The module starts with an innovate didactic approach to developing leadership skills, which puts students in a setting where their own leadership skills are exposed. We will offer a team experience which gets close to the real experience. For that purpose we will start with a series of short flight simulator sessions putting you as a team under pressure: time pressure, the need to make a series of decisions, and the necessity of coordinating and communicating with your team member. After analysing these sessions, we will discuss relevant research on teams, and how to transfer findings from research on leadership and teams to your work, and to your practice. The "Leadership on the Fly" session also serves a framework and introduction to the other sessions in this module: enjoy your flight! There is time for reflection and discussion about this personal experience and aids in the sessions following on Day 2 about understanding shaping your own leader role. In this part of the module, different perspectives on leadership in different contexts will be studied as well as how you as a leader integrate these perspectives into a personal style. This will help you to gain an understanding of how you shape your own leadership role, what it takes to act effectively and responsibly, how to stay centred amidst turmoil, pursue a steady course and not become the ball in somebody else’s soccer game. The conclusion of the personal leadership journey takes place on the final day of the model after an innovate session on the art of leading in times of change. The interactive session led by Eric Koenen questions classic management ideas about how to lead a firm. It will bring together different views from practice, consultancy, and learning sciences on how to assess the state-of-art of a firm, and how to develop interventions that work given the conditions this firms encounters. The day wraps up by using Theory U as a framework to integrate learnings from the previous sessions and to help you reflect on what it requires from you to effectively move forward in you leader role.
Examples of core readings: * Edmondson, A. (2012). Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy: What Leaders Must Do to Foster Learning. San Francisco: Wiley & Sons. * Barsade, S. O’Neill, O.A (2016), Manage your emotional culture, Harvard Business Review, 94.1, p.58-66. * Goffee, R., Jones, G. (2007). Leading clever people. Harvard Business Review, March, 71-79.