Introductory Reading for the Course 'Being a Leader and the Effective Exercise of Leadership: An Ontological/Phenomenological Model'
Michael C. Jensen
Harvard Business School; Social Science Electronic Publishing (SSEP), Inc.; National Bureau of Economic Research (NBER); European Corporate Governance Institute (ECGI)
Landmark Worldwide LLC; Vanto Group
Kari L. Granger
Sunergos, LLC; Center For Character and Leadership Development
July 27, 2013
Harvard Business School Negotiations, Organizations and Markets Unit Research Paper Series No. 10-091
Barbados Group Working Paper No. 08-01
Simon School Working Paper No. 08-02
Gruter Institute Squaw Valley Conference 2009: Law, Behavior & the Brain
This paper is the fifth of five pre-course reading assignments for our leadership course. This course was first taught at the University of Rochester Simon School of Business, NY, USA, in 2004 working with students, alumni, executives, and faculty from various academic institutions. The course is based on the authors' work over the last ten years in teaching and developing this course, beginning for the first five years at the Simon School of Business, University of Rochester, USA. Since then it has been taught at the United States Air Force Academy; the Erasmus Academie in Rotterdam, Netherlands; the Mays School of Business, Texas A&M University, USA; in Panchgani, India under the auspices of the IC Centre for Governance and MW Corp; the Geisel School of Medicine, Dartmouth College, USA; in Whistler, British Columbia and at entrepreneurship@UBC at the University of British Columbia hosted by the Erhard-Jensen Ontological / Phenomenological Initiative.
This leadership course is different from others you may know of or have experienced. This course is based on the proposition that: 1) given being and action by the right context for leader and leadership, everyone has the capacity to be a leader, and 2) there are certain personal obstacles that must be dealt with in order to actualize that capacity. In the course students master a context that gives them the being of a leader and the effective exercise of leadership as their natural self-expression.
Rather than teaching "leadership strategies" or being a "how to guide", this course allows participants to create for themselves that enabling and empowering context that gives one the being and action of a leader as one’s natural self-expression. And, in the course we provide participants the opportunity to become aware of and deal with their personal obstacles. This allows them to remove, or at least relax, those obstacles and access their natural capacity for leadership.
The promise of this course:
➢ You will leave this course being a leader and exercising leadership effectively as your natural self-expression.
While you will not necessarily have all of the experience and knowledge you need to be a truly extraordinary leader, you will have experienced whatever personal transformation is required for you to leave the course being who you need to be to be a leader, and with what it takes to exercise leadership effectively.
Our desire is to make the course available to any faculty in higher education to teach it, to communicate it and to extend it. This material is not fully complete nor is it polished to our standards. We are releasing the material so that we can benefit from the comments, criticisms and suggestions of others in higher education who share our desire to accelerate the development of a true science of leadership. We want to see this material (or material derived from it) taught in every major business school and university.
While the course is still a work in progress, we, the authors and instructors, are making all the materials available through SSRN (Social Science Research Network) to those faculty members who wish to teach versions of the course in any university or college setting.
Number of Pages in PDF File: 96
Keywords: Leadership, Ontology, worldview, frames of reference, ontological constraints, functional constraints, perceptual constraintsworking papers series
Date posted: March 30, 2009 ; Last revised: July 28, 2013
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