シラバス Syllabus

授業名 Leadership Development
Course Title Leadership Development
担当教員 Instructor Name Andrew Chan
科目ナンバリングコード Course Numbering Code
授業形態 Class Type 講義 Regular course
授業形式 Class Format
単位 Credits 2
言語 Language EN
科目区分 Course Category
学位 Degree MBA
開講情報 Terms / Location 2020 GSM Nagoya Fall
コード Couse Code GLP208_G20N

授業の概要　Course Overview

Mission Statementとの関係性 / Connection to our Mission Statement

授業の目的（意義） / Importance of this course

IMPORTANT NOTE: This course will NOT be taught by Professor Edica Lin. Due to scheduling conflicts it will be taught by Professor Andrew Chan.

This course is designed to enable you to prepare yourself to become a leader of organizations and to create a dynamic personal leadership development plan. Leadership development requires personal curiosity and reflection from you as well as personal openness and sharing in class discussions, group discussions, and one on one sessions with the professor. Leadership development concepts used in this course will be immediately applicable for you and useful for the rest of your lives.

学修到達目標 / Achievement Goal


本授業の該当ラーニングゴール　Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG7 Global Perspective (GLP)

受講後得られる具体的スキルや知識　Learning Outcomes


By the end of the course, you will
• understand the various leadership concepts,
• be equipped with ideas, techniques, and tools to assist you in your lifelong leadership development journey, and
• apply the leadership concepts to your personal leadership development plan

SDGsとの関連性　Relevance to Sustainable Development Goals

教育手法　Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 15 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 60 %
フィールドメソッド Field Method 25 %
合計 Total 100 %

事前学修と事後学修の内容、レポート、課題に対するフィードバック方法　Pre- and Post-Course Learning, Report, Feedback methods

This course is designed to enable you to prepare yourself to exercise effective leadership in your career and life. You must be open to sharing personal insights, experiences, ambitions, and fears. Using readings, lectures, cases and experiential activates, the course will offer theoretical foundations, practical application and an opportunity for self-reflection that will allow you to continue the development of your leadership talent. Significant preparation including reading and reflection is required for the class discussion and exercise.

Every day of the course will be conducted through case method. The students are expected to complete the required reading and case study prior to attending the class. In addition to case study, there will be Leadership Development Group formed for group discussion throughout the course. Every student will also be asked to write a journal after every day's class.

授業スケジュール　Course Schedule

第1日（Day1）

Required Reading: Discover Your True North Chapter 1-3

Class Contents: Your Journey to Leadership
• Life Story
• Losing Your Way
• Crucibles

Journal assignment 1: Your greatest crucible


●使用するケース
• Yoshiko Shinohara and TempStaff (409049-PDF-ENG)
• Following Lance Armstrong: Excellence corrupted (314015-PDF-ENG)
• Life Stories of Recent MBA graduates: coping with crucibles (410028-PDF-ENG)

第2日（Day2）

Required Reading: Discover Your True North Chapter 4-6

Class Contents: Developing as an Authentic Leader I
• Self-Awareness
• Values
• Motivated capabilities/ Sweet Spot

Journal assignment 2: Values


●使用するケース
• Why is the Universe Against me? (A) & (B) (Abridged) (UV7030-PDF-ENG)
• Martha McCaskey (403114-PDF-ENG)
• David Neeleman: Flight Path of a Servant Leader (A) (409024-PDF-ENG)

第3日（Day3）

Required Reading: Discover Your True North Chapter 7-8

Class Contents: Developing as an Authentic Leader II
• Support Team
• Integrated Leadership

Journal assignment 3: Building support team

●使用するケース
• The Mentorship of John Cooper (A) (W12701-PDF-ENG)
• Sophia Tannis (A) (W15479-PDF-ENG)

第4日（Day4）

Required Reading: Discover Your True North Chapter 9-12

Class Contents: Put your Authentic Leadership into Action
• Your purpose
• Empowering Other Leaders
• Global Leadership

Journal Assignment 4: Your purpose


●使用するケース
• Andrea Jung: Empowering Avon Women (A) (408035-PDF-ENG)
• DaVita: a Community First, a Company Second (OB89-PDF-ENG)
• Owen Rankin at J&J and the Olympic Games: Let the Games Begin (A) (UV7112-PDF-ENG)

第5日（Day5）



第6日（Day6）



第7日（Day7）



成績評価方法　Evaluation Criteria

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 40 %
クラス貢献度合計 Class Contribution Total 40 %
予習レポート Preparation Report 15 %
小テスト Quizzes / Tests 0 %
シミュレーション成績 Simulation 0 %
ケース試験 Case Exam 0 %
最終レポート Final Report 35 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 10 %
合計 Total 100 %

評価の留意事項　Notes on Evaluation Criteria

All students are expected to have read and thought about all the materials and studying questions assigned for a given day. Class participation includes a student’s active and substantive contribution to class and group discussion. The best contribution is to enrich all our learning.
Peer assessment will be done within your Leadership Development Group. Among 35% of Final Report, Journal will be 15%, and Leadership Development Plan will be 20%.

使用ケース一覧　List of Cases

    ケースは使用しません。

配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials

  1. ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
  2. 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
  1. Active participation and shared learning is at the core of the case method learning.Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
  2. Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class.Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author’s permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.

教科書　Textbook

  • Bill George「Discover Your True North Expanded and Updated Edition」Jossey-Bass（2015）

参考文献・資料　Additional Readings and Resource

Overall
• Craig, N., George, B., Snook, S.: The Discover Your True North Fieldbook: A Personal Guide to Finding Your Authentic Leadership, San Francisco: Jossey-Bass, 2015/8/10
https://www.amazon.co.jp/Discover-Your-True-North-Fieldbook/dp/111910355X/ref=sr_1_1?s=english-books&ie=UTF8&qid=1517035728&sr=1-1&keywords=the+discover+your+true+north+fieldbook
• Drucker, P. F. (2005). Managing Oneself. Harvard Business Review, 83(1), 100-109.

Day 1
• Gardner, WL, Avolio, B, Luthans, F, May, D., Walumba F. “Can you see the real me?: A Self-based Model of Authentic leader and Follower Development”. The Leadership Quarterly (2005), 16: 343-72
• Kramer, RM. “Harder They Fall?” Harvard Business Review, Oct 2003
• Bennis, W., Thomas, R. “Crucibles of Leadership,” Harvard Business Review, Sep 2002
• Moments of Truth: Global Executives Talk About the Challenges that Shaped Them as Leaders,” Harvard Business Review, Jan 2007

Day 2
• Goleman, D. “What Makes a Leader?” Harvard Business Review, Jan 2004
• Emotional Intelligence by Dan Goleman
https://www.youtube.com/watch?v=ZsdqBC1tHTA
• McClelland, DC, Burnham, DH. “Power is the Great Motivator” Harvard Business Review v81 n1 (Jan 2003) 117-126

Day 3
• Kram, KE, Higgins, MC, “A New Approach to Mentoring: These days, you need more than a single person. You need a Network” Wall Street Journal, Sep 22, 2008
http://sph.bumc.bu.edu/insider/images/stories/resources/Literature/Kram_New%20Approach%20to%20Mentoring.pdf
• Nash, L., Stevenson, H., “Success that Lasts” Harvard Business Review, Feb 2004
• Hammonds, K. H., Aneiro, M., Clayton, M., Korn, M., & Yankus, M. (2004). balance is bunk!. Fast Company, (87), 68-76.
https://www.fastcompany.com/51149/balance-bunk

Day 4
• CRAIG, N., & SNOOK, S. (2014). FROM PURPOSE TO IMPACT. Harvard Business Review, 92(5), 104-111
• Atlantic Article: There’s more to life than being happy
https://www.theatlantic.com/health/archive/2013/01/theres-more-to-life-than-being-happy/266805/
• Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). EMPOWERING LEADERSHIP IN MANAGEMENT TEAMS: EFFECTS ON KNOWLEDGE SHARING, EFFICACY, AND PERFORMANCE. Academy Of Management Journal, 49(6), 1239-1251
• Thomas, DC, Inkson, K “Cultural Intelligence: Surviving and Thriving in the Global Village”, Third Edition, Berrett-Koehler Publishers; (March 20, 2017)
https://www.amazon.com/Cultural-Intelligence-Surviving-Thriving-Village-ebook/dp/B01M0UC51Z/ref=mt_kindle?_encoding=UTF8&me=

授業調査に対するコメント　Comment on Course Evaluation

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担当教員のプロフィール　About the Instructor　









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