Introductory description

Overall, in this module, we will draw on great plays, certain philosophical writings, and strands of psychology to get insights into the complexity of human beings, their motives, choices and actions. The point of it is not to celebrate that complexity but to understand it, in order to make better choices in organising and managing people. The phronimos (prudent, practically wise) is one who acknowledges complexity and tries to deal creatively with it; one who takes theoria (contemplation) seriously precisely because one wishes to see a little bit more clearly than before and, therefore, wishes to act more wisely.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

• Introduction to main theories of judgment, and why and how judgment matters in leadership.
• Explain how "quite leadership" involves judgment.
• Introduction to Aristotle's virtue ethics, emphasizing the importance of character, virtue, and practical wisdom.
• The role of emotions in positively and negatively shaping judgment.
• Why and how authenticity matters in leadership and judgment, with a particular emphasis on existentialist ideas.
• The perilous effects of narcissism on the exercise of leadership judgment, and how they may be avoided.
• The pitfalls of judgment – cognitive biases and errors.
• Complexity, uncertainty and judgment – How leaders may complicate themselves to develop a more refined capacity for judgment.
• Throughout, case studies, role-play, and drama acting will be used. Students will be asked to reflect on dilemmas they had faced at work and how they sought to overcome them.
• Shakespeare's Othello and King Lear, Sophocles' Antigone, Miller's Death of Salesman, and Frayn's Copenhagen will be drawn upon.

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate appreciation of the ambiguity, contradiction and complexity of leadership through drawing on literature.
• Demonstrate self-knowledge for effective leadership.
• Develop capacity to understand organizational life through focusing on selected philosophical texts.
• Demonstrate refined judgment and sharpened practical wisdom.
• Demonstrate developed critical insights.
• Demonstrate ability to frame problems, choices, and weigh what is at stake.
• Develop complex thinking.

Indicative reading list

Core text:
Badaracco, J.L. (2002) Leading Quietly, Boston, MA: Harvard Business School Press.
Sample readings:
Simulation: Judgement in a Crisis - Matterhorn Health (7077-HTM-ENG).
O'Brien, B. (2011), 'The Buddhist art of nonjudgmental judging is subtle', The Guardian, 20 July 2011.
Nonaka, I. and Takeuchi, H. (2011) 'The wise leader' Harvard Business Review, May, pp. 58-67.
Allen, T. (2010) 'You have to lead from everywhere' Harvard Business Review, November, pp. 76-9.
Morson, G.S. and Schapiro, M. (2017) 'A slow walk to judgment' Cents and Sensibility Princeton, NJ: Princeton University Press, Chapter 2, pp. 46-63.
Schwartz, B. and Sharpe, K.E. (2006) 'Practical wisdom: aristotle meets positive psychology' Journal of Happiness Studies, 7, 3, pp. 377-95.
Badaracco, J.L. (1998) 'The discipline of building character' Harvard Business Review, March-April, pp.115-24.
Vickers, G. (1984) 'Judgment' in Vickers, G. The Open Systems Group (eds), The Vickers Papers London: Harper and Row, pp. 230-45.
Sternberg, R.J. (2004) 'What is wisdom and how can we develop it?' The Annals of the American Academy of Political and Social Science, 591, pp. 164-74.
Tichy, N.M. and Bennis, W.G. (2007) 'Making judgment calls' Harvard Business Review, October, pp. 94-102.
Martin, R.I. and Golsby-Smith, T. (2017) 'Management is much more than science' Harvard Business Review, September/October, pp. 129-35.
Shotter, J. and Tsoukas, H. (2014) 'Performing phronesis: on the way to engaged judgment' Management Learning, 45, 4, pp. 377-96.
Schwartz, B. and Sharpe, K.E. (2010) 'The wise custodian' in Practical Wisdom New York: Riverhead Books, pp. 13-4.
McAleer, S. (2008) 'The virtues of humor: what "The Office" can teach us about Aristotle's "ethics"' in Wisnewski, J.J. (ed.), The Office and Philosophy Malden, MA: Blackwell, pp. 49-64.
Moore, G. and Beadle, R. (2006) 'In search of organizational virtue in business: agents, goods, practices, institutions and environments' Organization Studies, 27, 3, pp. 369-89.
Shotter, J. and Tsoukas, H. (2014) 'In search of phronesis: leadership and the art of judgment' Academy of Management Learning and Education, 13, 2, pp. 224-43.
Crossan, M.; Mazutis, D. and Seijts, G. (2013) 'In search of virtue: the role of virtues, values and character strengths in ethical decision making' Journal of Business Ethics, 113, pp. 567-81.
Hartman, E.M. (2006) 'Can we teach character? An Aristotelian answer' Academy of Management Learning and Education, 5, 1, pp. 68-82.
George, B.; Sims, P.; McLean, A.N. and Mayer, D. 2007) 'Discovering your authentic leadership' Harvard Business Review, February, pp. 129-38.
Nussbaum, M. (2001) 'Emotions as judgments of value - part 1: need and recognition' in Nussbaum, M. (ed.), Upheavals of Thought Cambridge: Cambridge University Press, pp. 19-22.
Hayashi, A.M. (2001) 'When to trust your gut' Harvard Business Review, February, pp. 59-65.
David, S. and Congleton, C. (2013) 'Emotional agility' Harvard Business Review, November, pp. 125-28.
Sparrowe, R.T. (2005) 'Authentic leadership and the narrative self' The Leadership Quarterly, 16, 3, pp. 419-39.
Shamir, B. and Eilam, G. (2005) '"What's your story?" A life-stories approach to authentic leadership Development' The Leadership Quarterly, 16, pp. 396-417.
Wartenberg, T.E. (2008) 'Authenticity' Existentialism Oxford: Oneworld, Chapter 7, pp. 125-145.
Ibarra, H. (2015) 'The authenticity paradox' Harvard Business Review, January-February, pp. 52-9.
Klein, G. (2004) 'A case study of intuition' in Klein, G. (ed.), The Power of Intuition New York: Currency Doubleday, pp. 13-9.
Stein, M. (2005) 'The Othello conundrum: the inner contagion of leadership' Organization Studies, 26, pp. 1,405-19.
Fredrickson, B.L. (2001) 'The role of positive emotions in positive psychology: the broaden-and-build theory of positive emotions' American Psychologist, 56, 3, pp. 218-26.
Campbell, A.; Whitehead, J. and Finkelstein, S. (2009) 'Why good leaders make bad decisions' Harvard Business Review, February, pp. 60-66.
Solomon, R. (2001) 'Emotions as evaluative judgments' True to our Feelings New York: Oxford University Press, Chapter 18.
Corrigan, P. (1999) 'King Lear' Shakespeare on Management London: Kogan Page, pp. 58-68.
Coutu, D. and de Vries, M.K. (2004) 'Putting Leaders on the Couch' Harvard Business Review, 82, 1, pp. 64-71.
Vargish, T. (1991) 'The Value of Humanities in Executive Development' Sloan Management Review, 32 pp. 83-91.
de Vries, M.K. (2010) 'Narcissism and leadership' Reflections on Leadership and Career Development San Francisco: JosseyBass, Chapter 1, pp. 5-21.
de Vries, M.K. (2004) 'Organizations on the Couch: A Clinical Perspective on Organizational Dynamics' European Management Journal, 22, 2, pp. 183-200.
de Vries, M.K. (1991) 'Whatever Happened to the Philosopher-King? The Leader's Addiction to Power' Journal of Management Studies, 28, 4, pp. 339-51.
Maccoby, M.K. (2004) 'Narcissistic Leaders: The Incredible Pros, the Inevitable Cons' Harvard Business Review, 82, 1, pp. 92-101.
Offermann, L. (2004) 'When Followers Become Toxic' Harvard Business Review, January , pp. 54-60.
Stein, M. (2013) 'When Does Narcissistic Leadership Become Problematic? Dick Fuld at Lehman Brothers' Journal of Management Inquiry, 22, 3, pp. 282-93.
Badaracco, J.L. (2006) 'What is Sound Reflection?' in Questions of Character: Illuminating the Heart of Leadership through Literature Boston, MA: Harvard Business School Press, pp. 163-87.
Badaracco, J.L. (1997) Defining Moments: When Managers Must Choose Between Right and Right Boston, MA: Harvard Business School Press, pp. 67-84.
Kekes, J. (1995) 'Some Limits of Justice / Justice and Moral Wisdom' in Moral Wisdom and Good Lives Ithaca: Cornell University Press, pp. 190-203.
Kahneman, D.; Lovallo, D. and Sibony, O. (2011) 'Before You Make that Big Decision' Harvard Business Review, June, pp. 50-60.
Beshears, J. and Gino, F. (2015) 'Leaders as Decision Architects' Harvard Business Review, May, pp. 52-62.
Bazerman, M. and Chugh, D. (2006) 'Decisions Without Blinders' Harvard Business Review, January, pp. 88-97.
Coutu, L. (2003) 'Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick' Harvard Business Review, April, pp. 84-90.
Hammond, J.S.; Keeney, R.L. and Raiffa, H. (1998) 'The Hidden Traps in Decision Making' Harvard Business Review,
September-October.
Soll, J.B.; Milkman, K.L. and Payne, J.W. (2015) 'Outsmart your Own Biases' Harvard Business Review, May, pp. 65-70.
Weick, K.E. (1996) 'Prepare your Organization to Fight Fires' Harvard Business Review, May-June, pp. 143-8.

Subject specific skills

Demonstrate ability to perceive, analyze, and synthesize challenges faced by leaders, in a variety of contexts.
Demonstrate appreciation of moral dilemmas and conflicts in leadership contexts.
Demonstrate judgment and developed ways for framing leadership dilemmas.
Analyse works of literature and art and relate them to leadership.

Transferable skills

Develop problem framing and problem solving skills.
Written communication.
Oral communication.
Develop self-knowledge and judgement.