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Leading with Impact: Developing your Leadership Skills, becoming a Leader (19CBA15873)

General information






S semester

ECTS Credits:


Teaching Staff:

Group Teacher Department Language
Marc Correa Domenech Dirección de Personas y Organización ENG


The call for leadership is strong. A quick look at the front page of the daily newspaper confirms our collective yearning for leadership across sectors, institutions and borders to resolve the dilemmas of complexities of modern life. The assumption is that good leaders make a difference and that we are better off because of them.

Ask around you: do we need more leadership around here? The answer will be: absolutely yes. Ask the same people: what is leadership? And listen to their halting responses. For some, leadership is synonymous with very good management. For others it centers on persuasive abilities. Some equate leadership with heroic figures, while other with a very charismatic person.

Leadership is complex. All that we know confirms that. But if we don't understand at a basic level what leadership is (and is not), how we can prepare ourselves to lead well?

This course is designed to inform students in the Master of Science programs - and thus future business leaders - in a full-range view of leadership - leading self, leading others, leading organizations and leading a responsible business in society. Since leaders are made, not born, it is important to establish as early as possible a reflective understanding for the fundamentals and crucibles of leadership. Effective and responsible leadership requires leaders who are aware of the context in which they lead, the purpose of their leadership project, their stakeholders, their responsibilities, limitations and strengths, as well as the challenges and dilemmas they may encounter. In other words, they need to demonstrate self-awareness and awareness of others, that is, of followers as stakeholders. In addition, leaders need to know how and where to grow - and how they can help others to grow and become leaders in their own right.

Course Learning Objectives

- To explore the fundamentals of business leadership
- To deepen the understanding and improvement of self-awareness
- To understand that leadership takes place at individual, team and organizational level, and everyone requires a different set of skills
- To provide practical tools to improve their impact on others
- To help students develop and deepen their own leadership skills
- To practice and self-reflect about leadership experiences



Introduction to course


An exercise on the importance of self-leadership, the purpose of your life¿s work and how to become an authentic leader



Discovering how I see myself, how others see me and do the Personal Balance sheet


Conversations are the most powerful tool that a leader have. Mastering the art of conversations is the purpose of this session


Contrary to what much of the literature says, your type of leadership style is not what matters.


How to master the art of leading a team


The leadership of organziations requires specific practises of effective leadership


If leadership, at its most basic, consists of getting things done through others, then influence is one of the leader's essential tools.


The pedagogical approach will be based on active learning, self-reflection and team interaction. The appropriate teaching method will be chosen depending on the learning objectives of each class session. During class, students will be listening to mini-lectures, watching and discussing videos, participating in role-plays, using simulators and doing in-class exercises. This course will be using the ESADE-LEAD Platform (the link has been provided on the course Moodle).



Description %
Individual participation (attendance, contribution) 25
Learning Journal 60
Case write-ups 15

Assessment criteria

Grading system:
Individual contribution: 25%
Learning Journal: 60%
Case write-ups : 15%

Individual contribution (25%)
Regular class attendance is required (80% of the sessions) to achieve 5% of this criteria.

Active participation is encouraged to achieve the remaining 20%. The best participation marks go to those students who contribute positively to the class on a regular basis without dominating the "air time? of other class members. What counts the most is if a student's remark enhances the learning of others in the class, either by contributing an original insight or a novel analysis or by building upon the thoughts of others debating the case.

Case write-ups (15%)
At the beginning of each session based with a case discussion a case-based quiz will occur. This will be a short exam (10-15 minutes max.) to prove your case preparation. Two or three questions will be presented asking for case facts, analysis of what happened or numerical answers based on proper preparation.

Cases required:
- Doing Deals and Leading Teams at XAF Partners - HBS 413-032
- Ricardo Semler: A Revolutionary Model of Leadership - INS517
- Barbara Norris: Leading Change in the General Surgery Unit - HBS 409-090

Learning Journal (60%)
Students will be required to write-up his or her learning journal. Leadership is best learned from experience, but learning from experience is not automatic. The more than you reflect on your experience and apply that knowledge into a new context, it is more possible to increase your impact as a leader. See the document Learning Journal - Return on Experience for a better understanding about what to be done and how.


The best textbook:
Yulk, G. (2013) Leadership in Organizations 8th ed. Pearson Education: Essex.

The best short introduction:
Jackson, B., Parry, K. (2011). A very short, fairly interesting and reasonably cheap book about studying leadership. London/Thousand Oaks/New Delhi/Singapore: Sage.

Other sources:
Antonakis, J./Ciancolo, A.T./Sternberg, R.J. (2006), eds., The nature of leadership, Sage: Thousand Oaks, CA.
Bolden, R. et al. (2011). Exploring Leadership. Oxford University Press.
Bennis, W. and Nanus, B. (2003). Leaders. Strategies for taking charge. Harper: New York.
Ciulla, J., ed. (1998) Ethics. The heart of leadership, Quorum, Westport, CT.
Clegg, S., Kornberger, M. & Pitsis, T. (2008). Managing & Organizations. An Introduction to theory & practice. Sage: Los Angeles/London/New Delhi/Singapore.
DePree, M. (1989). Leadership is an art. Dell: New York.
Elkington, J. and Hartigan, P. (2008) The power of unreasonable people, Harvard Business Press: Boston, MA.
Friedman, S.D. (2008). Total leadership. Boston: Harvard Business Press
George, B. (2003). Authentic leadership. Jossey-Bass: San Francisco, CA.
Hsieh, T. (2010). Delivering happiness. A path to profits, passion, and purpose. Business Plus: New York/Boston.
Kouzes, J.M. and Posner, B.Z. (2010). The truth about leadership. Jossey-Bass: San Francisco, CA.
Maak, T./Pless, N.M. (2006), eds., Responsible leadership, Routledge: London/New York.
Rost, J.C. (1991) Leadership for the 21st Century, Quorum: Westport, CT.
Quinn, R.E. (1996) Deep Change. Discovering the leader within. San Francisco: Jossey-Bass.

Timetable and sections

Group Teacher Department
Marc Correa Domenech Dirección de Personas y Organización