Informações sobre o curso
14,519 visualizações recentes

100% online

Comece imediatamente e aprenda em seu próprio cronograma.

Prazos flexíveis

Redefinir os prazos de acordo com sua programação.

Aprox. 25 horas para completar

Sugerido: 2 to 4 hours/week...


Legendas: Inglês

Habilidades que você terá

Strategic ManagementLeadershipCollaborationCommunications Management

100% online

Comece imediatamente e aprenda em seu próprio cronograma.

Prazos flexíveis

Redefinir os prazos de acordo com sua programação.

Aprox. 25 horas para completar

Sugerido: 2 to 4 hours/week...


Legendas: Inglês

Programa - O que você aprenderá com este curso

1 hora para concluir

Course Preview and Intro

Join Jim Barton on a leadership journey...that quickly becomes tougher than expected!

3 vídeos ((Total 12 mín.)), 4 leituras
3 videos
Introduction to the Course6min
Introduction to the Dramatized Episodes3min
4 leituras
Background Info about SMA and Jim Barton10min
Jeffrey Pfeffer: What Most People Don't Know About Leadership10min
Invitation to a brief questionnaire10min
Link to the "Meet and Greet" Forum10min
1 hora para concluir

Taking on a New Leadership Role

So you've been presented with a new leadership "opportunity"...should you accept it? Should Jim Barton have taken this job? How would YOU decide?

2 vídeos ((Total 10 mín.)), 4 leituras, 1 teste
2 videos
Episode 1: Jim Barton's First Day as CEO (Day 1)9min
4 leituras
Hiring a new CEO10min
Reading: Making it to the top10min
Questions for reflection and forum discussion10min
Learner suggestions: Questions to ask (or try to find answers to) before accepting a leadership "opportunity"10min
1 exercício prático
Choosing or Becoming a New Leader12min
2 horas para concluir

Getting Oriented and Assessing Your Team

As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited. Who will be an ally in what you need to accomplish? Who will be an obstacle? Who should stay, and who should go? How will YOU decide?

4 vídeos ((Total 36 mín.)), 6 leituras, 2 testes
4 videos
Episode 2: Meeting the CFO (Day 3)12min
Episode 3: Touring the SMA Plant (Day 4)9min
Episode 4: Meeting the Head of Engineering (Day 4)13min
6 leituras
A New Leader's First 100 Days10min
SMA's Income Statement10min
Reports from a Boeing Factory10min
To-Do list for Today's CEO10min
Reflection and discussion: Assessing Barton's team10min
A Vital Task: Getting Your Team Right10min
2 exercícios práticos
Assessing the Head of Engineering2min
Getting Started as a New Leader8min
2 horas para concluir

Communication in an Age of Super Transparency

In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent. How should a leader take this new 21st century reality into account? Do past communications and PR approaches need to change? How would YOU do it?

6 vídeos ((Total 52 mín.)), 5 leituras, 2 testes
6 videos
Episode 5: Kohler's Philosophy of Disclosure (Day 8)5min
Episode 6: The Gala (Day 8)9min
Part 1 of Living and Leading in an Era of Super Transparency8min
Part 2 of Living and Leading in an Era of Super Transparency10min
Part 3 of Living and Leading in an Era of Super Transparency16min
5 leituras
How Capitalism Can Thrive in a Transparent World10min
Dan Geer: "We are all intelligence officers now"10min
Links to check out for Super Transparency Lecture10min
Reflection and discussion: Advising Barton on transparency10min
Learner recommendations: How to address social media challenges10min
2 exercícios práticos
Approaches to Communication2min
The Era of Super Transparency8min
2 horas para concluir

Leading Collaboration

When you're building something as complicated as an airplane, people have to work together. As a leader, it's a part of your job to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work. How is this done? How would YOU accomplish it?

6 vídeos ((Total 37 mín.)), 7 leituras, 3 testes
6 videos
Introduction to the topic of leading collaboration3min
Leading Collaboration at IDEO8min
Leading Collaboration at Mass Animation9min
Collaborative Leadership5min
Episode 7: Old Friends (Day 13)9min
7 leituras
Video of IDEO's collaboration, "The Deep Dive"10min
Mass Animation10min
Reflection and discussion: Collaboration at IDEO and Mass Animation10min
What is "Collaborative Leadership"?10min
Introduction to Dramatized Episode #710min
Reflection and discussion: Advising Barton on collaboration10min
3 exercícios práticos
Determining the right context for collaboration2min
Collaborative Leadership8min
2 horas para concluir

Motivating and Inspiring

A leader must be able to move other people -- potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people -- to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance. How should the 21st century leader motivate people? What would YOU do?

5 vídeos ((Total 52 mín.)), 5 leituras, 2 testes
5 videos
Episode 8: The Merit Pay System (Day 24)17min
Motivating, Inspiring, and Other Ways Leaders Get People Moving in a Particular Direction: Introduction7min
Motivating and Inspiring etc.: Economic models and their problems14min
Motivating and Inspiring etc.: What are the alternatives to incentives?11min
5 leituras
Introduction to Episode #810min
Motivation in Literature 110min
Motivation in Literature 210min
Readings and Video10min
Reflection and discussion: Motivating people10min
2 exercícios práticos
What do you think?2min
Motivating, Inspiring, and Leadership10min
2 horas para concluir

Effective Governance

A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources -- we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance. And although it can be rather tricky, leaders sometimes have to try to make changes to the governance framework within which they work. If you're a CEO and you decide you have an ineffective board of directors -- to whom you report -- what would YOU do?

7 vídeos ((Total 36 mín.)), 5 leituras, 1 teste
7 videos
Episode 9: Barton's First Board Meeting Day 31)11min
Episode 10: Sleeping with the Press (Day 31)5min
Episode 11: "A Sensitive Matter" (Day 45)1min
Episode 12: "Reconfiguring the Board of Directors" (Day 45)11min
Episode 13: The Reconfiguration Process (Day 93)2min
Episode 14: Reconfiguration Accomplished (Day 135)2min
5 leituras
What does a board of directors do?10min
Introduction to Episodes 9 and 1010min
What makes for an effective board of directors?10min
Reflection and discussion: Creating a better Board of Directors10min
1 exercício prático
Effective Governance8min
1 hora para concluir

Leading Change

Convincing people to change their ways might be THE hardest job a leader has to do. And if getting people to change is hard, getting groups -- who work together in the old ways and reinforce each other's sense of "the way it's always been" -- is even harder. But if you're going to transform a company, you're going to have to change things, in a big way. How would YOU go about it?

3 vídeos ((Total 7 mín.)), 2 leituras, 2 testes
3 videos
Episode 15: Talking Shop (Day 48 and Day 118)3min
Episode 16: Design Delay (Day 68)2min
2 leituras
Leading change in organizations10min
Reflection and discussion: Assessing Barton's performance10min
2 exercícios práticos
Assessing Barton as a Change Leader2min
Leading Change4min
99 avaliaçõesChevron Right


comecei uma nova carreira após concluir estes cursos


consegui um benefício significativo de carreira com este curso

Principais avaliações do A Liderança nas Organizações do Século 21

por HPJan 4th 2019

Excellent course that provokes you to relate learning and experience. I have just submitted my assignment/reviewed first peer and this reflected how powerful the course design is. #Kudos

por JOct 20th 2017

It's a very comprehensive course. I enjoyed the combination of theory with case study and scenario. I had a lot of fun discovering the new trends in the 21st century's leadership.



Robert Austin

Professor, Management of Creativity and Innovation
Department of Management, Politics, and Philosophy

Shannon Hessel

Assistant Professor of Art, Leadership and Entrepreneurship
Department of Management, Politics, and Philosophy

Sobre Copenhagen Business School

Centrally located in Copenhagen, the capital of Denmark, Copenhagen Business School (CBS) is one of the largest business schools in Europe with close to 23,000 students. CBS offers world-class research-based degree programs at undergraduate, graduate, and PhD levels as well as executive and other post experience programs. ...

Perguntas Frequentes – FAQ

  • Ao se inscrever para um Certificado, você terá acesso a todos os vídeos, testes e tarefas de programação (se aplicável). Tarefas avaliadas pelos colegas apenas podem ser enviadas e avaliadas após o início da sessão. Caso escolha explorar o curso sem adquiri-lo, talvez você não consiga acessar certas tarefas.

  • Quando você adquire o Certificado, ganha acesso a todo o material do curso, incluindo avaliações com nota atribuída. Após concluir o curso, seu Certificado eletrônico será adicionado à sua página de Participações e você poderá imprimi-lo ou adicioná-lo ao seu perfil no LinkedIn. Se quiser apenas ler e assistir o conteúdo do curso, você poderá frequentá-lo como ouvinte sem custo.

Mais dúvidas? Visite o Central de Ajuda ao Aprendiz.