Course Summary
This course provides insights into the challenges and opportunities of leadership in the 21st century. It covers topics such as leading in a global environment, building and leading teams, and leading innovation.Key Learning Points
- Learn how to lead in a global environment
- Discover strategies for building and leading effective teams
- Explore the role of leadership in driving innovation
Related Topics for further study
Learning Outcomes
- Develop a global mindset and learn how to lead in a multicultural environment
- Become proficient in building and leading effective teams
- Learn how to drive innovation and foster a culture of creativity in your organization
Prerequisites or good to have knowledge before taking this course
- No prior experience or knowledge required
- A willingness to learn and grow as a leader
Course Difficulty Level
IntermediateCourse Format
- Self-paced
- Online
- Video Lectures
- Quizzes and Assignments
Similar Courses
- Strategic Leadership and Management
- Leadership Communication for Maximum Impact: Storytelling
- Leading People and Teams Specialization
Notable People in This Field
- Simon Sinek
- Brené Brown
Related Books
Description
Meet Jim Barton, the new CEO of Santa Monica Aerospace. Jim's job won't be easy: the company's hemorrhaging cash, struggling to regain investors' trust after an accounting scandal, and striving to transform its culture to become a more global competitor. In this course, you’ll travel with Jim as he takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present. This provocative course equips you with the insights you'll need to rise with the occasion of a rapidly shifting business landscape.
Outline
- Course Preview and Intro
- Adventures of a 21st Century Leader
- Introduction to the Course
- Introduction to the Dramatized Episodes
- Background Info about SMA and Jim Barton
- Jeffrey Pfeffer: What Most People Don't Know About Leadership
- Invitation to a brief questionnaire
- Link to the "Meet and Greet" Forum
- Taking on a New Leadership Role
- Introduction to Module 2
- Episode 1: Jim Barton's First Day as CEO (Day 1)
- Hiring a new CEO
- Reading: Making it to the top
- Questions for reflection and forum discussion
- Learner suggestions: Questions to ask (or try to find answers to) before accepting a leadership "opportunity"
- Choosing or Becoming a New Leader
- Getting Oriented and Assessing Your Team
- Introduction to Module 3
- Episode 2: Meeting the CFO (Day 3)
- Episode 3: Touring the SMA Plant (Day 4)
- Episode 4: Meeting the Head of Engineering (Day 4)
- A New Leader's First 100 Days
- SMA's Income Statement
- Reports from a Boeing Factory
- To-Do list for Today's CEO
- Reflection and discussion: Assessing Barton's team
- A Vital Task: Getting Your Team Right
- Assessing the Head of Engineering
- Getting Started as a New Leader
- Communication in an Age of Super Transparency
- Introduction to Module 4
- Episode 5: Kohler's Philosophy of Disclosure (Day 8)
- Episode 6: The Gala (Day 8)
- Part 1 of Living and Leading in an Era of Super Transparency
- Part 2 of Living and Leading in an Era of Super Transparency
- Part 3 of Living and Leading in an Era of Super Transparency
- How Capitalism Can Thrive in a Transparent World
- Dan Geer: "We are all intelligence officers now"
- Links to check out for Super Transparency Lecture
- Reflection and discussion: Advising Barton on transparency
- Learner recommendations: How to address social media challenges
- Approaches to Communication
- The Era of Super Transparency
- Leading Collaboration
- Introduction to Module 5
- Introduction to the topic of leading collaboration
- Leading Collaboration at IDEO
- Leading Collaboration at Mass Animation
- Collaborative Leadership
- Episode 7: Old Friends (Day 13)
- Video of IDEO's collaboration, "The Deep Dive"
- Reflection
- Mass Animation
- Reflection and discussion: Collaboration at IDEO and Mass Animation
- What is "Collaborative Leadership"?
- Introduction to Dramatized Episode #7
- Reflection and discussion: Advising Barton on collaboration
- Determining the right context for collaboration
- Diagnosis
- Collaborative Leadership
- Motivating and Inspiring
- Introduction to Module 6
- Episode 8: The Merit Pay System (Day 24)
- Motivating, Inspiring, and Other Ways Leaders Get People Moving in a Particular Direction: Introduction
- Motivating and Inspiring etc.: Economic models and their problems
- Motivating and Inspiring etc.: What are the alternatives to incentives?
- Introduction to Episode #8
- Motivation in Literature 1
- Motivation in Literature 2
- Readings and Video
- Reflection and discussion: Motivating people
- What do you think?
- Motivating, Inspiring, and Leadership
- Effective Governance
- Introduction to Module 7
- Episode 9: Barton's First Board Meeting Day 31)
- Episode 10: Sleeping with the Press (Day 31)
- Episode 11: "A Sensitive Matter" (Day 45)
- Episode 12: "Reconfiguring the Board of Directors" (Day 45)
- Episode 13: The Reconfiguration Process (Day 93)
- Episode 14: Reconfiguration Accomplished (Day 135)
- What does a board of directors do?
- Introduction to Episodes 9 and 10
- Reflection
- What makes for an effective board of directors?
- Reflection and discussion: Creating a better Board of Directors
- Effective Governance
- Leading Change
- Introduction to Module 8
- Episode 15: Talking Shop (Day 48 and Day 118)
- Episode 16: Design Delay (Day 68)
- Leading change in organizations
- Reflection and discussion: Assessing Barton's performance
- Assessing Barton as a Change Leader
- Leading Change
- Managing Talent
- Introduction to Module 9
- Episode 17: Unexpected Insight from a Neighbor (Day 36)
- Specialisterne: From Hope to Action To Impact
- Managing People with "Inspired Peculiarities": The Dandelion Principle
- Anka Wittenberg, Chief Diversity and Inclusion Officer, SAP SE
- Anka Wittenberg Interview, Part 2
- Understanding what matters to excellent performers
- Episode 18: The Engineers Revolt (Sometime during Barton's 2nd year as CEO)
- How the dramatic episodes play into this module
- Reflection and discussion: The Dandelion Principle
- A Sampling of 21st Century Perspectives on Talent Management
- Reflection
- Reflections and discussion: Managing talent
- Managing Talent
- Leading in Crisis
- Introduction to Module 10
- Episode 19: Barton in Crisis (Day 173)
- Episode 20: Contemplating Resignation (Day 174)
- Episode 21: An Ultimatum (Day 174)
- Episode 22: Negotiating with the Unions (Day 175)
- Episode 23: A united front (Day 175)
- Difficulty and development
- Reflection and discussion: Avoiding and recovering from crisis
- The harms done by bonuses and parachutes...
- Reflection and Discussion: Drop the parachute?
- Reflection and discussion: Assessing Barton's performance
- Leading in Crisis
- Leading Innovation
- Introduction to Module 11
- Fostering innovation
- Episode 24: Innovation Dilemma (At about Barton's 1 year mark)
- Collaborating with clients for innovation
- What to expect in this module's lectures and episodes
- Lean manufacturing mindset means continuous innovation
- Emily Pilloton on participatory design
- Reflection: Innovation strategy
- VIDEO: Rethinking intelligence, education and our capacity for creativity
- Reflection and discussion: How to encourage innovation
- What should Akita decide?
- Fostering Innovation
- Leading Execution
- Introduction to Module 12
- Episode 25: A Major Setback (Early in Barton's 3rd year as CEO)
- Episode 26: A Percentage Game (About 2 years into Barton's time as CEO)
- Understanding execution
- Reflection and discussion: Advising Barton on execution
- Execution
- Public Life, Private Life
- Introduction to Module 13
- Episode 27: Firing Kohler (Day 144)
- Episode 28: Played for a Fool? (Day 174)
- Episode 29: Public life, Private life (A little more than 1 year into Barton's time as CEO)
- Episode 30: Disclosure Issue (Sometime during Barton's 2nd year as CEO)
- Episode 31: Liability (Sometime during Barton's 2nd year as CEO)
- Reflection
- Questions about Disclosure: The case of Steve Jobs and his illness
- Reflection and discussion: Final thoughts
- Predictions
- Verdict
- The Rights and Obligations of Leaders
- Vision and the Role of Culture
- Introduction to Module 14
- Episode 32a: Consulting with a Peer, Part 1 (Flashback: Day 52)
- Episode 32b: Consulting with a Peer, Part 2 (Flashback: Day 52)
- Episode 32c: Consulting with a Peer, Part 3 (Flashback: Day 52)
- Part 1: What Culture Is
- Part 2: The Importance of Culture
- Part 3: The Difficulty of Changing Culture
- Introduction to Episode 32
- Reflection and discussion
- Reflection and discussion
- Reflection and discussion
- "On Corporate Culture" by Richard Nolan
- On communication
- On culture and leadership
- Reflection and discussion: Culture at SMA
- The Importance of Corporate Culture
- Modern Theories of Leadership
- Introduction to Module 15
- Modern theories of leadership
- Reflection and discussion: Theories for 21st Century leadership
- Reflection and discussion: The role of theory in leadership practice
- Testing Your Knowledge of Leadership Theories
- A Study in Leadership Failure: The Financial Crisis (Part 1)
- Introduction to Module 16
- FILM: Global Financial Meltdown
- Case analysis and discussion: Failures of leadership
- Some explanations of the financial crisis, ranging from fun to really thorough
- Reflection and discussion: Lessons learned
- How the Financial Crisis Unfolded
- A Study in Leadership Failure: The Financial Crisis (Part 2)
- Introduction to Module 17
- FILM: The Warning
- Case analysis and discussion: The Warning
- Reflection and discussion: What must improve?
- Avoiding the financial crisis...
- Real Leadership Case Study: Lord John Browne, British Petroleum
- Introduction to Module 18
- Case readings and video
- Case analysis and discussion: Assessment of a leader
- Reflections on the case of Lord John Browne
- The Case of Lord Browne
- Synthesis - Leadership in 21st Century Organizations
- Introduction to Module 19
- Episode 33: Maiden Flight (Exactly 4 years into Barton's tenure as CEO)
- Episode 34: Barton Removed (Same day as maiden flight of new SMA plane)
- End of Course Wrap-up
- General Leadership Advice from Harvard Business School
- Four spheres of executive responsibility
- Reflection and discussion: Final Assessment, Jim Barton CEO
- Reflection and discussion: Right outcome?
- Synthesizing YOUR framework for 21st Century leadership
Summary of User Reviews
The Leadership in the 21st Century course has received positive reviews from many users. The course covers a wide range of topics related to leadership in the modern era, and users found the content engaging and informative.Pros from User Reviews
- Comprehensive coverage of leadership topics
- Engaging and informative content
- Provides practical strategies for applying leadership principles in the real world
- High-quality production values
- Accessible and user-friendly platform
Cons from User Reviews
- Some users found the course content to be too basic or introductory
- Lack of interaction with course instructors or other students
- Limited opportunities for hands-on practice or application of course concepts
- Course may not be suitable for individuals with extensive leadership experience
- Relatively high cost compared to other online courses
Robert Austin
4.7 Raiting
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