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Course 2019-2020 a.y.


Department of Management and Technology

Course taught in English


Go to class group/s: 31

IM (6 credits - II sem. - OP  |  SECS-P/07)
Course Director:

Classes: 31 (II sem.)

Mission & Content Summary

Management is about achieving results with and through people leveraging on their competencies and motivation for excellent individual and team performance. Managing in a global environment means leveraging on different mindsets, attitudes and behaviors which are an important asset for creativity and innovation but also one of the main causes of non productive conflict and negative performance. The transition from an Individual Contributor to a Managerial role is extremely challenging and it requires a shift in identity, letting go of what has worked in the previous role and learning new skills. Management can be learned but it requires courage and the motivation to get out of one’s comfort zone to learn from experience starting from a deeper level of self awareness. It is virtually impossible to manage others effectively if you aren’t able to know and manage yourself. Management competences are built upon interpersonal competence and enhancing them requires the knowledge of theories and models to move beyond common sense but at the same time opportunities to translate them into action to learn from real life situations that involve you physically, intellectually and emotionally . The course Global Management Practice gives you the resources needed to specifically manage the transition from Individual Contributor to Manager providing you with greater self-awareness, better interpersonal skills and therefore increased effectiveness.

  • Leadership and global leadership defined: value added and challenges
  • The main theories of leadership: trait, behaviors, situational approach, as well as contemporary theories of leadership
  • Leading across culture, gender and generations
  • The challenges of the transition from an Individual Contributor to a Leadership role
  • Managerial and Leadership competence and “incompetence”: Emotional Intelligence and Learning Agility
  • Leading for excellent performance PART I: understanding and managing motivation, competence and positive psychological states
  • Why should I be led by you? Building credibility and trust in the Boss to Coworker relationship
  • Power and Influence
  • Leading for excellent performance PART II: understanding and leveraging on inter-individual competences
  • Leading ethically
  • Managing a global business

Intended Learning Outcomes (ILO)
At the end of the course student will be able to...
  • Know and understand leadership-specific terms.
  • Have an understanding of yourself as a person and a leader in terms of personality traits, leadership skills, and proclivity to biases that dampen leadership potential.
  • Know best practices for acting and leading in different situations (conditional on a variety of factors).
At the end of the course student will be able to...
  • Choose the most appropriate leadership style given the situation
  • Manage yourself (emotions, stress level and intellectual abilities)
  • Manage interpersonal relationships in a constructive e positive way enhancing the potential and competence of every person involved
  • Build credibility and trust in interpersonal settings.
  • Craft high impact communication styles (one on one and one to many)
  • Develop sensitivity to different cultures.
  • Stimulate creative work among diverse people
  • Draw on benefits and overcome challenges associated with teamwork.

Teaching methods
  • Face-to-face lectures
  • Guest speaker's talks (in class or in distance)
  • Exercises (exercises, database, software etc.)
  • Case studies /Incidents (traditional, online)

Face-to_face Lectures are meant to transfer relevant models and theories that are going to be proposed to enable a better understanding of real life situations and effective behaviors and interventions

Guest speakers are going to bring reality into class: the idea is to support students in understanding the practicality of good theories and the complexity of real life leadership situations. Guest speakers are also going to represent relevant role models.

Exercises and case studies are meant to train application of concepts and to enable a deeper self-awareness (tests, questionnaires) and to train students to apply theories and models.

Assessment methods
  Continuous assessment Partial exams General exam
  • Written individual exam (traditional/online)
  •   x x
  • Group assignment (report, exercise, presentation, project work etc.)
  •   x  
  • Active class participation (virtual, attendance)
  • x    

    To be considered an attending student attendance should not be lower than 36 out of 48 hours (75%)

    ●       Group Assignments (50%)

    ●       Written exam (50%)

    The best contributors in class will receive up to 1 bonus point (added up to the final grade) for their class participation. Please be aware that we value quality and not quantity of contributions when bonus points are assigned. A pre-requisite to receive the bonus point is to be and attending student that is to have attended at least 75% of the sessions (36 out of the 48 hours of the course).


    Written exam based on the book: Mendenhall, M.E. et al. (2013).  Global Leadership. Research, Practice, and Development, Routledge

    Teaching materials

    Slides and reading package available at the beginning of the course.


    Mendenhall, M.E. et al. (2013).  Global Leadership. Research, Practice, and Development, Routledge

    Last change 09/06/2019 16:22