シラバス Syllabus

授業名 Leadership & Organizational Behavior
Course Title Leadership & Organizational Behavior
担当教員 Instructor Name Kuok Kei Law
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 On Campus
単位 Credits 2
言語 Language EN
科目区分 Course Category 基礎科目100系 / Basic
学位 Degree MSc in Management
開講情報 Terms / Location 2026 GSM Nagoya Fall
コード Couse Code GLP254_G26N

授業の概要　Course Overview

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

This course advances NUCB’s mission by developing innovative and ethical leaders who demonstrate a Frontier Spirit by making principled decisions under uncertainty and shaping organizations proactively. Through practice-oriented case discussions and international leadership contexts, students strengthen their ability to bridge diverse institutional and cultural environments across Asia and the global business landscape.

授業の目的（意義） / Importance of this course

Technical competence alone does not create leadership impact. The ability to exercise judgment under ambiguity, influence without formal authority, shape team performance, and navigate power structures distinguishes high-potential managers from effective leaders.

This course examines leadership as a series of consequential decisions made within systems of incentives, hierarchy, culture, and stakeholder pressure. Through intensive case discussions and a live team simulation, students confront realistic dilemmas involving:
• Managing upward and protecting credibility
• Building identity and sponsorship in competitive environments
• Designing ethical and psychologically safe systems
• Repairing executive team dysfunction
• Realigning culture during structural change
• Accumulating and deploying power responsibly

The course culminates in a team-based simulation that reveals how leadership behavior affects outcomes when information, authority, and interests are unevenly distributed.

By the end of the course, students will not only understand leadership concepts; they will have tested their own leadership tendencies under pressure.

学修到達目標 / Achievement Goal


The course is designed to:
1. Develop advanced diagnostic capability across individual, relational, team, and organizational levels of analysis.
2. Strengthen managerial decision-making under uncertainty and competing stakeholder pressures.
3. Enhance political skill and influence capacity in hierarchical and cross-functional settings.
4. Translate leadership theory into disciplined, observable behavioral practice.

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
LG7 Global Perspective (GLP)

受講後得られる具体的スキルや知識　Learning Outcomes


Upon successful completion of the course, students will be able to:
1. Diagnose leadership dilemmas using appropriate organizational behavior frameworks and distinguish structural causes from interpersonal symptoms.
2. Formulate and defend clear, actionable leadership decisions that account for trade-offs, risks, and power dynamics.
3. Design team and organizational processes that promote accountability, psychological safety, and performance alignment.
4. Articulate a personalized leadership development plan grounded in self-awareness and evidence-based insight.

SDGsとの関連性　Relevance to Sustainable Development Goals

Goal 8 働きがいも経済成長も（Decent Work and Economic Growth）

教育手法　Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
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

Participants are advised to allocate a minimum of 3 hours for preparation per case.

A laptop computer is essential for conducting information research and participating in simulation exercise during class.

Feedback will be provided during open class discussions.

授業スケジュール　Course Schedule

第1日（Day1）

DAY 1 – Influence & Identity: Building Credibility Early in Your Career
Themes: Influence Without Authority / Leadership Identity & Strategic Career Positioning

●使用するケース
Managing Up (A): Grace (Product ID: W15269)
Managing Up (B): Jada (Product ID: W15270)
Carla Ann Harris at Morgan Stanley (Product ID: 9-415-029)

第2日（Day2）

DAY 2 – Ethical Infrastructure & Team Architecture
Themes: Ethical Leadership in Ambiguous Technological Environments / Executive Team Effectiveness & Organizational Design

●使用するケース
And the Award Goes to… Gen AI? (Product ID: 8831-HTM-ENG)
Blake Sports Apparel and Switch Activewear: Bringing the Executive Team Together (Product ID: 9-417-048)

第3日（Day3）

DAY 3 – Culture & Power: Leadership at Scale
Themes: Culture Shaping Under Strategic Pressure / Power, Legitimacy & Strategic Leadership

●使用するケース
Steering Through Uncertainty: Lyft’s Journey Towards Cultural Alignment in a Shifting Workplace Landscape (A) (Product ID: B6066)
Steering Through Uncertainty: Lyft’s Journey Towards Cultural Alignment in a Shifting Workplace Landscape (B) (Product ID: B6067)
Jack Dorsey: Power, Politics, and the Path Ahead (Product ID: UV9258)

第4日（Day4）

DAY 4 – Leadership Under Pressure
Theme: Team Decision-Making Under Asymmetry

●使用するケース
Leadership and Team Simulation: Everest V3 (Product ID: 8867-HTM-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 70 %
クラス貢献度合計 Class Contribution Total 70 %
予習レポート Preparation Report 0 %
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 30 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 0 %
合計 Total 100 %

評価の留意事項　Notes on Evaluation Criteria

Preparation before class and active participation in both small group discussion and open class discussion are expected.

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

  • 配布資料

参考文献・資料　Additional Readings and Resource

https://openstax.org/details/books/organizational-behavior

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

Class discussion will follow a more structured and theoretically based manner. Cases are selected for having higher impacts on career and leadership development.

担当教員のプロフィール　About the Instructor　


Kuok Kei (Eddie) Law is a Professor of Management at NUCB Business School. He earned his PhD from City University of Hong Kong. His primary research interests focus on knowledge management and human resource management. His work has been published in leading international journals, including European Management Journal, Human Resource Management Review, Journal of Knowledge Management, and Work, Employment & Society. Eddie’s research received Best Paper and Research Awards in 2013 and 2016, respectively. At NUCB, he has been honored with Teaching Awards for four consecutive academic years (2020/21–2023/24) and a Research Award for the 2020/21 and 2024/25 academic years.

（実務経験 Work experience）


Prior to joining NUCB, Eddie worked at the Open University of Hong Kong, where he began his academic career and progressed rapidly from Assistant Lecturer to Lecturer, and eventually to Assistant Professor over his nine-year tenure. He has extensive experience teaching business management courses at both undergraduate and postgraduate levels, as well as supervising research projects and dissertations.

Refereed Articles

  • (2025) The role of e-leadership and team dynamics in work-from-home performance: a replication study during the COVID-19 pandemic. Management Review Quarterly
  • (2025) Unlocking innovation potential: Harnessing intra-firm competition for organizational innovation performance. Journal of General Management
  • (2025) The Energy Ltd: A Threat from COVID-19 in a Third-party Logistics (3PL) Company. Asian Journal of Management Cases
  • (2024) ‘I am a Scaffolder’: Constructing Safety Knowledge and Machismo in ‘Dirty Work’. Work, Employment and Society
  • (2024) Integrating the adapted UTAUT model with moral obligation, trust and perceived risk to predict ChatGPT adoption for assessment support: A survey with students. Computers and Education: Artificial Intelligence 6 2666-920X

Refereed Proceedings

  • (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference .British Academy of Management 2017 Conference. 1. 3. University of Warwick
  • (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific .The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe
  • (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication .The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico






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