2024/2025 KAN-CPSYO2005U Strategy and Leadership
English Title | |
Strategy and Leadership |
Course information |
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Language | English |
Course ECTS | 7.5 ECTS |
Type | Mandatory |
Level | Full Degree Master |
Duration | One Quarter |
Start time of the course | Third Quarter |
Timetable | Course schedule will be posted at calendar.cbs.dk |
Study board |
Study Board for BSc/MSc in Business Administration and
Psychology, MSc
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Course coordinator | |
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Main academic disciplines | |
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Teaching methods | |
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Last updated on 25-09-2024 |
Relevant links |
Learning objectives | ||||||||||||||||||||||||
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Prerequisites for registering for the exam (activities during the teaching period) | ||||||||||||||||||||||||
Number of compulsory
activities which must be approved (see section 13 of the Programme
Regulations): 2
Compulsory home
assignments
2 mandatory assignments max. 3 pages, has to be approved during the course in order to attend the final exam. |
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Examination | ||||||||||||||||||||||||
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Course content, structure and pedagogical approach | ||||||||||||||||||||||||
Practice-based approaches to understand both leadership and strategy are becoming increasingly widespread in management and organization studies. The practice perspective on strategy focuses on strategists and strategizing, rather than organizations and strategies; similarly, the practice perspective on leadership looks for leadership in the interpersonal processes that actually happen, rather than in the traits or behaviors of particular individuals. What strategy- and leadership-as-practice have in common is that they are less concerned with what (top) leaders think or do and more with what people accomplish together in the workplace. Both strategy and leadership are understood as social processes, and the focus is on the micro-level social activities, processes and practices, as well as the social, cultural, political and material contingencies that shape how strategy and leadership emerge and unfold through day-to-day experience. This course will zoom on managerial activity, including how people in the workplace ‘do strategy’ and ‘do leadership’. We will study social processes including but not limited to power and influence, group dynamics, social networks, intersubjective agency, shared sensemaking, trust, adaptive leadership, information sharing, communication and dialogue, negotiation, and co-construction of responsibilities and routines. Through simulations and role plays, we will experience (ethical) decision making, experimentation, learning by doing, crisis response, strategic interaction, global collaboration, teamwork, change-directed efforts, problem solving, and coping. We will reflect upon how strategy and leadership unfold in managerial situations where individuals face uncertainty and ambiguity, and need to work together to solve problems and achieve (common) goals. |
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Description of the teaching methods | ||||||||||||||||||||||||
Several award-winning simulations will be deployed to achieve the learning objectives of the course. Combined with research articles and other readings, the in-class activities and lectures will serve as basis for individual critical reflexive journaling, which will then contribute to the final exam. | ||||||||||||||||||||||||
Feedback during the teaching period | ||||||||||||||||||||||||
Feedback will be given by the teacher on an
ongoing basis during the semester, as well as following the
mandatory assignments 1 and 2.
A forum will be organized for individualized, specialized peer feedback. |
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Student workload | ||||||||||||||||||||||||
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Expected literature | ||||||||||||||||||||||||
Required materials
Further reading
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