Кто читает:: Департамент менеджмента

Статус:: Курс по выбору

Когда читается:: 4-й курс, 1 модуль

Преподаватели

Григорьева Мария Дмитриевна

Лисовский Александр Владимирович

Full Syllabus Ask Question

Abstract

Students are introduced to the main theories and elements of leadership. They learn practical skills needed for successful leader. Cross-cultural differences leadership and management are considered in different cases discussed at the seminars. Special emphasis is made on team work. Students learn particulars of different communication channels and are informed on their advantages and limitations. Important topic, which is discussed in the course are barriers and obstacles for efficient leadership. Students are introduced to different types of communication “breakdowns” and learn how to deal with them. Students are required to do a research project working in teams on the particulars of in a particular company, which students choosen collaboration with the instructor.

Learning Objectives

The main purpose of the course is to inform students on the theory and practice of leadership in business organizations.
The second objective is to educate students on particulars of leadership in teams and cross-cultural environment.

Expected Learning Outcomes

Compare and contrast major historical and contemporary leadership theories (e.g., Trait, Behavioral, Situational, Transformational, Servant).
Identify their leadership style through self-assessment and analyze its potential impact on teams and outcomes.
Identify their own default leadership style through self-assessment and analyze its potential impact on teams and outcomes.
Develop practical skills in analyzing leadership styles, applying the leadership style most appropriate to the stage of company development, determining the stage of team development.
Apply a structured, multi-step model (e.g., SWOT, Root Cause Analysis) to complex decision-making and problem-solving scenarios.
Evaluate the potential risks and benefits of a decision, differentiating between conditions of certainty, uncertainty, and risk.
Adapt their leadership and communication style to be more effective in global and cross-cultural contexts.
Craft a compelling vision and communicate it with clarity and inspiration to motivate and align a team.
Utilize principles of interest-based negotiation to move beyond positional bargaining and achieve mutually beneficial agreements.
Diagnose the sources and stages of conflict and implement appropriate conflict resolution strategies (e.g., collaborating, compromising, accommodating).
Recognize the behaviors and characteristics of toxic leaders (e.g., narcissism, bullying, inconsistency) and understand their corrosive impact on organizational health.
Develop proactive strategies to manage up and mitigate the negative influence of a toxic subordinate or peer.
Analyze how cultural dimensions (e.g., direct vs. indirect communication, individualism vs. collectivism) influence leadership expectations and team dynamics.

Course Contents

Introduction to Leadership
Self-Awareness
Problem solving for business leaders
Communication as a leadership tool
Leadership: Leveraging Resources to Create Value
Toxic leaders and toxic subordinates
Global and Cross-Cultural Leadership

Assessment Elements

Activity
The student maintains the discussion, asks and answers questions from the teacher and classmates.
Group project
During the course, students will also have a task to complete a project in groups of 4-5 people, which they will present in the last lesson. In addition to the presentation, students prepare a document with the main prepared information on the assignment (since not everything can be stated in the presentation). After the presentation, students have the opportunity to finalize the assignment within 3 days, if there is no completion, then the score received on the defense is given. The task includes: - analysis of the current situation and problems of the company, related to leadership style, communication, negotiation and conflict resolution patterns, pitfalls and blunders of the leaders, decision-making patterns, toxic bosses and employees. - identification of the existing communication patterns in this company - proposals for the optimization of the leadership in the company. Using AI Each work will be checked for plagiarism using an internal HSE service to identify the use of AI in the work. The use of AI is not prohibited for editing sentences, phrases, or words, generating images or audio materials, or formatting links. Otherwise, the use of AI is prohibited. When using AI in the work, the student must declare it in separate links in the work according to the established template. When the HSE Saint Petersburg Anti-Plagiarism system initially detects the use of AI for unauthorized purposes and/or the absence of a mention and explanation of the use of AI in the student's work, the student is given the opportunity to correct the work. In case of repeated detection of the use of AI for unauthorized purposes and/or the absence of a mention and explanation of the use of AI in the student's work, the work is not counted and the student receives an unsatisfactory mark (0 points).
Test
The student is given 1 attempt to solve the SmartLMS test, including open-ended and multiple-choice questions. The test opens in a limited period of time. The student has the opportunity to retake the test if there is a valid reason for skipping. Test format: 20 questions, combining open and closed questions.
Exam
The student is given 1 attempt to solve the SmartLMS test, including open-ended and multiple-choice questions. The test opens in a limited period of time. Exam format: 20 questions, combining open and closed questions.

Interim Assessment

2025/2026 1st module
0.2 * Activity + 0.1 * Exam + 0.6 * Group project + 0.1 * Test

Bibliography

Recommended Core Bibliography

Brett, J. M. (2014). Negotiating globally : how to negotiate deals, resolve disputes, and make decisions across cultural boundaries / Jeanne M. Brett. San Francisco/Cal: Jossey-Bass. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.427229790
Jackson, J. (2012). The Routledge Handbook of Language and Intercultural Communication. Routledge.
The leadership experience, Daft, R. L., 2005

Recommended Additional Bibliography

Belbin, R. M. (2010). Management teams: why they succeed or fail. Oxford, U.K.: Butterworth-Heinemann. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edshlc&AN=edshlc.012580625.6
Cases in leadership, Rowe, W. G., 2013
Communicating for results : a guide for business and the professions, Hamilton, Ch., 2011
Harvard Business Review, Daniel Goleman, Richard E. Boyatzis, & Morten Hansen. (2013). HBR’s 10 Must Reads on Collaboration (with Featured Article “Social Intelligence and the Biology of Leadership,” by Daniel Goleman and Richard Boyatzis) (Vol. [Academic Subscription]). Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1798744
Leadership : theory and practice, Northouse, Peter G., 2018
Lévy-Leboyer, C. (2005). Working Across Cultures / Cultural Intelligence: A Guide to Working with People from Other Cultures. Personnel Psychology, 58(1), 253–257. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=16335915

Authors

Миронова Алена Геннадьевна
Lisovskii ALEKSANDR VLADIMIROVICH
Kezhun Liudmila Anatolevna

Бакалаврская программа «Международный бакалавриат по бизнесу и экономике»

Стратегический партнер

Контакты

Leadership