Introductory description

The module explores how acts of leadership, including 'quiet leadership' (namely, ordinary actions by ordinary people, in response to practical challenges) are shaped by the judgements people make. We inquire into what judgement is, how it is shaped and developed, and the individual as well as organisational conditions in which good judgement flourishes. The module views judgment as a complex practical skill that is closer to art than science. The humanistic view of judgment draws on selected strands of psychology, philosophy and the humanities at large. Practical dilemmas are explored via case studies and are enacted in class, while classic plays, such as Othello and Antigone, are revisited through role playing.

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 comprehensive understanding of the ambiguity, contradiction and complexity of leadership through drawing on literature
• Demonstrate comprehensive understanding of organizational life through focussing on selected philosophical texts
• Critically frame problems and choices, and weigh what is at stake
• Demonstrate complex thinking and developed critical insights

Indicative reading list

Reading lists can be found in Talis

Interdisciplinary

The module draws on organizational behaviour, strands of cognitive psychology/science, philosophy and the arts

International

The dilemmas presented come from various international contexts and the theoretical material ranges from Confucianism to contemporary Western psychology and philosophy

Subject specific skills

Perceive, analyse, and synthesise challenges faced by leaders, in a variety of contexts
Analyse moral dilemmas and conflicts in leadership contexts and demonstrate judgment and developed ways for framing leadership dilemmas
Analyse works of literature and art and relate them to leadership
Demonstrate self-knowledge for effective leadership

Transferable skills

Problem framing and solving skills
Written and oral communication
Self-knowledge and judgement