*Learning objectives*
After the course, students should:
Have insight into classical and state-of-the-art theories of leadership and networking;
Be able to solve leadership and networking-related problems by translating academic knowledge and thinking into a theoretically and empirically anchored model
Be able to critically reflect cross-cultural aspects theories and applications
*Content*
What all organizations have in common is that they are made up of people. It is also acknowledged that organizational success such as the ability to generate a competitive advantage is critically contingent on (1) effective management of people, and (2) effective networking with other organizations. Both topics are the focus of this course:
(1) Leaders are the key players for effectively managing human capital. Leaders make employees performing and mobilize employees to comply with the organization’s vision. Yet, leaders are also a source of conflict and de-motivation. Understanding how leadership succeeds in motivating people as well as where leadership can go wrong is therefore crucial for successful organizational functioning.
(2) Networking is one crucial means by which organizations interact with each other. The role of networks within the Chinese context is a question of debate: While one school claims that they are culture-driven, another school insists on their functional and strategic value. Networks contribute to the expansion of economic exchange when they coordinate economic exchange yet lead to conflict when they forestall market transactions.
This course explores theory, research, and practice of leadership and networking effectiveness to generate a deeper understanding of leadership and networking processes within the Chinese context.