BUS 53 — Leadership and Decision-Making
Spring
Wednesdays
7:00—8:50 pm
Date(s)
Mar 30—May 4
6 weeks
Drop By
Apr 12
1 Units
Fees
$345
Format
On-campus course
Limit 50
Closed
This course begins with a comprehensive definition
of leadership that includes motivation, influence,
and specific resources that leaders can apply to engage
and inspire followers. Values and vision are critical
components of leadership, and students will learn how
to translate these meaningfully into their groups and
organizations. Students will also learn key elements
of followership and emotional intelligence, as well as
different styles of leadership and the distinctive situations
in which they can be applied.
We will look at various aspects of decision making, including framing the problem; constructive conflict; the role of intuition, barriers, and traps; engaging groups and integrating the experience of teams and experts; resisting groupthink; and managing change. We will also examine a process for highly effective decision-making applicable to both small and large groups. Using lectures, film clips, readings, and written exercises, this course is designed for entrepreneurs, executives, managers, and others aspiring to leadership roles in companies, nonprofit organizations, foundations, and public agencies.
We will look at various aspects of decision making, including framing the problem; constructive conflict; the role of intuition, barriers, and traps; engaging groups and integrating the experience of teams and experts; resisting groupthink; and managing change. We will also examine a process for highly effective decision-making applicable to both small and large groups. Using lectures, film clips, readings, and written exercises, this course is designed for entrepreneurs, executives, managers, and others aspiring to leadership roles in companies, nonprofit organizations, foundations, and public agencies.
John Steinhart, Management Consultant
John Steinhart consults with corporations, venture and private equity firms, and public and nonprofit organizations. For the past ten years, he has specialized in executive coaching and conflict resolution. He was managing director and CAO of a private equity firm in San Francisco and vice president of administration at a Silicon Valley semiconductor company. At the Graduate School of Business, he directed both the Stanford Sloan Master’s Program (now MSx) and the Public Management Program, which applies business management skills to public sector and nonprofit problem solving. He received an MPA from the University of Pittsburgh.Textbooks for this course:
No required textbooks