Universitas Gadjah Mada Faculty of Economics and Business Master of Management Program Course Syllabus STRATEGIC LEADERSHIP T. Hani Handoko, Ph.D Faculty of Economics and Business UGM, South Building, 2° Floor (0274) 548510-5 (Ext. #151) (0); (0274) 880490 (H) i: hanihandoko@ymail.com Office Hours: Monday, 13.30-15.30 and Friday, 09.00-11.00 am, or by appointment Course Description Strategic leadership is defined as a person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization (Ireland & Hitt, 1999: 43). The course of Strategic Leadership is designed to develop those leadership capabilities. The course structure is built around principles and components of effective strategic leadership and their applications, providing students with a rich understanding of the critical tasks of a strategic leader. By discussing many approaches, it is expected that the course can ‘enhance your strategic leadership skills. To become an effective strategic leader requires both inquiry and action. Course Objectives Three primary learning objectives of this course are: 1. Knowledge. To facilitate the process of in-depth mastery of challenges and roles of strategic leadership, and core components of effective strategic leadership. 2. Skill. To develop your strategic leadership capability to think strategically, identify and define strategic issues, and select and apply theories, conceptual models and strategic “tool kits” that are the most relevant and helpful in a particular situation, and combining them in a coherent fashion. 3. Attitude. To build your critical, analytical, and creative strategic mindset, and provide you with the opportunity to practice in the exercise of judgment. A strategic leader should not only be smart but also, more importantly, be wise. Learning Materials Learning materials contain a number of articles and cases. These articles are selected from respected, practical oriented journals in the field of business or management, such as Harvard Business Review, Sloan Management Review, California Management Review, and Academy of Management Executive. Each class session will discuss, atminimum, 6 (six) articles, or a combination of articles and case(s), which are relevant to the topic scheduled for each class discussion. Texts Hughes, R. L., & Beatty, K. C. 2005. Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success. San Francisco, CA: Jossey-Bass. (HB) Daft, R. L. 2005. The Leadership Experience, 3 edition. Canada: South Western, Thomson. (DRL). ‘Yukl, G. 2010. Leadership in Organizations, 7” edition. Upper Saddle River, NJ: Pearson Prentice-Hall. (YG) Thompson, J. L. 1997. Lead with Vision: Manage the Strategic Challenge. London: International Thomson Business Press. (TJL) Harvard Business Review on Leadership. 1998. Boston, MA: Harvard Business Schoo! Press. (HBR-L) Harvard Business Review on What Makes a Leader. 2001. Harvard Business School Press. (HBR-WML) Harvard Business Review on Change. 1998. Boston, MA: Harvard Business School Press. (HBR-C) Harvard Business Cases (HBC). Class Requirements 1. Class Participation and Presentation. Each student is expected to attend at all classes and contribute significantly to class discussions and in-class analysis of the ccase(s). Due the fact that participation in class discussions counts 20% of your grade, each student is required to be an active participant and make meaningful comments on articles and cases being discussed. Each student (might be in a group) will have the opportunity to present the learning materials and case analysis. Your grade on class participation is something to be earned via consistent contribution to class discussions. The responsibility for making the learning process succeed is yours. 2. Executive Summaries and Case Reports. Each student is required to submit an executive summary (limited to 3-4 pages) for all articles and case(s). These written assignments are due on the day the article and/or case is scheduled for class discussion (see the course outline) and should be turned in to your instructor at the end of class period. Reports that are turned in after the scheduled class period are eligible for a grade no higher than a C. No late reports will be accepted if submittedmore than 3 class days past the scheduled due date (except by prearranged consent of the instructor). 3. Exams. Midterm and final examinations will be conducted to test your knowledge, understanding, comprehension, and capability to apply the course material in solving actual managerial problems. The exams will not be cumulative. Student Evaluation © Midterm exam 25% © Final exam 28 © Presentation and participation in class discussion 20 Executive summaries and case reports 30 Course Outline and Readings Session 1: Introduction to the Course: New Competit Strategic Leadership Challenges and the role of Hitt, M. A., Keats, B. W., & DeMarie, S. M, 1998. Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21° century. Academy of Management Executive, 12 (4): 22- 42, Heifetz, R., Grashow, A., & Linsky, M. 2009, Leadership in a permanent crisis. Harvard Business Review, July-August: 62-69. Gavetti, G. 2011. New Psychology of strategic leadership. Harvard Business Review, July-August. Gavetti, G., & Rivkin, J. W. 2005. How strategists really think: tapping the power of analogy. Harvard Business Review, April: 54-63. Kotter, J.P. 1990, What leaders really do. Harvard Business Review, May-June: 103-111. (HBR-L: 37-60) Rowe, W. G. 2001. Creating wealth in organizations: The role of strategic leadership. ‘Academy of Management Executive, 15 (1): 81-94, Session 2: Becoming an Effective (Strategic) Leader Coleman, D. 1998, What makes a leader? Harvard Business Review, November- December: 93-102, (HBR-WML: 1-25)George, B., Sims, P., McLean, A. N., & Mayer D. 2007. Discovering your authentic leadership. Harvard Business Review, February: 129-138. Gofee, R., & Jones, G. 2005. Managing authenticit Harvard Business Review, December: 86-94. The paradox of great leadership. Goffee, R., & Jones, G. 2000. Why should anyone be led by you? Harvard Business Review, September-October: 63-70. (HBR-WML: 153-175) Schoemaker, P.J.H.; Krupp, S., & Howland, S. 2013. Strategic leadership: the essential skills, Harvard Business Review, January-February. Watkins, M.D. 2012. How managers become leaders. Harvard Business Review, June: 65-72. Session 3: Building a Strategic Vision Campbell, A., & Yeung, S. 1991. Creating a sense of mission. Long Range Planning, August: 10-20. Collins, J. C., & Porras, J. 1. 1996. B Review, September-October: 1g your company's vision. Harvard Business Hamel, G., & Prahalad, C. K, 1989, Strategic intent. Harvard Business Review. May- June: 63-77. Lipton, M. 1996. Demystifying the development of an organizational vision. Sloan ‘Management Review, Summer: 83-92. Morris, R. J. 1996. Developing a mission for a diversified company. Long Range Planning, 29 (1): 103-115. Srinivasan, R. 2014. Vision: The method and process. OD Practioner, 46 (1). Session 4: “Revolutionizing” Your Strategic Thinking Hamel, G. 1996. Strategy as revolution. Harvard Business Review, July-August: 69-82. Hamel, G., & Prahalad, C. K. 1993. Strategy as stretch and leverage. Harvard Business Review, March-April: 75-84. Kim, W. C., & Mauborgne, R. 1997. Value innovation: The strategic logic of high growth. Harvard Business Review, January-February: 103-112.Kim, W. C., & Mauborgne, R. 1999. Strategy, value innovation, and the knowledge economy. Sloan Management Review, Spring: 41-54. Kim, W. C., & Mauborgne, R. 2004. Blue ocean strategy. Harvard Business Review, October: 76-84. Kim, W.C., & Mauborgne, R. 2005. Blue ocean strategy: from teory to practice. California Management Review, 47(3):105-121. Case: Kim, W. C., Mauborgne, R., & Ling, K. 2011. Making blue ocean strategy move that discourage imitation: The case of Wikipedia. Blue Ocean Strategy Institute, INSEAD, BOS020. Session 5: Exploiting and Maintaining Core Competencies Briance, M. B., Baveja, A., & Jamil, M. 1997. Dynamics of core competencies in leading multinational companies. California Management Review, 40 (4):117-132. Dess, G. G., & Picken, J. C. 1999. Creating competitive (dis)advantage: Learning from Food Lion's freefall. Academy of Management Executive, 13 (3): 97-111. Prahalad, C. K., & Hamel, G. 1990. The core competence of the corporation. Harvard Business Review, May-June: 213-225. Teng, B., & Cummings, J. E. 2002. Trade-offs in managing resources and capabilities. Academy of Management Executive, 16 (2): 81-91. Zook, C. 2007. Finding your next core business. Harvard Business Review, April: 66-75. Case: Deshmukh, R. & Adhikari, A. 2011. Orchid ecotel: Leveraging green hoteling as core competency. IVEY (Richard Ivey School of Business), W11934. Session 6: Developing Human Capital Chatman, J., O°Reilly, C., & Chang, V. 2005. Cisco systems: Developing a human capital strategy. California Management Review, 47 (2): 137-167. Dewhurst,M., Hancock, B., & Ellsworth, D. 2013. Redesigning knowledge work. Harvard Business Review, January-February: 59-64. Hitt, M. A., & Ireland, R. D. 2002. The essence of strategic leadership: Managing human and social capital. Journal of Leadership & Organizational Studies, 9 (1): 3-14. Goleman, D., & Boyatzis, R. 2008. Social intelligence and the biology of leadership. Harvard Business Review, September: 72-81.Prusak, L., & Cohen, D. 2001. How to invest in social capital. Harvard Business Review, 79 (6): 86-93. Case: Rob Parson at Morgan Stanley (A). Session 7: Managing for Creativity and Innovation Catmull, E. 2008. How Pixar fosters collective creativity. Harvard Business Review, September: 64-72. Chua, R. Y. J., & Eccles, R. G. 2010. Managing and leading for creativity. Harvard Business Case (HBS) Premier Case Collection, November 4. Florida, R., & Goodnight, J. 2005. Managing for creativity. Harvard Business Review, July-August: 125-131. Huston, L., & Sakkab, N. 2006. Connect and develop: Inside Procter & Gamble’s new model for innovation. Harvard Business Review, March: 58-66. Joni, S. A., & Beyer, D. 2009. How to pick a good fight. Harvard Business Review, December: 48-57. Wetlaufer, S. 2000. Common sense and conflict: An interview with Disney's Michael Eisner. Harvard Business Review, January-February, 114-124. Session 8: Leadership in Teams ‘Coutu, D. 2009. Why teams don’t work? A conversation with Richard Hackman. Harvard Business Review, May: 99-105. Fischer, B., & Boynton, A. 2005. Virtuoso teams. Harvard Business Review, July- ‘August: 117-123. Mankins, M., Bird, A., & Root, J. 2013. Making star teams out of star players. Harvard Business Review, January-February: 74-78. Prokesch, S. 2009. How GE teaches teams to lead change. Harvard Business Review, January: 99-106, Wageman, R. 1997. Critical success factors for creating superb self-managing teams. Organizational Dynamics, Summer: 49-61.Pearce, C, L. 2004, The future of leadership: Combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18 (1): 47-57. Session 9: Developing Leaders Groysberg, B., McLean, A. N., & Nohria, N. 2006. Are leaders portables? Harvard Business Review, May: 92-100. Priestland, A., & Hanig, R. 2005. Developing first-level leaders. Harvard Business Review, June: 113-120. Ready, D. A. 2004. How to grow great leaders. Harvard Business Review, December: 92- 100. Sorcher, M., & Brant, J. 2002. Are you picking the right leaders. Harvard Business Review, February: 78-87. Case: Bartlett, C. A., & McLean, A. N. 2006. G.E’s talent machine: The making of a CEO. HBS Premier Case Collection, November 3 (9304049). Case: Groysberg, B. & Snook,S. 2005. Leadership development at Goldman Sachs. HBS Premier Case Collection, Rev: 22 March 2007 (9-406-002). Session 10: Leading Change Beer, M., & Nohria, N. 2000. Cracking the code of change. Harvard Business Review, May-June: 133-141. Charan, R. 2006. Home Depot's blueprint for culture change. Harvard Business Review, April: 61-70, Garvin, D. A., & Roberto, M. A. 2005. Change through persuasion. Harvard Business Review, February: 104-112, Katzenbach, J. R., Steffen, I., & Kronley, C. 2012. Cultural change that sticks, Harvard Business Review, July-August: 110-117. Kotter, J. P. 1995. Leading change: Why transformation efforts fail. Harvard Business Review, March-April: 59-67. Ford, J. D., & Ford, L. W. 2009. Decoding resistance to change. Harvard Business Review, April: 99-103. Vermeulen, F., Puranam, P., & Gulati, R. 2010. Change for change’s sake. Harvard Business Review, June: 71-76.Session 11: Building a Learning and Innovative Organization Bartlett, C. A. 2000. McKinsey & Company: Managing knowledge and learning. HBS Premier Case Collection, November 4 (9-396-357). Beer, M., & Eisenstat, R. A. 2000. The silent killers of strategy implementation and learning. Sloan Management Review, Summer: 29-39. Garvin, D. A. 1993. Building a learning organization. Harvard Business Review, July- August: 78-91. Garvin, D. A., Edmondson, A. C., & Gino, F. 2008. Is yours learning organization? Harvard Business Review, March: 109-116. Senge, P. 1990. The leader's new work: Building learning organization. Sloan Management Review, Fall: 7-23. Wishart, N. A., Elam, J. J., & Robey, D. 1996. Redrawing the portrait of a leaming organization: Inside Knight-Ridder, Inc. Academy of Management Executive, 10 (1): 7-20. Session 12: Emphasizing Ethical Leadership Practices Messick, D., & Bazerman, M. 1996, Ethical leadership and the psychology of decision making. Sloan Management Review, 37 (2): 9-22. Meyer, C., & Kirby, J. 2010. Leadership in the age of transparency. Harvard Business Review, April: 38-46. Schoemaker, P. J. H., & Tetlock, P.E. 2012. Taboo scenarios: how to think about the unthinkable? California Management Review, 54(2): 5-22. Thomas, T., Schemerhorn, Jr., J. R., & Dienhart, J. W. 2004. Strategic leadership of ethical behavior in business. Academy of Management Executive, 18 (2): 56-66. Trevino, L.K., Hartman, L.P. & Brown, M. 2000. Moral Person and Moral Manager: How executives develop a reputation for ethical leadership? California Management Review, 42 (4): 128-142. Case: Lau, W., & Wong, R. 2006. Accuform: Ethical leadership and its challenges in the era of globalisation. Asia Case Research Centre, The University of Hongkong, HKU622. IWFEB UGM