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.

*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。

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

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 %

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.

*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%.

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

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=

-