Leadership Reflection

Class # 1 – Thursday, Sept. 17: Introduction


          Lecture and discussion: The context of leadership careers

Set-up and overview of course

What to expect: preparation, participation, and outcomes



Class # 2 – Thursday, Oct. 1: Why Leadership Development Matters – Survival in a Leadership Career


Prepare case discussion: Kapco A or B (detailed preparation instructions will be given in Class # 1).




Gabarro, J.J. & Kotter, J.P. (1993). Managing your boss. Harvard Business Review, May-June, pp. 150 157.


Van Velsor, E. & Leslie, J.B. (1995). Why executives derail: Perspectives across time and cultures. Academy of Management Executive, 9, pp. 62-72.


Pfeffer, J. (2013). You’re still the same: Why theories of power hold over time and across contexts. Academy of Management Perspectives, 27, pp. 269-280.




Class # 3 – Thursday, Oct. 15: What is Leadership (Really) and How do you Develop It


Lecture and discussion of the nature (and nurture) of leadership

In-class exercise: What is leadership

Integration of readings and discussion: Building a Model of Situational Leadership




Bennis, W. (2007). The challenges of leadership in the modern world. American Psychologist, 62, pp. 2-5.


Zaccaro, S.J. (2007). Trait-based perspectives of leadership. American Psychologist 62, pp. 6-16.


McCall, M.W. (2010). Recasting leadership development. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, pp. 3-19.


Van Velsor, E. & McCauley, C.D. (2004). Introduction: Our view of leadership development, pp. 1-22. In Handbook of Leadership Development, McCauley, C.D. & Van Velsor, E. (Eds.), Jossey-Bass.

ISBN: 0-7879-6529-4


Seigts, G. (2014). Learning to lead. Ch. 3 in Good Leaders Learn, pp. 17-22, Routledge.

ISBN: 978-0-415-65976-5




Class # 4 – Thursday, Oct. 29: Developing Self-Awareness – The Essential Leadership Skill (I)


              Leadership Wheel workshop

Introduce additional self-assessment  tools (360 degree competencies, critical incidents)




Drucker, P.F. (1999). Managing oneself. Harvard Business Review, March-April, pp. 65-74.


Clawson, J.G.S. (2010). Problems in managing the self-assessment process for leaders-to-be. Ch. 3, pp. 91-107, in Self-Management and Leadership Development, Rothstein, M. & Burke, R. (Eds.), Edward Elgar.

ISBN: 978-1-84844-323-5




Class # 5 – Thursday, Nov. 12: Developing Self-Awareness – The Essential Leadership Skill (II)


Analysis of self-assessment data (360 degree competencies, critical incidents)

Workshop on identifying themes in self-assessment data; implications for career and future steps in                                                                                                                                                                                                                              

your leadership development




Van Velsor, E., Moxley, R.S., & Bunker, K.A. (2004). The leader development process. Ch. 7, pp. 204-233, in Handbook of Leadership Development, McCauley, C.D. & Van Velsor, E. (Eds.),  Jossey-Bass.

ISBN: 0-7879-6529-4


Waldman, D.A. & Atwater, L.E. (1998). How does 360 feedback impact individual performance? Ch. 5 in The Power of 360 Degrees Feedback, pp. 79-97, Gulf Publishing.





Class # 6 – Thursday, Nov. 26: Leadership in Teams


              Team leadership exercise

Lecture and discussion of leadership “roles” and the true nature of leadership




Katzenbach, J.R. & Smith, D.K. (2005). The discipline of teams. Harvard Business Review, July-August, pp. 1-9.


Bedwell, W.L., Shuffler, M.L., Wildman, J.L., & Salas, E. (2010). Self-directed work teams: Best practices for leadership development. Ch. 10, pp. 251-294, in Self-Management and Leadership Development, Rothstein, M. & Burke, R. (Eds.), Edward Elgar.

ISBN: 978-1-84844-323-5




Class # 7 – Friday, Jan. 8: Goal Setting, Getting Commitment, Performance Evaluation


              Frascatti and Wilcox case and role play workshop (instructions to be provided in Class # 6)

Lecture and discussion on best practices




Latham, G.P. (2003). Goal setting: A five-step approach to behavior change. Organizational Dynamics, 32, pp. 309-318.


Kouzes, J. & Posner, B. (1994). Plan small wins: Building commitment to action. Ch. 10, pp. 217-238, in The Leadership Challenge, Jossey-Bass.




Class # 8 – Friday, Jan. 22: Negotiating and Influencing Without Authority


In-class exercises (Supervisory Training Committee; Salary Negotiations)

Discussion on best practices




Getting to Yes (online):  “6thfloor.pp.fi/fgv/getting to yes.pdf”

(read pp. 6 (Introduction) to 49 (to the end of “The Model”))




Class # 9 – Friday, Feb. 5: Leadership Character


In-class analysis of leadership character portrayals

Discussion and analysis of leadership character and your development




Case:  Invictus: Introducing Leadership Competencies, Character, and Commitment, Ivey Case # 9B14CO16.


Gandz, J., Crossan, M. Seijts, G. & Reno, M. (2013). Leadership character and corporate governance.  Ivey Business Journal , May/June, pp. 1-6.





Class # 10 – Friday, Feb. 12: Leading Change


              Case analysis: Donna Dubinski and Apple Computer (A)

Lecture and discussion on best practices in leading change




Kotter, J.P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, March-April, pp. 1-8.


Case: Donna Dubinsky and Apple Computer (A), Harvard Business School  Case # 9-486-083.




Class # 11 – Friday, March 11: Mentoring and Networking


Case analysis (TBA)

In-class network assessment exercise (read and prepare exercise in Course Pack prior to class)

Lecture and discussion of best practices




Case Note: Beyond the Myth of the Perfect Mentor. Harvard Business School  Case Note # 9-491-096.


Case Note: Network Assessment Exercise. Harvard Business School  Case Note # 9-497-002.




Class # 12 – Friday, April 1: Managing Your Leadership Career


              Case analysis: Michael Aniballi (A)

Case analysis: James Reed (A)

Lecture and discussion on leadership career transitions




Case Note: Managing Your Career. Harvard Business School  Case Note # 9-494-082.


Case: Michael Aniballi (A), Ivey Case # 9B04CO35


Case: James Reed (A), Ivey Case # 9A95CO25

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