LCOS
(M.A. Global Business Development)
Course Syllabus
Leading People seems to be more an art than a science, cookbooks too often fail, as many experiences show. Yet how can we develop compelling strategies to empower followers, and how much is leadership based on shown behavior. This course combines the task oriented view of strategic management with the people oriented view of leadership. To lead others (and the business), you should also be able to lead yourself, which is stimulated by reflections from a companion course, MDCU.
Be prepared for interactive sessions, case studies, and make an analysis of a chosen company yourself.
Organizational
The course is one of two in the module “Leadership and Culture” and values 3 ECTS credit points, which represents a workload of 90 hours. As a guideline, workload could be split to synchronous time in classes (20h), asynchronous time for preparation and reinforcement (50h) and final preparations (20h).
Course material and lecture slides will be available via Moodle. The Moodle key will be communicated in the first online session.
Readings
- Holbeche, L. (2002) Aligning Human Resources and Business Strategy. London
- Grant, R.M. and J. Jordan (2015) Foundations of Strategy. 2nd ed. Chichester: John Wiley & Sons
- Kaplan, R. and D. Norton (2000) Having Trouble with Your Strategy? Then Map It. Harvard Business Review 78 (5), 167-176
- McKee, A., Boyatzis, R., and F. Johnston (2008) Becoming a Resonant Leader. Boston: Harvard Business School Publishing
- Pidun, U. (2019) Corporate Strategy: Theory and Practice. Wiesbaden: Springer
- Schuler, R.S., Jackson, S.E. (1987). Linking Competitive Strategies with Human Resource Management Practices. The Academy of Management Executive 1 (3), 207-219
Case Studies
We will discuss some case studies in class which you are required to read beforehand. These cases include the following HBR cases, other material will follow via Moodle.
- Southwest Airlines
- General Electric’s transformation under Jack Welch
Further material includes selected videos from Stanford Graduate School of Business, where you can view the introductory statements and transcripts as a preparation to classes.
Evaluation
The course grade is composed of continuous contributions (50%) and an individual term paper with presentation (50%).