• Analyse the cases assigned, and individual elements of those cases, from the practical, theoretical, and critical perspectives introduced in the course, and explain the assumptions behind those perspectives
• Compare and contrast relational and contextual approaches to leadership with approaches that emphasize the skills and actions of individual leaders, and explain how these perspectives apply to the cases assigned.
• Use the case materials assigned in the course to provide concrete examples of effective (and ineffective) approaches to leadership in a variety of organizational, international, and regional situations, and to address key debates in the academic research on leadership
• Use the case materials assigned in the course to support definitions of the concept of leadership, and to present practical examples of the ways in which the notion of leadership, as well as particular leadership styles and approaches, compare across

This case-based course will develop the ability of participants to analyze and to intervene in the social dynamics of leadership in a variety of organizational and cultural contexts. Classroom time will promote the analysis and discussion of a variety of cases and theoretical readings chosen to exemplify the diversity of leadership practice. 

Within the Strategy, Organization and Leadership programme, the course encourages participants to apply the theoretical foundations of Managing Organizational Change and Innovation Processes to the study and practice of leadership. Case analysis and discussion will help participants to sharpen their grasp of the theoretical concepts presented and to apply these concepts to analyze the leadership dynamics of a variety of organizational situations and challenges.

The course will also address the methodological issues raised by the use of the case method for learning about the interrelated dynamics of leadership and management, and provide participants with the opportunity to develop effective skills in case discussion, analysis, and presentation. 
  
 

·      Amy C. Edmondson (2012) “Teamwork on the Fly: How to master the new art of teaming,” Harvard Business Review.
·      Michael E. Porter, Nitin Nohria (2008) ‘What Is Leadership? The CEO’s Role In Large, Complex Organizations,’ Harvard Business School Working Paper.
·      John Kotter, “What Leaders Really Do,” (1990) Harvard Business Review, May-Jun, 68(3):103-11.
·      Pittinsky, T. L., & Simon, S. 2007. Intergroup leadership. The Leadership Quarterly, 18(6): 586–605.
·      Keith Grint (2005) ‘Problems, problems, problems: the social construction of 'leadership',’ Human Relations 58/11:1467–1494.
·      Joseph Badaracco (2002) Leading Quietly: An Unorthodox Guide to Doing the Right Thing, Harvard University Press.