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完成時間大約為25 小時

建議:2 to 4 hours/week...

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Strategic ManagementLeadershipCollaborationCommunications Management

100% 在線

立即開始,按照自己的計劃學習。

可靈活調整截止日期

根據您的日程表重置截止日期。

完成時間大約為25 小時

建議:2 to 4 hours/week...

英語(English)

字幕:英語(English)

教學大綱 - 您將從這門課程中學到什麼

1
完成時間為 1 小時

Course Preview and Intro

Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!...
3 個視頻 (總計 12 分鐘), 4 個閱讀材料
3 個視頻
Introduction to the Course6分鐘
Introduction to the Dramatized Episodes3分鐘
4 個閱讀材料
Background Info about SMA and Jim Barton10分鐘
Jeffrey Pfeffer: What Most People Don't Know About Leadership10分鐘
Invitation to a brief questionnaire10分鐘
Link to the "Meet and Greet" Forum10分鐘
完成時間為 1 小時

Taking on a New Leadership Role

So you've been presented with a new leadership "opportunity"...should you accept it? Should Jim Barton have taken this job? How would YOU decide?...
2 個視頻 (總計 10 分鐘), 4 個閱讀材料, 1 個測驗
2 個視頻
Episode 1: Jim Barton's First Day as CEO (Day 1)9分鐘
4 個閱讀材料
Hiring a new CEO10分鐘
Reading: Making it to the top10分鐘
Questions for reflection and forum discussion10分鐘
Learner suggestions: Questions to ask (or try to find answers to) before accepting a leadership "opportunity"10分鐘
1 個練習
Choosing or Becoming a New Leader12分鐘
2
完成時間為 2 小時

Getting Oriented and Assessing Your Team

As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited. Who will be an ally in what you need to accomplish? Who will be an obstacle? Who should stay, and who should go? How will YOU decide?...
4 個視頻 (總計 36 分鐘), 6 個閱讀材料, 2 個測驗
4 個視頻
Episode 2: Meeting the CFO (Day 3)12分鐘
Episode 3: Touring the SMA Plant (Day 4)9分鐘
Episode 4: Meeting the Head of Engineering (Day 4)13分鐘
6 個閱讀材料
A New Leader's First 100 Days10分鐘
SMA's Income Statement10分鐘
Reports from a Boeing Factory10分鐘
To-Do list for Today's CEO10分鐘
Reflection and discussion: Assessing Barton's team10分鐘
A Vital Task: Getting Your Team Right10分鐘
2 個練習
Assessing the Head of Engineering2分鐘
Getting Started as a New Leader8分鐘
完成時間為 2 小時

Communication in an Age of Super Transparency

In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent. How should a leader take this new 21st century reality into account? Do past communications and PR approaches need to change? How would YOU do it?...
6 個視頻 (總計 52 分鐘), 5 個閱讀材料, 2 個測驗
6 個視頻
Episode 5: Kohler's Philosophy of Disclosure (Day 8)5分鐘
Episode 6: The Gala (Day 8)9分鐘
Part 1 of Living and Leading in an Era of Super Transparency8分鐘
Part 2 of Living and Leading in an Era of Super Transparency10分鐘
Part 3 of Living and Leading in an Era of Super Transparency16分鐘
5 個閱讀材料
How Capitalism Can Thrive in a Transparent World10分鐘
Dan Geer: "We are all intelligence officers now"10分鐘
Links to check out for Super Transparency Lecture10分鐘
Reflection and discussion: Advising Barton on transparency10分鐘
Learner recommendations: How to address social media challenges10分鐘
2 個練習
Approaches to Communication2分鐘
The Era of Super Transparency8分鐘
3
完成時間為 2 小時

Leading Collaboration

When you're building something as complicated as an airplane, people have to work together. As a leader, it's a part of your job to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work. How is this done? How would YOU accomplish it?...
6 個視頻 (總計 37 分鐘), 7 個閱讀材料, 3 個測驗
6 個視頻
Introduction to the topic of leading collaboration3分鐘
Leading Collaboration at IDEO8分鐘
Leading Collaboration at Mass Animation9分鐘
Collaborative Leadership5分鐘
Episode 7: Old Friends (Day 13)9分鐘
7 個閱讀材料
Video of IDEO's collaboration, "The Deep Dive"10分鐘
Reflection10分鐘
Mass Animation10分鐘
Reflection and discussion: Collaboration at IDEO and Mass Animation10分鐘
What is "Collaborative Leadership"?10分鐘
Introduction to Dramatized Episode #710分鐘
Reflection and discussion: Advising Barton on collaboration10分鐘
3 個練習
Determining the right context for collaboration2分鐘
Diagnosis2分鐘
Collaborative Leadership8分鐘
完成時間為 2 小時

Motivating and Inspiring

A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance. How should the 21st century leader motivate people? What would YOU do?...
5 個視頻 (總計 52 分鐘), 5 個閱讀材料, 2 個測驗
5 個視頻
Episode 8: The Merit Pay System (Day 24)17分鐘
Motivating, Inspiring, and Other Ways Leaders Get People Moving in a Particular Direction: Introduction7分鐘
Motivating and Inspiring etc.: Economic models and their problems14分鐘
Motivating and Inspiring etc.: What are the alternatives to incentives?11分鐘
5 個閱讀材料
Introduction to Episode #810分鐘
Motivation in Literature 110分鐘
Motivation in Literature 210分鐘
Readings and Video10分鐘
Reflection and discussion: Motivating people10分鐘
2 個練習
What do you think?2分鐘
Motivating, Inspiring, and Leadership10分鐘
4
完成時間為 2 小時

Effective Governance

A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources -- we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance. And although it can be rather tricky, leaders sometimes have to try to make changes to the governance framework within which they work. If you're a CEO and you decide you have an ineffective board of directors -- to whom you report -- what would YOU do?...
7 個視頻 (總計 36 分鐘), 5 個閱讀材料, 1 個測驗
7 個視頻
Episode 9: Barton's First Board Meeting Day 31)11分鐘
Episode 10: Sleeping with the Press (Day 31)5分鐘
Episode 11: "A Sensitive Matter" (Day 45)1分鐘
Episode 12: "Reconfiguring the Board of Directors" (Day 45)11分鐘
Episode 13: The Reconfiguration Process (Day 93)2分鐘
Episode 14: Reconfiguration Accomplished (Day 135)2分鐘
5 個閱讀材料
What does a board of directors do?10分鐘
Introduction to Episodes 9 and 1010分鐘
Reflection10分鐘
What makes for an effective board of directors?10分鐘
Reflection and discussion: Creating a better Board of Directors10分鐘
1 個練習
Effective Governance8分鐘
完成時間為 1 小時

Leading Change

Convincing people to change their ways might be THE hardest job a leader has to do. And if getting people to change is hard, getting groups -- who work together in the old ways and reinforce each other's sense of "the way it's always been" -- is even harder. But if you're going to transform a company, you're going to have to change things, in a big way. How would YOU go about it?...
3 個視頻 (總計 7 分鐘), 2 個閱讀材料, 2 個測驗
3 個視頻
Episode 15: Talking Shop (Day 48 and Day 118)3分鐘
Episode 16: Design Delay (Day 68)2分鐘
2 個閱讀材料
Leading change in organizations10分鐘
Reflection and discussion: Assessing Barton's performance10分鐘
2 個練習
Assessing Barton as a Change Leader2分鐘
Leading Change4分鐘
5
完成時間為 2 小時

Managing Talent

In the 21st century, the biggest assets an organization has are its people what they can do. The evidence of this? Apple, Google, and Microsoft all have market values higher than Exxon (a company with vastly more physical assets). A very important job of a 21st century leader, then, is to attract, retain, and continue to develop the talents and skills of the people within the organization. Talent is a success multiplier, and an organization's leader is its talent-developer-in-chief. How should this be done? How would you do it?...
8 個視頻 (總計 64 分鐘), 5 個閱讀材料, 1 個測驗
8 個視頻
Episode 17: Unexpected Insight from a Neighbor (Day 36)10分鐘
Specialisterne: From Hope to Action To Impact3分鐘
Managing People with "Inspired Peculiarities": The Dandelion Principle13分鐘
Anka Wittenberg, Chief Diversity and Inclusion Officer, SAP SE11分鐘
Anka Wittenberg Interview, Part 25分鐘
Understanding what matters to excellent performers9分鐘
Episode 18: The Engineers Revolt (Sometime during Barton's 2nd year as CEO)9分鐘
5 個閱讀材料
How the dramatic episodes play into this module10分鐘
Reflection and discussion: The Dandelion Principle10分鐘
A Sampling of 21st Century Perspectives on Talent Management20分鐘
Reflection10分鐘
Reflections and discussion: Managing talent10分鐘
1 個練習
Managing Talent6分鐘
完成時間為 1 小時

Leading in Crisis

No matter how effective you are as a leader, sometimes things go wrong. In a crisis, a leader must make tough decision under the pressure of a ticking clock. That's really hard, partly because crises are (thankfully) rare and few people have a lot of experience with them. And yet, you need to get it right. The stakes, in a crisis, are often very, very high, for the organization and for a leader's career. As a leader, sooner or later you will have to deal with a crisis. How will YOU measure up?...
6 個視頻 (總計 19 分鐘), 5 個閱讀材料, 1 個測驗
6 個視頻
Episode 19: Barton in Crisis (Day 173)5分鐘
Episode 20: Contemplating Resignation (Day 174)7分鐘
Episode 21: An Ultimatum (Day 174)3分鐘
Episode 22: Negotiating with the Unions (Day 175)1分鐘
Episode 23: A united front (Day 175)49
5 個閱讀材料
Difficulty and development10分鐘
Reflection and discussion: Avoiding and recovering from crisis10分鐘
The harms done by bonuses and parachutes...10分鐘
Reflection and Discussion: Drop the parachute?10分鐘
Reflection and discussion: Assessing Barton's performance10分鐘
1 個練習
Leading in Crisis4分鐘
6
完成時間為 2 小時

Leading Innovation

Thanks to mature communications and transportation networks, it has never been easier for low cost producers to market low priced products and services all over the world. Because of this, companies -- especially those not located in low cost regions -- need to innovate, in order to keep offering products and services that are better, even if they aren't cheaper. In the 21st century, the capacity to innovate has become extremely important to business success. And it's the leader's job to create the conditions in which her or his people can innovate effectively. A leader must espouse principles, processes, and practices that allow the organization to innovation better than its rivals. How to do this? How would YOU do it?...
4 個視頻 (總計 29 分鐘), 6 個閱讀材料, 2 個測驗
4 個視頻
Fostering innovation8分鐘
Episode 24: Innovation Dilemma (At about Barton's 1 year mark)10分鐘
Collaborating with clients for innovation8分鐘
6 個閱讀材料
What to expect in this module's lectures and episodes10分鐘
Lean manufacturing mindset means continuous innovation10分鐘
Emily Pilloton on participatory design10分鐘
Reflection: Innovation strategy10分鐘
VIDEO: Rethinking intelligence, education and our capacity for creativity10分鐘
Reflection and discussion: How to encourage innovation10分鐘
2 個練習
What should Akita decide?2分鐘
Fostering Innovation12分鐘
完成時間為 1 小時

Leading Execution

It's "where the rubber hits the road." Execution. If you can't execute, it doesn't matter how well you strategize or how visionary you are. Execution is the art and science of getting it done. But how should a leader do that? How would YOU?...
3 個視頻 (總計 12 分鐘), 2 個閱讀材料, 1 個測驗
3 個視頻
Episode 25: A Major Setback (Early in Barton's 3rd year as CEO)8分鐘
Episode 26: A Percentage Game (About 2 years into Barton's time as CEO)3分鐘
2 個閱讀材料
Understanding execution10分鐘
Reflection and discussion: Advising Barton on execution10分鐘
1 個練習
Execution6分鐘
7
完成時間為 1 小時

Public Life, Private Life

You've seen it all too often in the newspaper headlines: a prominent leader called on to resign, not because of failure to perform on the job, but because of something troubling (at least to some) that has transpired in their so-called "private life" that has become public. Where is the boundary between public life and private life for a leader? Indeed, is there a boundary? Why do so many leaders have problems with this? How does it bear on notions of leadership character and integrity? What is YOUR personal philosophy in this important area?...
6 個視頻 (總計 21 分鐘), 3 個閱讀材料, 3 個測驗
6 個視頻
Episode 27: Firing Kohler (Day 144)3分鐘
Episode 28: Played for a Fool? (Day 174)3分鐘
Episode 29: Public life, Private life (A little more than 1 year into Barton's time as CEO)6分鐘
Episode 30: Disclosure Issue (Sometime during Barton's 2nd year as CEO)4分鐘
Episode 31: Liability (Sometime during Barton's 2nd year as CEO)1分鐘
3 個閱讀材料
Reflection10分鐘
Questions about Disclosure: The case of Steve Jobs and his illness10分鐘
Reflection and discussion: Final thoughts10分鐘
3 個練習
Predictions2分鐘
Verdict2分鐘
The Rights and Obligations of Leaders6分鐘
完成時間為 2 小時

Vision and the Role of Culture

The eminent management thinker Peter Drucker once said that "Culture eats strategy for breakfast." Lou Gerstner, after he turned around IBM, often said that the importance of culture was the one thing he seriously underestimated. What is culture? According to the simplest definition, widely used, culture is "the way we do things around here." But how should the leader influence that? What would YOU do?...
7 個視頻 (總計 51 分鐘), 8 個閱讀材料, 1 個測驗
7 個視頻
Episode 32a: Consulting with a Peer, Part 1 (Flashback: Day 52)7分鐘
Episode 32b: Consulting with a Peer, Part 2 (Flashback: Day 52)10分鐘
Episode 32c: Consulting with a Peer, Part 3 (Flashback: Day 52)8分鐘
Part 1: What Culture Is6分鐘
Part 2: The Importance of Culture6分鐘
Part 3: The Difficulty of Changing Culture10分鐘
8 個閱讀材料
Introduction to Episode 3210分鐘
Reflection and discussion10分鐘
Reflection and discussion10分鐘
Reflection and discussion10分鐘
"On Corporate Culture" by Richard Nolan10分鐘
On communication10分鐘
On culture and leadership10分鐘
Reflection and discussion: Culture at SMA10分鐘
1 個練習
The Importance of Corporate Culture6分鐘
8
完成時間為 1 小時

Modern Theories of Leadership

Leadership is an active, if fragmented, field of management research. In this module, you'll encounter some of the ideas researchers have come up with to describe and improve the practice of leadership. Some of these theories have had more influence than others. Some have had less influence on the practice of leadership than many of the ideas we've already seen in the course (e.g., economic agency theory). We offer these here to raise the possibility that some of these ideas might help YOU as you synthesize a personal approach to leadership in the 21st century....
1 個視頻 (總計 1 分鐘), 3 個閱讀材料, 1 個測驗
1 個視頻
3 個閱讀材料
Modern theories of leadership10分鐘
Reflection and discussion: Theories for 21st Century leadership10分鐘
Reflection and discussion: The role of theory in leadership practice10分鐘
1 個練習
Testing Your Knowledge of Leadership Theories8分鐘
完成時間為 3 小時

A Study in Leadership Failure: The Financial Crisis (Part 1)

The early 21st century has seen some spectacular failures of leadership. From the BP Deepwater Horizon explosion and oil spill, to the Fukushima Daiichi nuclear disaster, to the 2008 financial crisis, we've seen a lot of major things go wrong with leadership. You could argue that these are examples of 20th century leadership applied to 21st century challenges...and that resulting failures demonstrate the need for a new leadership approach. In this module, we'll begin trying to understand some of the things that went wrong in the extremely complicated 2008 financial crisis....
1 個視頻 (總計 1 分鐘), 4 個閱讀材料, 1 個測驗
1 個視頻
4 個閱讀材料
FILM: Global Financial Meltdown50分鐘
Case analysis and discussion: Failures of leadership10分鐘
Some explanations of the financial crisis, ranging from fun to really thorough10分鐘
Reflection and discussion: Lessons learned10分鐘
1 個練習
How the Financial Crisis Unfolded6分鐘
9
完成時間為 1 小時

A Study in Leadership Failure: The Financial Crisis (Part 2)

We continue our examination of the inner complexities of the 2008 financial crisis....
1 個視頻 (總計 1 分鐘), 3 個閱讀材料, 1 個測驗
1 個視頻
3 個閱讀材料
FILM: The Warning10分鐘
Case analysis and discussion: The Warning10分鐘
Reflection and discussion: What must improve?10分鐘
1 個練習
Avoiding the financial crisis...6分鐘
完成時間為 1 小時

Real Leadership Case Study: Lord John Browne, British Petroleum

We've met Jim Barton and followed him on his journey. In this module, we turn the ideas we've discussed and developed in the course so far to the case of a real leader. What is YOUR assessment of the leadership of Lord John Browne, former CEO of BP...
1 個視頻 (總計 1 分鐘), 3 個閱讀材料, 1 個測驗
1 個視頻
3 個閱讀材料
Case readings and video10分鐘
Case analysis and discussion: Assessment of a leader10分鐘
Reflections on the case of Lord John Browne10分鐘
1 個練習
The Case of Lord Browne4分鐘
10
完成時間為 3 小時

Synthesis - Leadership in 21st Century Organizations

Putting it all together. Last thoughts and attempts to synthesize thoughts about 21st century leadership....
4 個視頻 (總計 9 分鐘), 5 個閱讀材料, 1 個測驗
4 個視頻
Episode 33: Maiden Flight (Exactly 4 years into Barton's tenure as CEO)2分鐘
Episode 34: Barton Removed (Same day as maiden flight of new SMA plane)5分鐘
End of Course Wrap-up54
5 個閱讀材料
General Leadership Advice from Harvard Business School10分鐘
Four spheres of executive responsibility10分鐘
Reflection and discussion: Final Assessment, Jim Barton CEO10分鐘
Reflection and discussion: Right outcome?10分鐘
Synthesizing YOUR framework for 21st Century leadership10分鐘
4.8
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創建者 HPJan 4th 2019

Excellent course that provokes you to relate learning and experience. I have just submitted my assignment/reviewed first peer and this reflected how powerful the course design is. #Kudos

創建者 JOct 20th 2017

It's a very comprehensive course. I enjoyed the combination of theory with case study and scenario. I had a lot of fun discovering the new trends in the 21st century's leadership.

講師

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Robert Austin

Professor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy
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Shannon Hessel

Assistant Professor of Art, Leadership and Entrepreneurship
Department of Management, Politics, and Philosophy

關於 哥本哈根商学院

Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 23,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs. ...

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