| 授業名 | Organization & Leadership |
|---|---|
| Course Title | Organization & Leadership |
| 担当教員 Instructor Name | Jeeyoon Jeong |
| 科目ナンバリングコード Course Numbering Code | GBA320 |
| 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 |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term3 |
| コード Course Code | NUC464_N26B |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
Aligning with NUCB’s mission to educate innovative and ethical leaders with a “Frontier Spirit,” this course enables students to critically examine how leadership influences individuals, organizations, and society. Through contemporary business cases and management readings, students will explore effective and destructive leadership, diversity, intergenerational relationships, technological change, and ethical decision-making. The course also encourages students to develop their own leadership awareness, critical thinking, and communication skills.
授業の目的（意義） / Importance of this course
This course is designed for students who want to develop a deeper and more critical understanding of leadership in contemporary organizations. Leadership effectiveness depends not only on a leader’s personal qualities but also on followers, organizational culture, stakeholder expectations, and the broader business environment.
Through case-based discussions, students will examine leadership challenges involving strategic risk-taking, crisis management, toxic leadership, gender bias, intergenerational conflict, AI-driven organizational change, and purpose-driven decision-making. The course emphasizes the analysis of complex leadership dilemmas for which there may be no single correct answer. Students will be encouraged to evaluate competing perspectives, justify their recommendations, and reflect on how they would act as leaders or organizational members.
Through case-based discussions, students will examine leadership challenges involving strategic risk-taking, crisis management, toxic leadership, gender bias, intergenerational conflict, AI-driven organizational change, and purpose-driven decision-making. The course emphasizes the analysis of complex leadership dilemmas for which there may be no single correct answer. Students will be encouraged to evaluate competing perspectives, justify their recommendations, and reflect on how they would act as leaders or organizational members.
学修到達目標 / Achievement Goal
By participating in this course, students will:
- Develop a critical understanding of leadership theories and practices.
- Analyze leadership challenges involving individuals, teams, organizations, and stakeholders.
- Apply leadership concepts to complex business situations and propose practical solutions.
- Strengthen communication, teamwork, and self-reflection skills through case discussions.
- Develop a critical understanding of leadership theories and practices.
- Analyze leadership challenges involving individuals, teams, organizations, and stakeholders.
- Apply leadership concepts to complex business situations and propose practical solutions.
- Strengthen communication, teamwork, and self-reflection skills through case discussions.
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
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
After completing this course, students will be able to:
- Explain how leadership styles influence employee behavior, organizational culture, and performance.
- Critically analyze leadership issues related to ethics, diversity, generational differences, and technological change.
- Develop and justify recommendations for complex leadership dilemmas.
- Reflect on their own leadership strengths, values, and development needs.
- Explain how leadership styles influence employee behavior, organizational culture, and performance.
- Critically analyze leadership issues related to ethics, diversity, generational differences, and technological change.
- Develop and justify recommendations for complex leadership dilemmas.
- Reflect on their own leadership strengths, values, and development needs.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 20 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 80 % |
| 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
授業スケジュール Course Schedule
第1日（Day1）
Small group discussion and class discussionThemes: Strategic Leadership and Organizational Ambidexterity
Main contents: Leadership style, risk orientation, strategic decision-making, organizational culture, stability versus innovation, exploration versus exploitation
●使用するケース
Google’s Chief Executive: In need of a Change of Leadership Style?第2日（Day2）
Small group discussion and class discussionThemes: Visionary Leadership and Its Dark Side
Main contents: Visionary and charismatic leadership, founder centrality, crisis management, risk-taking, stakeholder trust, corporate governance
●使用するケース
Elon Musk: Saving the Fate of Tesla第3日（Day3）
Small group discussion and class discussionThemes: Toxic and Destructive Leadership
Main contents: Dysfunctional leadership behavior, destructive leadership processes, employee well-being, organizational tolerance, leadership coaching and intervention
●使用するケース
Coaching the Toxic Leader第4日（Day4）
Small group discussion and class discussionThemes: Gender Bias and Leader Identity
Main contents: Gender stereotypes, leadership prototypes, leader legitimacy, identity management, diversity, leadership in male-dominated industries
●使用するケース
Young Lion Brewery: Leveraging Female Leadership?第5日（Day5）
Small group discussion and class discussionThemes: Leading Across Generations
Main contents: Generational differences and stereotypes, work values, leader–member relationships, communication preferences, intergenerational conflict and collaboration
●使用するケース
Here Comes Generation Z: Millennials as Managers第6日（Day6）
Small group discussion and class discussionThemes: Leadership in AI-Driven Organizational Change
Main contents: Employee responses to generative AI, competence, autonomy, relatedness, professional identity, resistance to change, participative leadership, human–AI work design
●使用するケース
Why Gen AI Feels So Threatening to Workers第7日（Day7）
Small group discussion and class discussionThemes: Purpose-Driven and Ethical Leadership
Main contents: Organizational purpose, stakeholder management, mission drift, ethical decision-making, organizational identity, growth versus core values
●使用するケース
Kingdom Coffee: A Leader at a Crossroads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。
*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 | 10 % |
| 授業内での挙手発言 Class Contribution | 60 % |
| 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
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
- 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。
- 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。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- 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.
- 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.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials" for details, and follow the instructor's directions. You are expected to comply with these guidelines responsibly.
教科書 Textbook
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参考文献・資料 Additional Readings and Resource
The cases and readings listed in the course schedule constitute the main learning materials for the course. Additional academic readings, short articles, videos, and other materials may be distributed or introduced during class when relevant to the weekly topic.
授業調査に対するコメント Comment on Course Evaluation
担当教員のプロフィール About the Instructor
Jeeyoon (Luna) Jeong is an Assistant Professor at NUCB Business School. Before joining NUCB, she was a Research Professor at Korea University Business School. She received her Ph.D. in Management with a focus on Organizational Behavior from Korea University Business School, South Korea. Her broader research interests include leadership dynamics, workplace mistreatment, congruence effects, knowledge management, and the work–family interface.
Refereed Articles
- (2026) Green Organizational System and Organizational Identification: The Roles of Career Ecological Fit and Environmental Concern. Business Strategy and the Environment forthcoming
- (2026) Collective Perceptions Matter: How Team Alignment on Perceived AI Usefulness and Ease of Use Impacts Self-Efficacy and Task Proficiency. Group & Organization Management in press
- (2026) When AI becomes indispensable: AI dependence as a pathway from perceived organisational AI adoption to employee withdrawal behaviour. Behaviour & Information Technology in press
- (2026) The Hidden Cost of Stress: Knowledge Hiding, Innovative Behavior, and the Buffering Role of Leader–Member Exchange. BMC Psychology forthcoming
- (2026) Silent Resistance: Knowledge Hiding as a Defense Against AI Adoption. Journal of Innovation & Knowledge 17
Refereed Proceedings
- (2026). What Knowing is Not Doing: Unpacking How Environmental Intelligence Translates into Green OCB. Academy of Management Proceedings. The 86th Annual Meeting of the Academy of Management. 1. 3. Philadelphia, USA
- (2026). Understanding How Organizational AI Adoption Influences Voice Behavior. Academy of Management Proceedings. The 86th Annual Meeting of the Academy of Management. 1. 2. Philadelphia, USA
- (2025). From Global Green HRM to Local Green Behavior: An Integrated Supervisory Influence Framework in MNE. Academy of Management Proceedings. The 85th Annual Meeting of the Academy of Management. 1. 2. Copenhagen, Denmark
- (2023). Team-oriented Human Resource Management Practices and Team Voice: A Social Construction Process View. Academy of Management Proceedings. The 83rd Annual Meeting of the Academy of Management. 1. 2. Boston, Massachusetts, USA.
- (2023). Forgiveness and Affiliative Responses to Workplace Incivility. Academy of Management Proceedings 2023 . Academy of Management Proceedings 2023 . 1. 2. Boston, Massachusetts, USA.