About this 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.
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.
All are welcome! Some prior exposure to basic issues of organizational behavior (communication, decision making, motivation, etc.) is useful, but not required.
About the instructor
Franz Wohlgezogen is an assistant professor at Università Bocconi and is teaching organizational behavior, organization theory, and leadership. He has extensive work experience in the pharmaceutical and chemical industries, and as a strategy and supply chain consultant has served pharma, agro-chem, automotive, and aerospace clients in Europe, North and South America, Asia and Australia. In recent years he has been increasingly working with non-profit organizations and philanthropic foundations.
His research focuses on how business and non-profit executives manage their relationships with external stakeholders and business partners, and how they orchestrate these relationships to steer their organizations through challenging environments. He also studies how organizations strategically manage crises, such as recessions and bankruptcies. His research has been published in the Academy of Management Annals, Journal of Management, Harvard Business Review and Stanford Social Innovation Review.