Leadership Development
| Numbering Code | Year/Term | 2022 ・ First semester | ||
|---|---|---|---|---|
| Number of Credits | 2 | Course Type | Lecture | |
| Target Year | Target Student | |||
| Language | English | Day/Period |
Mon.2・3 every 2 weeks |
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| Instructor name | MITACHI TAKASHI (Graduate School of Management Practicing Professor, Professional Graduate School) | |||
| Outline and Purpose of the Course | Leadership Development is a journeyー career-long, and sometimes life-long. This course aims at preparing the students to start his/her own journey, through understanding the theoretical/conceptual models of leadership and its development | |||
| Course Goals |
The goal of the course is for each student to have a draft journey plan of his/her leadership development. By learning the academic theories/concepts and actual examples of leaders’ various styles, and taking time to look back into oneself and to have appropriate dialogs on it, the student will be able to have a starting journey navigator at hand upon the end of the course. |
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| Schedule and Contents |
This course will be a mix of lectures, case and/or reading material-based discussions, and draft development of own leadership development plan. One or two face-to-face meeting(s)/dialog(s) with business leaders will likely to be held during class(es). Actual class schedules will be adjusted depending on the visiting leaders’ schedules, but modules are divided into the following: 1 Understanding leadership - 1 Framework for understanding leadership, sharing leadership experiences and discussion - 2 An example of two strong leaders and dialog on the comparison of the two - 3 Timeless elements of leadership - 4 New requirements for leadership: adaptive leadership - 5 Brief history of the studies in leadership 2 What leaders actually do : framework and examples - 1 Types of leadership models: symbolic actions - 2 Ditto: servant leadership - 3 Ditto: distributed leadership - 4 Contextual nature of leadership and the age of VUCA - 5 More on the context of present time 3 How the leadership are developed - 1 Inherent vs acquired - 2 Present and future environments for leaders: setting the context - 3 Learning about, acting as, and being a leader - 4 Draft building for individual journey plan - 5 Dialog on individual plans |
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| Evaluation Methods and Policy |
Active class participation (50%) ― minimum attendance of 80% of classes required to be eligible for evaluation. Team presentation (25%) ー several team discussions and presentations are going to be assigned. Quality of draft journey plan (25%) |
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| Course Requirements |
Strong interests in developing own leadership style, and openness to (appropriate) discussions on own plan are expected. Also it is essential to proactively participate the class discussions for maximum self and collective learning. |
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| Study outside of Class (preparation and review) | It is essential to pre-read the reading materials and prepare for the class discussions for maximum self and collective learning. | |||
| Textbooks | Textbooks/References | None, Copies of reading materials will be distributed and several video footages are to be used during the classes | ||
| References, etc. |
Power and Influence, John P. Kotter Leadership vs management , John P. Kotter, (Video available online) Servant leadership, Robert K. Greenleaf |
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