Über diesen Kurs
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Ca. 25 Stunden zum Abschließen

Empfohlen: 2 to 4 hours/week...

Englisch

Untertitel: Englisch

Kompetenzen, die Sie erwerben

Strategic ManagementLeadershipCollaborationCommunications Management

100 % online

Beginnen Sie sofort und lernen Sie in Ihrem eigenen Tempo.

Flexible Fristen

Setzen Sie Fristen gemäß Ihrem Zeitplan zurück.

Ca. 25 Stunden zum Abschließen

Empfohlen: 2 to 4 hours/week...

Englisch

Untertitel: Englisch

Lehrplan - Was Sie in diesem Kurs lernen werden

Woche
1
1 Stunde zum Abschließen

Course Preview and Intro

Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!

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3 Videos (Gesamt 12 min), 4 Lektüren
3 Videos
Introduction to the Course6m
Introduction to the Dramatized Episodes3m
4 Lektüren
Background Info about SMA and Jim Barton10m
Jeffrey Pfeffer: What Most People Don't Know About Leadership10m
Invitation to a brief questionnaire10m
Link to the "Meet and Greet" Forum10m
1 Stunde zum Abschließen

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?

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2 Videos (Gesamt 10 min), 4 Lektüren, 1 Quiz
2 Videos
Episode 1: Jim Barton's First Day as CEO (Day 1)9m
4 Lektüren
Hiring a new CEO10m
Reading: Making it to the top10m
Questions for reflection and forum discussion10m
Learner suggestions: Questions to ask (or try to find answers to) before accepting a leadership "opportunity"10m
1 praktische Übung
Choosing or Becoming a New Leader12m
Woche
2
2 Stunden zum Abschließen

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?

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4 Videos (Gesamt 36 min), 6 Lektüren, 2 Quiz
4 Videos
Episode 2: Meeting the CFO (Day 3)12m
Episode 3: Touring the SMA Plant (Day 4)9m
Episode 4: Meeting the Head of Engineering (Day 4)13m
6 Lektüren
A New Leader's First 100 Days10m
SMA's Income Statement10m
Reports from a Boeing Factory10m
To-Do list for Today's CEO10m
Reflection and discussion: Assessing Barton's team10m
A Vital Task: Getting Your Team Right10m
2 praktische Übungen
Assessing the Head of Engineering2m
Getting Started as a New Leader8m
2 Stunden zum Abschließen

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?

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6 Videos (Gesamt 52 min), 5 Lektüren, 2 Quiz
6 Videos
Episode 5: Kohler's Philosophy of Disclosure (Day 8)5m
Episode 6: The Gala (Day 8)9m
Part 1 of Living and Leading in an Era of Super Transparency8m
Part 2 of Living and Leading in an Era of Super Transparency10m
Part 3 of Living and Leading in an Era of Super Transparency16m
5 Lektüren
How Capitalism Can Thrive in a Transparent World10m
Dan Geer: "We are all intelligence officers now"10m
Links to check out for Super Transparency Lecture10m
Reflection and discussion: Advising Barton on transparency10m
Learner recommendations: How to address social media challenges10m
2 praktische Übungen
Approaches to Communication2m
The Era of Super Transparency8m
Woche
3
2 Stunden zum Abschließen

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?

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6 Videos (Gesamt 37 min), 7 Lektüren, 3 Quiz
6 Videos
Introduction to the topic of leading collaboration3m
Leading Collaboration at IDEO8m
Leading Collaboration at Mass Animation9m
Collaborative Leadership5m
Episode 7: Old Friends (Day 13)9m
7 Lektüren
Video of IDEO's collaboration, "The Deep Dive"10m
Reflection10m
Mass Animation10m
Reflection and discussion: Collaboration at IDEO and Mass Animation10m
What is "Collaborative Leadership"?10m
Introduction to Dramatized Episode #710m
Reflection and discussion: Advising Barton on collaboration10m
3 praktische Übungen
Determining the right context for collaboration2m
Diagnosis2m
Collaborative Leadership8m
2 Stunden zum Abschließen

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?

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5 Videos (Gesamt 52 min), 5 Lektüren, 2 Quiz
5 Videos
Episode 8: The Merit Pay System (Day 24)17m
Motivating, Inspiring, and Other Ways Leaders Get People Moving in a Particular Direction: Introduction7m
Motivating and Inspiring etc.: Economic models and their problems14m
Motivating and Inspiring etc.: What are the alternatives to incentives?11m
5 Lektüren
Introduction to Episode #810m
Motivation in Literature 110m
Motivation in Literature 210m
Readings and Video10m
Reflection and discussion: Motivating people10m
2 praktische Übungen
What do you think?2m
Motivating, Inspiring, and Leadership10m
Woche
4
2 Stunden zum Abschließen

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?

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7 Videos (Gesamt 36 min), 5 Lektüren, 1 Quiz
7 Videos
Episode 9: Barton's First Board Meeting Day 31)11m
Episode 10: Sleeping with the Press (Day 31)5m
Episode 11: "A Sensitive Matter" (Day 45)1m
Episode 12: "Reconfiguring the Board of Directors" (Day 45)11m
Episode 13: The Reconfiguration Process (Day 93)2m
Episode 14: Reconfiguration Accomplished (Day 135)2m
5 Lektüren
What does a board of directors do?10m
Introduction to Episodes 9 and 1010m
Reflection10m
What makes for an effective board of directors?10m
Reflection and discussion: Creating a better Board of Directors10m
1 praktische Übung
Effective Governance8m
1 Stunde zum Abschließen

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?

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3 Videos (Gesamt 7 min), 2 Lektüren, 2 Quiz
3 Videos
Episode 15: Talking Shop (Day 48 and Day 118)3m
Episode 16: Design Delay (Day 68)2m
2 Lektüren
Leading change in organizations10m
Reflection and discussion: Assessing Barton's performance10m
2 praktische Übungen
Assessing Barton as a Change Leader2m
Leading Change4m
4.8
99 BewertungenChevron Right

60%

nahm einen neuen Beruf nach Abschluss dieser Kurse auf

43%

ziehen Sie für Ihren Beruf greifbaren Nutzen aus diesem Kurs

Top reviews from Leadership in 21st Century Organizations

von 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

von 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.

Dozenten

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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

Über Copenhagen Business School

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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