15.996 Cross-Cultural Leadership (MIT)
Cross Cultural Leadership is a collaborative research seminar that examines what constitutes "effective" leadership across cultures. It is collaborative because the students are expected to provide some of the content. The weekly readings target particular aspects of cultural differentiation. Working within those topics, students are asked to describe aspects of leadership in particular cultures based on their research and/or personal experiences. The goal of the course is to help prepare studen
Author(s): Bentley, Pat

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15.969 Dynamic Leadership: Using Improvisation in Business (MIT)
The first two weeks of this course are an overview of performing improvisation with introductory and advanced exercises in the techniques of improvisation. The final four weeks focus on applying these concepts in business situations to practice and mastering these improvisation tools in leadership learning.
Author(s): Balachandra, Lakshmi

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ESD.801 Leadership Development (MIT)
This seminar meets six times during the semester. Students work in a seminar environment to develop leadership capabilities. An initial Outward Bound experience builds trust, teamwork and communications. Readings and assignments emphasize the characteristics of great leadership. Global leaders participate in the "Leadership Lunch" series to share their experiences and recommendations. Discussions explore leadership development. The learning experience culminates in a personal leadership plan.
Author(s): Newman, Dava

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15.978 Leadership Tools and Teams: A Product Development Lab (MIT)
In this class you will be creating a leadership development tool for students like yourselves in the leadership program at Sloan. This tool might be a coaching guide for second-year pilots, a leadership workbook for MBA students to use during their summer employment, a leadership assessment for club presidents or a workshop on networking. You will be free to choose the tool that you want to develop, but by the end of the class there must be a product that can be used at Sloan. In addition, the t
Author(s): Ancona, Deborah

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11.958 Getting Things Implemented: Strategy, People, Performance, and Leadership (MIT)
An old saying holds that "there are many more good ideas in the world than good ideas implemented." This is a case based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners—but also with broad potential application—in mind, this course is a fast paced, case driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring resu
Author(s): Briggs, Xavier de Souza

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15.277 Special Seminar in Communications: Leadership and Personal Effectiveness Coaching (MIT)
This course builds on the work done concurrently in 15.280 Communication for Managers and 15.311 Organizational Processes in the first semester of the MBA program. 15.280 is offered for 6 units and 15.277 provides an additional 3 units for a total of 9 units in Managerial Communication. 15.277 acts as a lab component to 15.280 and provides students additional opportunities to hone their communication skills through a variety of in-class exercises. Emphasis is on both individual and team communic
Author(s): Kelly, Christine

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Blanchard Student Leadership - What is leadership?
Definition of leadership from a middle school leadership group. This is a good short video about what leadership means to young middle school students.

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Freedom Speaks: Leadership Quotes
Inspirational quotes from great leaders who have taught us to never give up the fight for freedom worldwide and within ourselves.
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Signifiers in Cyberspace: Pt 6
This symposium draws together a group of speakers who have been involved with ICANN and who have commented on ICANN’s various processes over the last decade or so. They address legal, policy, commercial, practical, and technological issues that have arisen, and continue to arise, as the domain name system develops.
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A tale of two banks: hallmarks of the changing financial landscape
It would be difficult to find two financial institutions more indicative of the plus and minus sides of the financial tsunami that hit the world of banking this year: on the one hand, ING, the venerable international Dutch bank, forced to go to the government for a 10 billion euro bailout and now facing public evisceration at the hands of EU regulators. On the other hand, Standard Chartered Bank, a bastion of banking in Asia since the era of British imperial rule.
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Taking the lead
Peter Grauer, the Chairman and CEO of Bloomberg, is a man with a mantra and he repeats it every chance he gets: “We have an aspiration at Bloomberg to become the most influential news organisation in the world.” A glance at the statistics behind the media empire started in 1981 by the eponymous Michael Bloomberg (who, on becoming the 108th Mayor of the City of New York on January 1, 2002, left the running of his company to long-time friend and associate Grauer), shows that the global media c
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A case of poor corporate governance?
On August 6, Hewlett Packard’s board forced CEO Mark Hurd to resign after the conclusion of a sexual harassment investigation. Hurd had apparently been accused by Jodie Fisher, a marketing contractor, of giving her less business with the company because she did not respond to his sexual advances. Fisher worked for HP from 2007 to 2009 helping to organise networking events. Hurd denies all the charges and the HP board also agreed that he did not violate the company’s sexual harassment policie
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CEO View: Paul Desmarais, Jr. of Power Corporation of Canada
In 1925, Power Corporation of Canada pioneered the development of the hydroelectric industry, supplying power to homes and business across the country. But today the company is no longer about electric power; it’s all about the financial services industry. Instead of generating kilowatts, this family-controlled management and holding company has responsibility for overseeing many billions of dollars in assets.
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Leadership in a changing world: turning dreams into action
Innovation, imagination and education: key themes at INSEAD's first Leadership Summit in the Middle East, held recently in Abu Dhabi.
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Where next for GE?
“Investors love certainty. I just don’t think we’re going to live in a ‘certain’ time,” says Jeff Immelt, Chairman and CEO of General Electric, commenting candidly on the current business environment and how successful business players need to have a corporate culture and strategic process that is flexible and can adapt quickly.

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New paradigm needed to mitigate brain drain in the Middle East: INSEAD has role to play
The United Arab Emirates (UAE) is an interesting case study in human capital, in part because there are few places in the world where you will find a predominantly expatriate workforce. While the economies of this and other oil-rich countries are still robust, the long-term effects of relying on transient foreign talent could very well derail progress for future generations.
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The leadership diversity puzzle
They say it’s never a bad time to invest in leadership. But is that still true, even during the worst economic downturn since the Great Depression? Unilever, the food and personal care products giant, thinks so and is putting its money where its mouth is.
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Why women mean business
Business leaders ignore gender issues at their peril. That's the view of CEO of gender consultancy 20-First and INSEAD alumna Avivah Wittenberg-Cox. In a new book, 'Why Women Mean Business', Wittenberg-Cox and her co-author Alison Maitland say organisations that become savvy about 'womenomics' will win in the war for the best talent and leadership and the war for customers.
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Unshackling the ‘double bind’ of the female leader
According to Robin Ely, a Professor of Organisational Behavior at Harvard Business School, women often end up in a ‘double bind’. “If they try to enact the traits that are seen as ‘leaderly’ – and these tend to be the traits that are more associated with idealised images of masculinity – they tend to be respected for that, but not necessarily liked. Whereas if they take up a more stereotypically female role of being nurturing and caretaking, they may be liked but not necessarily re
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