for them to be aware, thoughtful, and confident members of organizations.

Finally, this course is a collaborative endeavor. We have the opportunity to learn a tremendous amount from each other and to develop a collaboration that will carry on over years beyond the end of the course. (Fall, Spring)

 

MGT 365 Toxic Leadership ( 4 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. (Fall)
Prerequisites:MGT 345: Organizational Behavior and/or knowledge of MGT 367 Connective Leadership in the 21st Century

 

Using materials prepared by Professor Drucker, we will survey and apply his seminal insights into a number of key themes pertaining to the: (1) development of oneself, (2) practice of management, and (3) ingredients of a functioning society. These topics reflect a representative sample of the totality of Professor Drucker's work. Each of these topics has current and future application to your life, and role in society. (Spring)
* Students who have previously taken MGT 343 or MGT 344 should not enroll due to content overlap.

 


"
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,
Class of 2008

 

 

MGT 362 Revitalization ( 4 units) 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. (Spring)
Prerequisites: To enroll, students must have completed all required first-year courses.
Concurrent enrollment in the required Strategy course (Mgt. 340) is permitted.

 

MGT 403 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 one self and others, as well as how to better receive the appropriate influence of others. While there are no pre-requisites for this course it is recommended to have taken MGT 345 (Organizational Behavior) prior to this course. (Spring)

 

MGT 336 Corporate Governance (4 units) 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. (Fall)
Prerequisites: This course is open only to second yearMBA students.

 

MGT 408 Project Leadership or Art & Science of Project Management ( 4 units)
The purpose of this courseis 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. (Fall)

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