HARVARD KENNEDY SCHOOL. Professor Barbara Kellerman

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1 1 HARVARD KENNEDY SCHOOL MLD 352 M THE LEADERSHIP SYSTEM - LEADERS, FOLLOWERS, CONTEXT Fall, 2014 Professor Barbara Kellerman Office: Center for Public Leadership - Taubman, #158 Phone: (617) barbara_kellerman@harvard.edu Office Hours: By appointment (to set up, e mail Professor Kellerman directly) Faculty Assistant: Catherine Kearns Office: Center for Public Leadership Taubman 141E Phone: E Mail: catherine_kearns@hks.harvard.edu Schedule of Classes: Tuesdays and Thursdays 11:40 am to 1 pm Start Date: Thursday, September 4 th End Date: Thursday, October 16 th Classroom: L 382

2 2 Course Description This is a new course. It is a product of my decades-long work on the subject of leadership, which expanded over time to include, as integral parts of the whole, followership and context. This is not a how-to course, a course on how to be a leader - at least not directly. Rather it provides a new way of looking at leadership that is more inclusive and integrative more holistic. Implicit is the assumption that an expanded conception of how change is created is not only of theoretical interest, but of practical import. Implicit is the assumption that when people better understand that leadership is inextricably also about followership; and that when people better understand that neither leadership nor followership can be divorced from the context within which both inevitably are situated, they will be better equipped to lead and also to follow wisely and well. This course is, then, based on the finding that leadership is not about a single individual astride some group or organization, some country or community. Rather it is a system a leadership system - that has three equal, independent and interdependent parts. The first is the leader. The second are the followers, or, if you prefer, the others, anyone within the leadership system. And the third is the context, or contexts, both proximate and distal. Leadership has never been about one person, perched at the top. It has always been more complex a process than the leader-centric leadership literature would seem to suggest. However, it is also true that over time leadership changes and that leaders now are less important than they were before and that followers, others, are more important. Changes in the culture and in technology have accelerated to the point where the balance of power between leaders and followers has shifted, where the voice of the people is, of itself, a determinant. This applies not only to groups and organizations that are democratic; it also applies, though not equally, to those that are autocratic. Similarly, leaders and followers are located in various contexts, all of which impinge on how they think and on what they do. Some contexts are proximate, such as the small groups and large organizations within which many people in many places do their daily work. Other contexts are distal such as, to take perhaps the most obvious example, the nation state. In other words, the places in which you live and work, including the groups and organizations, the countries and communities, have an impact on the exercise of leadership and followership in ways that will become apparent as we move through the module. In keeping with this systemic approach, this course is divided into three roughly equal parts. The sessions on leaders will focus primarily though not exclusively on readings from the classics. The sessions on followers will focus primarily though not exclusively on developing an understanding of how those who are other than leaders determine outcomes. And the sessions on context will focus primarily though not exclusively on contexts that students in the class consider consequential or even critical. Again, this course is not designed to develop a particular skill. It is intended as an excursion into the creation of change in the second decade of the 21 st century.

3 3 Course Format I like a lively classroom. Most of our classes will, then, be a mix first content delivered informally by me, then group discussions, some of which will be led by small groups of students, and all of which will be characterized by inclusive participation. The expectation is that students will learn from me, and from the content of the course materials, and from each other. Course Requirements First, as suggested above, every student is expected to participate actively in class discussions. In general, to participate means to contribute, in class, to the collective conversation. This requires that all of the readings be completed in advance of all of the classes. As well, toward the end of the module, all students will be asked to give brief oral presentations focused on their final papers. Second, every student is expected to submit to me on Thursday, September 25th a 4 to 6 page paper (one hard copy, typed, double spaced) that addresses a single question raised by the class readings and/or class discussions. An instruction sheet on short papers will be provided. It will clarify the parameters of the assignment, and indicate what a good short paper for this class should look like. Third, every student is expected to submit to me on the last day of class, Thursday, October 16th, a second paper that is between 8 and 10 pages long (one hard copy, typed, doublespaced). This paper will focus specifically on the impact of a context with which you are familiar on how leadership and/or followership is exercised. I will say more about this second paper in class; guidelines for this paper will also be provided. It is expected that both papers include a brief bibliography. Finally, please note that as the syllabus indicates, there is one evening session, on Wednesday October 1st, during which we are scheduled to see a film, Leni Riefenstahl s Triumph of the Will. In the event that you are unable to attend this session, please be certain to see the film on your own time by the next day s class, Thursday, October 2 nd. Course Grading Students will be evaluated on the basis of: The effectiveness of their oral participations. The excellence of their written submissions.

4 4 Grades will be determined in approximate accord with these percentages: Participation 40% Papers 60% (first paper 25%; second paper 35%) Additional Notes 1. The use of computers and related devices is prohibited during class. 2. In the event that you must come to class late, or leave class early, please inform me in advance of the session. 3. On the remote chance that you must miss more than one class, please explain your situation to me. 4. The syllabus that follows is essentially final. However, the operative word here is essentially. The syllabus is not engraved in stone, which means that it is vulnerable to small changes should such changes for any reason be indicated. 5. Finally, feel free to contact me at any time with questions or comments. I can always be reached by e mail and, or, we can set up a time to meet. Course Readings The following books are recommended (but not required) for purchase. They should be available at the Coop. Barbara Kellerman, ed., Leadership: Essential Selections on Power, Authority, and Influence (McGraw-Hill, 2010). Barbara Kellerman, Followership: How Followers are Creating Change and Changing Leaders (Harvard Business School Press, 2008). Barbara Kellerman, Hard Times: Leadership in America (Stanford University Press, 2014). The following how-to book how to be a good follower (not leader!) is also recommended: Ira Chaleff, The Courageous Follower: Standing Up To and for our Leaders (Berrett-Koehler, 2009).

5 5 Note 1: All readings marked CWP are available on the course web site. Note 2: All books are also on reserve at the HKS library. Note 3: For my own running commentary on leaders, followers, and context, see my blog at: WEEKLY ASSIGNMENTS Thursday, September 4: Leadership System I The Case of Nazi Germany Context Ian Kershaw, Hitler : Hubris (Norton, 1998), (CWP) Leader - Kershaw, Hitler, (CWP) Followers ( Bystanders ) - Barbara Kellerman, Followership: How Followers are Creating Change and Changing Leaders (Harvard Business School Press, 2008), Tuesday, September 9: About Leadership The Leader: Confucius, Plato, Plutarch, and Machiavelli in Barbara Kellerman, ed., Leadership: Essential Selections on Power, Authority, and Influence (McGraw-Hill, 2010), The Follower: Locke and Mill in Kellerman, Leadership: Essential Selections, 48-56; The Question of Historical Causation: Carlyle, Spencer, James, and Tolstoy in Kellerman, Leadership: Essential Selections, Leaders and Followers Joined: Follett and Burns in Kellerman, Leadership: Essential Selections, Thursday, September 11: Exercising Leadership Women and Leadership: Wollstonecraft, Stanton, and Friedan in Kellerman, Leadership: Essential Selections, ; ;

6 6 Revolutionary Leadership: Paine, Marx and Engels, Fanon in Kellerman, Leadership: Essential Selections, ; ; Intellectual Leadership: Carson, Singer, and Kramer in Kellerman, Leadership: Essential Selections, ; Political Leadership: Lincoln, Lenin, Gandhi, Churchill, King, and Mandela in Kellerman, Leadership: Essential Selections, Tuesday, September 16: Bad Leadership Barbara Kellerman, Bad Leadership: What It Is, How It Happens, Why It Matters, xii-48. (CWP) Sidney Finkelstein, Why Smart Executives Fail (Portfolio, 2003), 1-18; 52-76; (CWP) Anne Applebaum, Gulag: A History (Doubleday, 2003), xv-xl; (CWP) Thursday, September 18: About Followership Barbara Kellerman, Followership: How Followers are Creating Change and Changing Leaders (Harvard Business School Press, 2008), xv-xxi; Robert Kelley, Rethinking Followership in Ronald Riggio et al, The Art of Followership: How Great Followers Create Great Leaders and Great Organizations (Jossey-Bass, 2008), (CWP) Albert O. Hirschman, Exit, Voice, and Loyalty: Responses to Declines in Firms, Organizations, and States (Harvard University Press, 1970), (CWP) Ira Chaleff, The Courageous Follower: Standing Up To and For Our Leaders (Berrett-Koehler, 200(), Tuesday, September 23: Exercising Followership Hirschman, (CWP) Kellerman, Followership, 49-93; Chaleff, Courageous Follower, 57-83;

7 7 Thursday, September 25: Bad Followership PLEASE NOTE: FIRST PAPER IS DUE Stanley Milgram, Obedience to Authority (HarperPerennial, 1974), 1-12; (CWP) Philip Zimbardo, The Lucifer Effect: Understanding How Good People Turn Evil (Random House, 2007), 3-22; Note: Before starting this reading, familiarize yourself (by going on line) with Zimbardo s famous/infamous Stanford Prison Experiment. (CWP) Kellerman, Bad Leadership, (CWP) Tuesday, September 30: Conceptions of Context Jay Lorsch, A Contingency Theory of Leadership in Nitin Nohria and Rakesh Khurana, eds., Handbook of Leadership Theory and Practice (Harvard Business Press, 2010), pp (CWP) Lee Ross and Richard Nisbett, The Person and the Situation: Perspectives of Social Psychology (Pinter and Martin, 2011), 2-17; (CWP) Barbara Kellerman, Hard Times: Leadership in America, Prologue: What s Been Lost? Wednesday, October 1: Evening Session Film, Triumph of the Will 6 pm to 8 pm Drinks, Pizza Thursday, October 2: The Leadership System II The Case of Nazi Germany Leader(s), Followers, and Context in Triumph of the Will Daniel Jonah Goldhagen, Hitler s Willing Executioners: Ordinary Germans and the Holocaust (Vintage, 1996), (CWP) Christopher Browning, Ordinary Men: Reserve Police Battalion 101 and the Final Solution in Poland (HarperPerennial, 1998), (CWP)

8 8 Tuesday, October 7: Changing Times Impact of Context on Leadership and Followership Barbara Kellerman, The End of Leadership (HarperCollins, 2012), xii-65. (CWP) Moises Naim, The End of Power: From Boardrooms to Battlefields and Churches to States, Why Being In Charge Isn t What It Used to Be (Basic, 2013), (CWP) Ori Brafman and Rod Beckstrom, The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations (Portfolio, 2006), (CWP) Thursday, October 9: Leadership and Followership in the Second Decade of the 21 st Century Joseph Nye, The Future of Power (Public Affairs, 2011), (CWP) Naim, The End of Power, (CWP) Tuesday, October 14: Leadership in the Here and Now Barbara Kellerman, Hard Times: Leadership in America Thursday, October 16: Leadership in Situ Yours PLEASE NOTE: SECOND PAPER IS DUE Readings to be determined by you. The selection will depend on the subject of your second and final paper.

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