International Leadership and Organizational Behavior

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/organizational-behavior

Explore 1600+ online courses from top universities. Join Coursera today to learn data science, programming, business strategy, and more.

About Course

Leaders in business and non-profit organizations increasingly work across national borders and in multi-cultural environments. You may work regularly with customers or suppliers abroad, or be part of a globally dispersed cross-functional team, or an expatriate manager on an international assignment. You may be a member of a global online community, or a development aid worker collaborating with an international network of partner organizations. In all of these contexts, your effectiveness as a leader depends on how well you understand and are able to manage individual and collective behaviors in an intercultural context. In this course – together with a team of Bocconi expert faculty and Bocconi alumni – we’ll explore the theory and practice of international and intercultural leadership and organizational behavior. Social science research has revealed systematic ways in which our behavior differs across cultural contexts – enabling us to more effectively work across borders. Insights from psychology, neuroscience, sociology and anthropology, from communication studies and from management scholarship allow us to understand what shapes individual and group decision making, what enhances or weakens team performance, and how we can build and use our social networks. And the shared practical experience of international leaders allows us to identify concrete steps to enhancing intercultural leadership competence, and to be cognizant of common leadership challenges. Learning about organizational behavior provides a great opportunity to develop your leadership skills and to reflect on your own behavioral tendencies. How do you usually make important decisions? What motivates you and how do you try motivating others? How successfully do you leverage and integrate diverse skills and views in a team? Do you prefer professional relationships with a close-knit group of trusted colleagues, or with a far-flung network of acquaintances from all walks of life? If you really want to learn how organizations behave and take decisions and at the same time develop leadership skills, then this is the course for you. We are looking forward to welcoming you and supporting you on this journey of learning and discovery. COURSE SYLLABUS Week 1 - Leadership Acumen. International perspective on leadership, common traps & challenges, and opportunities of intercultural leadership. Week 2 - Navigating Culture. Impact of cultural differences on organizations, decoding culture, culture classifications and stereotyping, developing intercultural intelligence. Week 3 - Communication. Communication and its impact on leadership identity and relationships, managing communication to improve decision making, steps for developing your intercultural communication skills. Week 4 - Motivation. Views on individual motivation, cultural differences in motivation, developing motivation and commitment in teams. Week 5 - Networking. Patterns of interpersonal relationships in/across organizations, strategically developing social networks and social capital, norms for networking across cultures. Week 6 - Conflict. Effective / defective conflict management approaches, dealing with ethical dilemmas. Thanks to the participation of our alumni and of the Bocconi Alumni Association, participants will have practical insights on international leadership. RECOMMENDED BACKGROUND All are welcome! Some prior exposure to basic issues of organizational behavior (communication, decision making, motivation, etc.) is useful, but not required.

Course Syllabus

Almost everything international leaders do, they do through communication. In an international context, they often encounter communication barriers when they interact with followers, peers, and partners from other cultures. We talk about how to encourage open, respectful, and productive conversations for improving collaboration and collective decision-making. We will also closely examine the role of communication for leaders' identity and their relationships with others. Bocconi alumni who have accumulated many years of international experience share with us what they have learned about intercultural communication and how to develop your communication skills.

Deep Learning Specialization on Coursera

Course Introduction

International Leadership and Organizational Behavior The course is designed to introduce participants to the field of international leadership and organizational behavior as it relates to business and the people who lead. We will look at the phenomenon of international leadership and how it varies in nature, level of intensity, and cultural context. We will also reflect on some of the theories and models that underlie some of the most successful organizations in the world. Our ultimate objective is to come to better understand and identify factors that contribute to success in international settings. The course is multilevel multidimensional theory (MLMT) based on relationships between various variables in a complex situation. Through the study of MLMT, we will approach the concept of leadership and management in a dynamic environment. We will identify problems, areas of weakness, opportunities, opportunities to work on, and learn how to address them. We will also focus on the phenomenon of international leadership and consider the role of leadership in managing multilayered situations. Finally, we will examine some of the theories and models that underlie some of the most successful organizations in the world. There are 4 modules in the course. Each module has four lessons and is followed by an examination. The module on leadership, management, and organizational behavior is the follow-on module after the course on organizational behavior and management. This module focuses on the phenomenon of international leadership and its characteristics as explained in the course on organizational behavior and management. The module on organizational behavior and management is the

Course Tag

Social Network Leadership Management Cross-Cultural Communication

Related Wiki Topic

Article Example
Organizational behavior Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization. Organizational behavior researchers study the behavior of individuals primarily in their organizational roles. One of the main goals of organizational behavior is "to revitalize organizational theory and develop a better conceptualization of organizational life".
Organizational behavior and human resources Organizational Behavior studies human behavior in social settings with an emphasis on explaining, predicting, and understanding behavior in organizations. Empirical generalizations and theories emanating from the cognitive and reinforcement paradigms and models of social influence are examined as the basis for analysis and understanding of topics such as motivation, leadership behavior, task performance, problem solving and decision making, group functioning, and other classes of behavior relevant to organizational effectiveness.
Organizational behavior Organizational citizenship behavior is behavior that goes beyond assigned tasks and contributes to the well-being of organizations.
Organizational behavior Organizational behavior (OB) or organisational behaviour is "the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself." OB research can be categorized in at least three ways, including the study of (a) individuals in organizations (micro-level), (b) work groups (meso-level), and (c) how organizations behave (macro-level).
Organizational behavior Miner (2006) pointed out that "there is a certain arbitrariness" in identifying "a point at which organizational behavior became established as a distinct discipline" (p. 56), suggesting that it could have emerged in the 1940s or 1950s. He also underlined the fact that the industrial psychology division of the American Psychological Association did not add "organizational" to its name until 1970, "long after organizational behavior had clearly come into existence" (p. 56), noting that a similar situation arose in sociology. Although there are similarities and differences between the two disciplines, there is still much confusion as to the nature of differences between organizational behavior and organizational psychology.
Organizational behavior and human resources Organizational behavior and human resources (OBHR) is a field of study housed in most business schools that has evolved from the overlap in offerings and objectives from courses taught in organizational behavior and human resource management.
Organizational behavior As a multi-disciplinary field, organizational behavior has been influenced by developments in a number of allied disciplines including sociology, industrial/organizational psychology, and economics as well as by the experience of practitioners.
Organizational behavior management Organizational behavior management (OBM) is a form of applied behavior analysis which applies psychological principles of organizational behavior and the experimental analysis of behavior to organizations to improve individual and group performance and worker safety. The areas of application may include: systems analysis, management, training, and performance improvement. OBM resembles human resource management, but places more emphasis on ABA and systems-level focus.
Organizational behavior A variety of methods are used in organizational behavior, many of which are found in other social sciences.
Journal of Organizational Behavior In 2012, it was announced that the "International Review of Industrial and Organizational Psychology" would be published as an annual review issue of the "Journal of Organizational Behavior". This issue will be co-edited by Gerard P. Hodgkinson (Warwick Business School) and J. Kevin Ford (Michigan State University).
Organizational behavior Organizational behavior deals with employee attitudes and feelings, including job satisfaction, organizational commitment, and emotional labor. Job satisfaction reflects the feelings an employee has about his or her job or facets of the job, such as pay or supervision. Organizational commitment represents the extent to which employees feel attached to their organization. Emotional labor concerns the requirement that an employee display certain emotions, such smiling at customers, even when the employee does not feel the emotion he or she is required to display.
Organizational citizenship behavior Early research regarding the antecedents of OCB focused on employee attitudes, dispositions, and leader supportiveness. More recently, many different variables have been examined in the effort to determine the antecedents of OCB. Commonly studied antecedents of OCB are job satisfaction, perceptions of organizational justice, organizational commitment, personality characteristics, task characteristics, and leadership behavior. These antecedents have been analyzed at both the overall and individual OCB levels.
Rapport Leadership International Rapport Leadership International, a leadership and organizational development training company, is based in Las Vegas, Nevada, and was founded by Mike Knapp and JoAnn Knapp in 1985. Rapport offers courses to improve personal, individual leadership skills, as well as organizational development courses to improve the effectiveness of businesses.
Organizational behavior Computer simulation is a prominent method in organizational behavior. While there are many uses for computer simulation, most OB researchers have used computer simulation to understand how organizations or firms operate. More recently, however, researchers have also started to apply computer simulation to understand individual behavior at a micro-level, focusing on individual and interpersonal cognition and behavior such as the thought processes and behaviors that make up teamwork.
Organizational behavior Contingency theory indicates that good leadership depends on characteristics of the leader and the situation. The Ohio State Leadership Studies identified dimensions of leadership known as consideration (showing concern and respect for subordinates) and initiating structure (assigning tasks and setting performance goals). LMX theory focuses on exchange relationships between individual supervisor-subordinate pairs. Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality. Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers. The idea of charismatic leadership is part of transformational leadership theory.
Organizational citizenship behavior In industrial and organizational psychology, organizational citizenship behavior or organisational citizenship behaviour (OCB) is a person's voluntary commitment within an organization or company that is not part of his or her contractual tasks.
Organizational citizenship behavior Organizational citizenship behavior has been studied since the late 1970s. Over the past three decades, interest in these behaviors has increased substantially. Organizational behavior has been linked to overall organizational effectiveness, thus these types of employee behaviors have important consequences in the workplace.
Organizational behavior There have been additional developments in OB research and practice. Anthropology has become increasingly influential, and led to the idea that one can understand firms as communities, by introducing concepts such as organizational culture, organizational rituals, and symbolic acts. Leadership studies have also become part of OB. OB researchers have shown increased interest in ethics and its importance in an organization. Some OB researchers have become interested in the aesthetic sphere of organizations.
Organizational citizenship behavior Leadership behaviors have also been found to be an important predictor of OCB. These behaviors fall into four categories: transformational leadership behavior, transactional leadership behavior, behaviors having to do with the path-goal theory of leadership, and behaviors having to do with the leader-member exchange theory. Transformational leadership behaviors, including articulating a vision, providing an appropriate model, fostering the acceptance of group goals, high performance expectations, and intellectual stimulation, have significant positive relationships with Organ's dimensions of OCB. Two types of behaviors representative of transactional leadership style, contingent reward behavior and non-contingent punishment behavior, have significant relationships with Organ's dimensions of OCB. Additionally, both the supportive leadership and leader role clarification aspects of the path-goal theory of leadership are positively related to OCB. Podsakoff et al. (2000) found that leader-member exchange was positively related to altruism and an overall composite measure of OCB.
Organizational behavior There have been a number of theories that concern leadership. Early theories focused on characteristics of leaders, while later theories focused on leader behavior, and conditions under which leaders can be effective. Among these approaches are contingency theory, the consideration and initiating structure model, leader-member exchange or LMX theory, path-goal theory, and transformational leadership theory.