Full-Time MBA: Dr. Frederick P. Morgeson - Broad College of Business at Michigan State University


Uploaded by MSUBroad on 18.05.2011

Transcript:
The management department here in the Broad school
is literally the number one school in terms of research productivity.
And we're--we're a research intensive university,
that's one of our key missions.
The great thing about having just excellent scholars in the department
is those are the same people that teach in the MBA program.
And they're great scholars but they're also really committed
to being great teachers.
My MBA class really deals with the infusion of leadership development
in the context of corporate social responsibility.
And so one of the things that I've noticed when I was developing my class
was that there are a lot of institutions
that teach leadership development classes.
There's a lot of institutions that teach ethics or corporate social responsibility.
But I was not able to find any institutions
that sort of infused these two concepts.
And so, it's the idea of leadership development
all under the guise of social responsibility.
And so when we measure characteristics or traits or styles
or climates or cultures or talk about these things,
it's all under the context of, "What are the implications
for behaving in a responsible manner?"
One of the things that we do in my classes at exercise
is we have them analyze a real life CEO that exists
and then give a presentation in class about that.
And this ties into the class because we spend the first part of the semester
really delving into their own-- students' own individual traits,
characteristics, values, and preferences and leadership styles.
And that culminates sort of this first part of the class
and with analysis of another leader, and we basic--I basically say,
analyze that leader on all the dimensions
you've just analyzed yourself on.
And so, one way to understand leadership
is to understand what's important for you personally.
But another thing to do is to look outside yourself and analyze somebody else.
Some of the models that I talk about in my classes are things like,
we have to assess where you're at as a leader,
so what are your characteristics,
what are your styles, what are your values.
And then, where are you with respect to those things
and what do you need to build upon in terms of your strengths
and what do you need to address in terms of potential derailers
or weaknesses that you might have as a leader.
And so what I tried to give them is a set of--it's almost like a set
of metaskills that enable them to develop themselves.
We really get at the big questions.
So we talk about things like, "Well, what is leadership?"
Or, "Why should anyone be lead by you?
What is it that you can add to your followers?
What is responsibility?
What is the responsibility that organizations
have toward their diverse set of stakeholders?"
These are really meaty, substantive, important questions
and we spend the whole semester dealing with them.
And I think we're not opening every mind
but surely we're opening some.