Magister Manajemen

Fakultas Ekonomika dan Bisnis

Universitas Gadjah Mada

Course Syllabus

STRATEGIC LEADERSHIP
Agustus - November, 2022

Instructor: Gugup Kismono

Office: - Faculty of Economics and Business,
- Rector Secretary, Central Building
Phone: 0811266118
E-mail: gugup_kismono@ugm.ac.id
Office hours: Monday 3.00 – 4.30 pm or by appointment

Course Description

Strategic leadership is defined as a person's ability to anticipate, visualize, preserve

flexibility, think strategically, and collaborate with others to implement changes that will
ensure the organization's viability in the future (Ireland & Hitt, 1999). Strategic Leadership
is a course designed to help students build key leadership skills. The course framework is
based on the ideas and components of effective strategic leadership and how they are
applied, giving students a thorough understanding of the strategic leader's responsibilities.
The course is intended to improve your knowledge and abilities in strategic leadership by
discussing numerous facets of strategic leadership and many approaches to understanding
the subject. In order to become an effective strategic leader, you must conduct 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. Skills. 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,” 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

Several book chapters, articles, and cases are included in the learning resources. These
articles were chosen from Harvard Business Review, Sloan Management Review, California
This syllabus is adapted from the Strategic Leadership syllabus developed by Hani Handoko, PhD.
Management Review, and Academy of Management Executive, as well as Cases in
Leadership and reputable, practical oriented magazines in the subject of business or
management. Each class session will cover a combination of book chapters, articles, videos,
and case(s) that are related to the class discussion topic. You are, however, encouraged to
bring your own cases to class and debate them.

Texts

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc.

Class Requirements

1. Class Participation. Each student is expected to attend all classes and contribute
significantly to class discussions and in-class analysis of the case(s). Due the fact that
participation in class discussion (together with presentation) count for up to 30% of your
grade, each student is required to actively participate and make meaningful comments on
articles and cases being discussed. Each student (might be in a group) will have an
opportunity to present the learning materials or the result of in class discussion. Your
grade on class participation is very important. The responsibility for making the learning
process succeed is yours.

2. Reports. Each student is required to submit reports on assignments. The reports can be
an executive summary (limited to 1 page) for each article and each case. In a case that
the report is an executive summary, this written assignment is 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 beginning of class meeting. Reports turned in after the
scheduled class period is eligible for a grade no higher than a C. No late reports will be
accepted if submitted after 3 days from the due date (except by prearranged consent of
the instructor).

Report may be prepared by your team. Three reports should be submitted. These reports
are related to videos concerning about leaders’ strategy to identify and solve problems.
You may choose the videos from Inside the Storm: Lessons from the Boardroom or
Undercover Boss.

3. Exam. 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.

4. Team. Students need to form a team of about five people. As far as possible, the
member of the team should be from different backgrounds to create (positive) diversity.
The team has main responsibilities to present a case, to prepare papers, etc.

This syllabus is adapted from the Strategic Leadership syllabus developed by Hani Handoko, PhD.
Student Evaluation

• Midterm exam 20%

• Final exam 20%
• Presentation and participation in class discussion 40%
• Executive summaries and or reports, assignments 20%

Course Outline and Readings

Session 1: Introduction to the course: an Overview of a Strategic Leadership Concept,
Undercover Boss (Exercise and Examples of Being a Leader and a Strategic
Leader).

Boal, K. B., and R. Hooijberg. 2000. Strategic leadership research: moving on. The
Leadership Quarterly 11 (4):515-549.

Session 2: Understanding the Concepts of Leadership

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 1: The study of Top Executives

Coleman, D. 1998. What makes a leader? Harvard Business Review, November-December:

93-102. (HBR-WML: 1-25)

Session 3: The Contribution of Top Executives

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 2. Do Top Executives Matter?

Presentation: Group 1

Session 4: The Executive Action

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 3: How Individual Differences Affect Executive Action.

Presentation: Group 2

Session 5: Executives and Organizational Outcomes

This syllabus is adapted from the Strategic Leadership syllabus developed by Hani Handoko, PhD.
Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 4: Executives Experiences and Organizational Outcomes.

Presentation: Group 3

Session 6: Executive Teams

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 5: Top Management Teams.

Presentation: Group 4

Session 7: Executives Turnover and Succession

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 6: Changes at the Top: The Antecedents of Executive
Turnover and Succession, Chapter 7: Changes at the Top: The Consequences of
Executive Turnover and Succession.

Presentation: Group 5

Session 8: Board Structure

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University Press,
Inc. Chapter 8: Understanding Board Structure, Composition, and Vigilance.

Presentation: Group 1

Session 9: Board Involvement

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 9: Consequences of Board Involvement and Vigilance.

Presentation: Group 2

Session 10: Executive Compensation

Finkelstein, B., Hambrick, D. C. & Cannella, A. A., 2009, Strategic Leadership: Theory and
Research on Executives, Top Management Teams, and Boards, Oxford University
Press, Inc. Chapter 10: The Determinants of Executive Compensation.

This syllabus is adapted from the Strategic Leadership syllabus developed by Hani Handoko, PhD.
Presentation: Group 3

Session 11: The Contextualization of Leadership

Leadership in different contexts: national culture, subordinate characteristics.

Presentation: Group 4

Session 12: Executives and Business Sustainability

Garvin, D. A. 1993. Building a learning organization. Harvard Business Review, July-

August; 78-91.

Hughes, RL & Beatty, KC 2005, Becoming a strategic leader: your role in your
organization's enduring success, Jossey-Bass and Center for Creative Leadership,
San Fransisco. Chapter 6.

Huston, L., & Sakkab, N. 2006. Connect and develop: Inside Procter & Gamble’s new
model for innovation. Harvard Business Review, March: 58-66.

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 learning
organization: Inside Knight-Ridder, Inc. Academy of Management Executive, 10 91):
7-20.

Presentation: Group 5

Ted Talks Videos or Videos Inside the Storm: Lessons from the Boardroom consist of:
1. Kodak
2. Kingfisher Airlines
3. Barings Bank
4. Lehman Brothers
5. Apple
6. Fuji film
7. Japan airlines
8. Etc.

Good Luck

This syllabus is adapted from the Strategic Leadership syllabus developed by Hani Handoko, PhD.