Leadership in 21st Century Organizations
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Leadership in 21st Century Organizations at Coursera Overview
Duration | 38 hours |
Start from | Start Now |
Total fee | Free |
Mode of learning | Online |
Official Website | Explore Free Course  |
Credential | Certificate |
Leadership in 21st Century Organizations at Coursera Highlights
- Shareable Certificate Earn a Certificate upon completion
- 100% online Start instantly and learn at your own schedule.
- Flexible deadlines Reset deadlines in accordance to your schedule.
- Approx. 38 hours to complete
- English Subtitles: Arabic, French, Portuguese (European), Italian, Vietnamese, German, Russian, English, Spanish
Leadership in 21st Century Organizations at Coursera Course details
- 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.
- The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press. Purchase of the book is optional. If you want more information about the book or wish to buy it, see https://hbr.org/product/harder-than-i-thought-adventures-of-a-twenty-first/an/10332-HBK-ENG or http://www.amazon.com/Harder-Than-Thought-Adventures-Twenty-First/dp/1422162591
- After taking the course, you'll be able to:
- o Enact your own personal leadership approach, derived from your ongoing evaluation of how Jim Barton has handled his leadership situation, as well as from established leadership concepts and frameworks;
- o Avoid leadership actions that might have worked in the past, but are not suited to a newly challenging 21st century world;
- o Navigate treacherous new 21st century leadership challenges, such as greater reliance on specialized workers or the need to respond to external scrutiny in an increasingly transparent world (and many more);
- o Avoid "slippery slope" ethical failures, and think more clearly about the separation between public and private life for a 21st century leader.
Leadership in 21st Century Organizations at Coursera Curriculum
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
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
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
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
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
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
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
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
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...
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
Leadership in 21st Century Organizations at Coursera Admission Process
Important Dates
Other courses offered by Coursera
Student Forum
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