The course will focus primarily on contemporary discourses concerning gender inequality. Most of the readings assigned will be recent articles published in U.S. and British media capturing the latest thinking and research on gender inequality in the workplace. The class will be highly interactive combining case studies, videos, debates, guest speakers, and in-class simulations.

An old saying holds that ‰ŰĎthere are many more good ideas in the world than good ideas implemented.‰Ű This is a case-based introduction to the fundamentals of effective implementation. Developed with the needs and interests of planners--but also with broad potential application--in mind, this course is a fast-paced, case-driven introduction to developing strategy for organizations and projects, managing operations, recruiting and developing talent, taking calculated risks, measuring results (performance), and leading adaptive change, for example where new mental models and habits are required but also challenging to promote. Our cases are set in the U.S. and the developing world and in multiple work sectors (urban redevelopment, transportation, workforce development, housing, etc.). We will draw on public, private, and nonprofit implementation concepts and experience.

This curriculum teaches digital storytelling by asking students to describe how media affects social change.

This lesson is the second part of the History's Mysteries unit, "What Makes a Good Leader?" In this lesson, students will study different situations that forced George Washington to learn leadership skills. By using George Washington as an example, students will learn that an important leadership skill is to ask for help. Using George Washington as an example, students will think of other leaders who displayed different types of leadership skills.
This lesson is part of a unit containing the following lessons:
Grade 1: Unit 2 History Mystery 1: WHAT MAKES SOMEONE A GOOD LEADER?
Grade 1: Unit 2 History Mystery 3: DO GOOD LEADERS ALWAYS DO GOOD THINGS?

This lesson is the third and final part of the History's Mysteries unit, "What Makes a Good Leader?" In this lesson, students explore that leaders often make complex decisions and don’t always display positive leadership traits. While learning about George Washington’s use of slave labor throughout his life, students realize that even leaders are rarely perfect and can make poor decisions. This difficult topic is displayed in through the use of images and pictures and discussed in vocabulary appropriate for young learners.
This lesson is part of a unit containing the following lessons:
Grade 1: Unit 2 History Mystery 1: WHAT MAKES SOMEONE A GOOD LEADER?
Grade 1: Unit 2 History Mystery 2: WHAT MADE PEOPLE THINK GEORGE WASHINGTON WOULD BE A GOOD LEADER?

This lesson is the first part of the History's Mysteries Unit, "What Makes a Good Leader?" In this introductory lesson, students what qualities a good leader possesses. They also explore how different leaders in different situations such as a classroom, neighborhood, or local government are likely to have different skill sets.
Other lessons in this unit include:
-History's Mysteries: Grade 1, Unit 2, Mystery #2-Why Did People Think George Washington was a Good Leader?
History's Mysteries: Grade 1 Unit 2, Mystery #3-Do Good Leaders Always Do Good Things?

This article contains a quiz to assess your motivation skills. It also includes steps to learn how to be better at motivating those around you.

This article walks through step-by-step instructions for planning and executing community service projects.

This class first offers some basic analytical frameworks -- culture, social structure, and institutions -- that you can use to examine a wide range of political outcomes. We then use these frameworks to understand (1) the relationship between democracy and economic development and (2) the relative centralization of political authority across countries. We will use theoretical arguments and a wide range of case studies to address several questions: Why are some countries democratic and others not? How does democracy affect economic development and political conflict? Why do some countries centralize power while others threaten to fall apart through secession and civil war? We will use examples from a wide range of countries including Argentina, Brazil, Germany, Iraq, Italy, Mexico, and the United States. The lessons drawn from these countries will prepare you to analyze other countries of your own choosing in the paper assignments. At the end of the course, you should be able to analyze political events around the world, drawing on the theoretical explanations provided in the class.

A Leadership Curriculum with a Community Service Framework can help achieve and strengthen SEL and leadership skills necessary in today's world. Whether your group meets virtually, in-person, or a blend of the two, this program is set to go!

How do you find the time and resources to integrate leadership training and community service into the curriculum? With Lead4Change it’s easy!

We understand the choices you have as you try to give your students the best educational leadership experience; which is why all of our materials are aligned to current education standards. The lessons have been used and approved by over 11,000 educators and road-tested by 1.8 Million students since 2012. The lessons in the program have been carefully aligned to the WI State Standards for CCTS. The alignment allows teachers to plan strategically to incorporate the Lead4Change lessons seamlessly into their classroom and expand to meet classroom needs.

We know you don’t want to leave your students' future up to chance. By using the FREE Lead4Change program, you are creating transformation in your students and real change in your community. Your students will remember you, and this experience, for a lifetime!
• Certificates of completion for all students
• Graduation Honor Cords for seniors
• School Certification after 2 years
• Based on leadership principles from the book, 'Taking People with You,' by David Novak
• Full teacher and student lesson plans are accessible on the website
• After completing the lessons and a project, students share their leadership story by entering the Lead4Change Challenge and become eligible for charity and school grants up to $10,000.

This free program integrates into core classes but also fits well for advisory time, CTE classes, association/clubs, and more.

Full teacher and student lesson plans are accessible on the website: Lead4Change.org. This is a free program perfect for advisory time, clubs/associations, CTE classes, and any subject area!

Students work in a seminar environment to enhance their leadership capabilities. An initial Leadership Laboratory Outward Bound experience builds trust, teamwork and communications. Readings and assignments emphasize the characteristics of effective leadership. Distinguished leaders participate in the "Leadership Lunch" story-telling series to share their experiences and to provide recommendations. Discussions help explore and further probe leadership development. The learning experience culminates in a personal leadership plan.

In this lesson, students think about how groups like trauma units have dynamic team leadership cultures. They will think about how these organizations incorporate new people, bring them up to speed quickly, and at the same time, maintain reliability and never commit an error. In this lesson, they will read about this kind of culture and analyze how this could work for their own organizations/clubs. They will think about how to imagine leadership and team organization as a system and not as a hierarchy.
NBEA STANDARD(S):

Management, III. Business OrganizationCommunication, III. Workplace CommunicationManagement, VI. Human Resource Management

Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. This five-day interactive and experiential workshop focuses on how leaders lead innovations that both promote social responsibility and produce business success. The workshop is organized around three main parts: observation, sense-making, and creating. During the observation phase, students spend a full day inside the Boston office of the design company IDEO and visit some of the most interesting proven innovators in corporate social responsibility such as Ben & Jerry's, KLD, MBDC, Plug Power (fuel cell technology), PwC, chlumberger, or core team members of the UN Global Compact. After returning from their company visits, students describe to one another what they saw and learned. In the final part of the Lab, students conceive and implement innovation projects that serve the needs of a local community. Each team presents its practical accomplishments on the final day of the Lab.

Our student leaders cherish the moments to connect annually with members each year at our Fall Leadership Lab and Fall Leadership Conference. We look forward the opportunity next year to return in-person at our 2021 events; however, our state officers have spent an extensive amount of time to develop these on-demand online program experiences to current members and prospective members in our middle level and high school classes throughout the state. Visit https://dpi.wi.gov/fbla/2020-fall-leadership-experience to access workshop materials (student handouts and teacher lesson plans) along with other workshop videos. Questions or feedback about these materials may be sent by email to Brooke Allemann, State President at president@wifbla.org.

After reviewing characteristics of a good leader and how to develop leadership skills, students are assigned the Leadership Project. In this project, students will break themselves into teams of two or three. Groups will play the role of a marketing/leadership team (they pick who they are representing) giving a 10 minute presentation (they should tell the audience who they are during the introduction). For example, in the past, students have played the role of Bo Ryan speaking to the Badger Basketball Team.

This course explores how we use story to articulate ethical norms. The syllabus consists of short fiction, novels, plays, feature films and some non-fiction. Major topics include leadership and authority, professionalism, the nature of ethical standards, social enterprise, and questions of gender, cultural and individual identity, and work / life balance. Materials vary from year to year, but past readings have included work by Robert Bolt, Michael Frayn, Timothy Mo, Wole Soyinka, H. D. Thoreau, and others; films have included Crouching Tiger, Hidden Dragon, Hotel Rwanda, The Descendants, Motorcycle Diaries, Three Kings, and others. Draws on various professions and national cultures, and is run as a series of moderated discussions, with students centrally engaged in the teaching process.

For this activtity, students will work in teams where there will be a team leader.  You will give a student a description of the leadership style they are to demonstrate.  The leader is not allowed to tell their other teammates thorugh the activity.  Studetns will have 10-15 minutes to make as many snowflakes as possible under the direction of their leader (leader is assgined leadership style).  

Provides students opportunities to meet senior executives of private and public institutions, and to discuss key management issues from the perspective of top management. Students prepare detailed briefings identifying and analyzing important management issues facing these organizations. Seminar concludes with a one-week field trip to New York City.

Graduate Women at MIT (GWAMIT) is an institute-wide, student-led group founded in 2009. Its mission is to promote the personal and professional development of MIT's graduate women. GWAMIT welcomes all members of the MIT community, including men. This OCW site features selected videos from the two conferences GWAMIT runs each academic year: a Leadership Conference in the fall and an Empowerment Conference in the spring. It also provides a list of related readings and other resources.

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’.