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2018/2019  KAN-CSOLO1031U  Leadership

English Title

Course information

Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Full Degree Master
Duration One Quarter
Start time of the course Spring, Fourth Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Eric Guthey - Department of Management, Society and Communication (MSC)
Main academic disciplines
  • Organization
Teaching methods
  • Face-to-face teaching
Last updated on 21-06-2018

Relevant links

Learning objectives
  • 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
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Summer
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure

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 Innovation and Change 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. 

Description of the teaching methods
Class time will consist almost entirely of case-based discussions, including discussions about how the theories covered apply to the cases in question. There will be very few formal lectures, and students should expect to be actively involved in presenting and analyzing the cases. Students will be strongly encouraged to form study groups that meet outside of class to prepare and discuss cases in advance.
Feedback during the teaching period
The case- and discussion-based format of class sessions will allow for continuous group feedback and dialogue on student performance. The teacher will also be available during regularly scheduled office hours or by appointment for individual feedback.
Student workload
Lectures 33 hours
Readings and preparation for the exam 173 hours
Expected literature

·      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.

Last updated on 21-06-2018