In this class you will be creating a leadership development tool for students like yourselves in the leadership program at Sloan. This tool might be a coaching guide for second-year pilots, a leadership workbook for MBA students to use during their summer employment, a leadership assessment for club presidents or a workshop on networking. You will be free to choose the tool that you want to develop, but by the end of the class there must be a product that can be used at Sloan. In addition, the tools must link in some way to the leadership model used at Sloan.

This collection of study guides presents thoughtful questions to accompany students’ viewing of popular feature films portraying characters’ struggles and triumphs.  The fourteen films are: When the Game Stands Tall, The Rookie, Temple Grandin, Hoosiers, Secretariat, Soul Surfer, Radio, Remember the Titans, Rudy, Dreamer, October Sky, The Pistol – Birth of a Legend, Miracle on Ice, and Iron Will.

Many of today’s global challenges require tech-driven solutions — climate change, the growth of the world population, cyber security, the increasing demand for scarce resources, digitalization, the transition from fossil fuels to renewable energy. With this in mind, it is no surprise that one fourth of the CEOs of the world’s 100 largest corporations have an engineering degree.

Solving these global problems requires leaders who, in the first place, are comfortable with technology, models and quantitative analyses — Leaders who see systems instead of isolated problems. However, simply understanding technology is not enough. Successful leaders today must have both the ideas and the know-how to put these ideas into action by working collaboratively with others, winning their hearts and minds.

We need leaders who know how to seize opportunities in a networked world, and can mobilize people and other stakeholders for large-scale change. Leaders who lead fulfilling lives and who are able to move themselves and others from the ‘me’ to the ‘we’. Leaders who are long-term oriented and who deliver economic profit, while also making positive contributions to society and the environment. We call these leaders ‘sustainable leaders’.

Leadership in Inclusive Technology Systems
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Line drawing of a rocket ship
Effective technology leadership promotes the development of a balanced and inclusive technology infrastructure that examines assistive technology (AT), educational technology (EdTech), and information technology (IT) as part of a technology ecosystem.

The Center for Inclusive Technology in Education Systems (CITES) has utilized a design-thinking process, in partnership with local districts, to refine a set of leadership practices that enhance the development of a balanced and inclusive technology infrastructure.

CITES leadership practices include:

Create vision & goals
Develop a strategic plan
Measure progress
Develop learning outcomes
Plan infrastructure

Learning About Black Leaders Bingo (Grades 1 and 2)
Identifying contributions of people, past and present is important. We learn to celebrate individuals and the part they play in our lives. / Es importante identificar las contribuciones específicas de las personas, pasadas y presentes. Aprendemos a celebrar a las personas y su rol en nuestras vidas.

Cette ressource est destinée à toute personne souhaitant développer son leadership. La première dimension de ce dernier est la vision. Une question s'impose : quelle est la vision d'un leader ? Dans cette ressource, la définition de la vision sera débatue dans un premier paragraphe, ensuite la démarche de définition de sa vision est développée.    

Overview:  Presented in five consecutive standard-period classes, students will think critically about an experience in their lives that have made a lasting, positive impact for which they are grateful.  Students will write and hone rough drafts, give and solicit peer review and teacher critique, and develop a three-minute oral presentation of the final draft to their class.  Lesson by Jarvis L. Reed.

Our subject is the ethics of leadership, an examination of the principles appealed to by executive authority when questions arise about its sources and its legitimacy. Most treatments of this subject resort to case-studies in order to illustrate the application of ethical principles to business situations, but our primary emphasis will be upon classic works of imaginative literature, which convey more directly than case-studies the ethical pressures of decision-making. Readings will include works by Shakespeare, Sophocles, Shaw, E.M. Forster, Joseph Conrad, George Orwell, Fyodor Dostoyevsky, and Henrik Ibsen, among others. Topics to be discussed include the sources of authority, the management of consensus, the ideal of vocation, the ethics of deception, the morality of expediency, the requirements of hierarchy, the virtues and vices of loyalty, the relevance of ethical principles in extreme situations.

Sloan’s Teaching Resources Library provides open access to case studies and management simulations for management educators and students worldwide. This collection of teaching materials and games focuses on areas in which Sloan’s innovative research and teaching are on the cutting edge, including action learning, entrepreneurship, leadership and ethics, operations management, strategy, sustainability, and system dynamics.
Formerly known as LearningEdge, and MIT Sloan Teaching Innovation Resources (MSTIR).
Online Publication

A PowerPoint presentation that introduces the Make A Difference personality profile, describes each personality and includes scenarios and a quiz to promote a deeper understanding of how these personalities interact.

The Malaysia Sustainable Cities Practicum is an intensive field-based course that brings 15 Graduate / Professional students to Malaysia to learn about and analyze sustainable city development in five cities in Malaysia. The students in the Practicum will help determine the extent to which these efforts have been successful. They will identify specific projects or policy-making efforts that the following year’s cohort of International Visiting Scholars can examine more closely. " Lead Faculty Professor Larry Susskind Teaching Assistants Jessica Gordon Yasmin Zaerpoor Administrative Staff Takeo Kuwabara Selmah Goldberg

The goal of this course is to help students learn to communicate strategically within a professional setting. Students are asked to analyze their intended audience, the purpose of their communication, and the context in which they are operating before developing the message. The course focuses specifically on improving students’ ability to write, speak, work in a team, and communicate across cultures in their roles as future managers.

This course will begin with an introduction that will help further the distinction between leadership and management, and then you will be introduced to major theories and models of leadership and of leadership development from a variety of perspectives. Next, you will be introduced to the process of decision-making in a variety of leadership settings. You will then study the processes of leading independently, or without direct authority. The final unit will focus on managing groups and teams. You may not be a leader after concluding this course, but you certainly will have a better understanding of the qualities of leadership. Perhaps you will discover there is a leader right at your fingertips.

TED Studies, created in collaboration with Wiley, are curated video collections — supplemented by rich educational materials — for students, educators and self-guided learners. In Leading Wisely, speakers share powerful insights about leaders across a wide range of fields and domains who inspire great results from their teams. Great management in a turbulent global economy has never been so important. Relevant areas of interest, study and coursework include: 

This course introduces you to behavioral science theories, methods, and tools and provides opportunities to use and apply them to problems you will encounter in your work and career. The course material will begin with an overview of work and organizations in modern industrial society, and then examine individual behavior, move to behavior in groups or teams, and finally discuss organizations as a whole. It is expected that at the end of the course you will: (a) know something about managerial psychology, (b) know how to learn more, (c) understand the behavioral research process, and (d) develop skills in presenting your ideas in oral and written reports.

Surveys social psychology and organization theory interpreted in the context of the managerial environment. Shares lectures with 15.301, with a separate recitation required. 15.301 is intended primarily for non-Sloan students, both graduate and undergraduate. Deals with a number of diverse subjects, including motivation and reward systems for engineers and scientists in industry; the aging of technical groups; the management of R&D matrix organizations; and the architecture of R&D laboratories and its effect on communication patterns in the organization.
15.301 is a core subject for students majoring in management science. A laboratory is a required element of the course for these students. It involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning organizational behavior. Instruction and practice in communication include report writing, team decision-making, and oral and visual presentation.

We function in our personal and professional lives based on knowledge and intuitions. Our intuition that we know a lot is very powerful. But sometimes intuitions are accurate and sometimes they are not; without research, it is hard to tell.
This course combines a few different goals: develop a critical eye for making inferences from data; be able to carry out simple data analysis; learn about managerial psychology; develop interesting new questions about managerial psychology and test these questions.

Managing Change in Healthcare Implementations: an Introduction was created for managers preparing to implement health information and communication technology (HICT) systems in their organizations€hospitals, clinics, or government departments. The module presents a framework for understanding how HICT implementations affect organizations and individual workers and shares basic information on how to manage change to an organization so as to promote a positive outcome, and how to avoid the pitfalls that occur.

Human resource management is one of the key functions within the broader scope of human resource development. If you are or want to become a manager in the health services, you will in all likelihood have some responsibility for managing people.

Hearts of Men have been running community-based mentoring programmes, bringing older and younger men together in support circles in the Western Cape from 2001 to 2021. The approach and the materials included in this manual have been tried and tested in many different communities, working with diverse groups of men/young men, aged between 15 and 70 years. SIx experiential training courses for men and young men are covered in Parts One and Two of this manual. For more background information on Hearts of Men, and a detailed description of our work, please refer to our book In the Hearts of Men (published in 2015). Details are given at the end of this manual.