LEADRSHIP IN DIGITAL ERA

Name of the Faculty: Gopal P Mahapatra

Designation:
Professor of Practice -OB & HRM Area
Teaching Area:
(such as Finance & Accounting; Marketing;
Production & Operations Management;
Strategy) OB & HRM Area
This course may be offered to:
(PGP, FPM, PGPEM, PGPPM, EPGP) PGP , PGPEM
http://www.iimb.ernet.in/programmes
Credits (No. of hours):
(3 credits=30 classroom hours; 1.5 credits-15
classroom hours; session=90 minutes) 3 Credits
Term / Quarter:
(Starting April /June /September/December) PGP IV
Elective
Course Type:
(Core or Elective)

Offered as:
(Regular Course: staggered across the term
or Regular
1
Workshop Course: 3-5 continuous days)
Are there any financial implications to this
course?
o Profile of the guest / adjunct faculty teaching
in the course.
o If there are more than one faculty teaching,
please mention the no. of sessions allocated
for each faculty.
Additional information required

LDP: Template for proposing new course outlines_v2018_Internal Faculty

Course Summary

The world is experiencing huge technological disruptions like never before. With
newer and newer technology breakthroughs; AI, Machine Learning, IOT, Industry
4.0 and the like, the globalisation and business operations today are significantly
different from what it was at the beginning of 21st Century. As much as there are
technological transformation, there are equally tough challenges faced by the
leaders and managers in the economic, political and social environment. This is
more so, for the new age leaders and young professionals, to adapt to the
changing world as well as to strategize proactively how to lead the organisations
of the future. Leadership in the Digital Era is an attempt to take a pause, look
critically at the changes taking place in the technology ,business and socio-
economic world as well as the emerging role of leaders in the changing context.
This course provides a foundation for appreciating and strengthening few of the
critical leadership capabilities.

COURSE OBJECTIVE(S):

This course enables a deeper appreciation of the various dimensions of

leadership in the Digital Era. It is designed for participants to take the next step
in their agile leadership roles. The main objectives of this course are stated
below:
• To provide a deeper appreciation of Digital Era; technological disruptions,
breakthroughs and its impact on socio-economic, political and organizational context.
• To understand the opportunities and challenges faced by leaders in driving digital
transformation .
• To expose various Tools and Competencies to be an effective leader in the new era.

PEDAGOGY:

The course will use a mix of cases, class discussions, exercises and guest speakers. The
course relies heavily on active participation in class discussions and activities. The
students are expected to read in advance and come prepared to the classes and work in
groups for class/case discussion. The team assignment will be based on real-life learning
situations.
EVALUATION:
This course evaluation would be based on tests, Team assignment and end-term
examination at the end of the course. Details are given below:

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 EVALUATION WEIGHTAGE (%AGE)
Class Participation 10
Quizzes 10
Team Project* 40
Assignment
End-Term Examination 40

Total 100

*NB : Team Project Assignment: “Leadership in a Digital Era-Opportunities &

Challenges”. Project guidelines given below:

Project/Assignment Guidelines

• The students would form groups of 5-6 members; preferably, from diverse
background.
• In this assignment, they will identify a particular organisation from one of the
sectors/industry verticals of the Global economy; e.g. BFSI, Retail, Healthcare,
Defence/Manufacturing, Electronics, IT and the like .
• Study the opportunities and challenges for and its implications for budding
leaders .They will work on the following aspects :
• Study the industry in general and the changing paradigms in Digitalisation from
secondary and primary sources of data
• Highlight the leadership opportunities and challenges in 2019-2020- current
leadership approach and its appropriateness in the Digital Era
• Submit a typed report of 12–15 pages (in Times Roman Word) and report to be
summitted one week before the presentation.
• The presentation in the last week will be 10 minutes duration followed by 5
minutes Q& A

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Session Topic

Module I Context of the Digital Era

1 Module Objective
Organizations are transforming into digital enterprises with augmented digital interfaces
which work together with customers and suppliers in industrial digital ecosystems. These
developments are fundamentally changing individual companies and transforming market
dynamics across industries. This section highlights the developments and disruptions in the
Digital Era and brings out the critical leadership and people issues in this era.

Session I. Disruptions due to Technology

Reading: Anthony, S.D (2015) How Understanding Disruption Helps Strategists, HBR

Porter, Michael and James E. Happelmann (2015),How Smart Connected Products are
transforming companies, HBR

Kane, G.C et al(2015). Is your business ready for a Digital Future?, Sloan Management
Review

Session 2. Organizations for Today and Tomorrow

Reading: Charles A Oreilly and Michael Tushman(2004)The Ambidextrous Organisations,

HBR

Case: Digitalisation at Siemens(2018), by David Collins and Tonia Junker,HBS,9-717-428.

Session 3. Future of Work, Workplace and impact of automation

Readings : Davenport, Thomas H & Julia Kirby(2015),Beyond Automation, HBR, June2015

Gratton, Lynda (2011). Workplace 2025-What will it look like? In Organisational Dynamics,
40

Module II New Age Leadership

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Module Objective: To have an overall appreciation of the evolving leadership context and
challenges in the current business environment. This module focuses on what are the
competencies one needs to enhance and sharpen to become a relevant and effective leader
in the new era:

Session 4. Strategic focus in Leadership in the Era

Michael A. Hitt , Katalin Takacs Haynes , Roy Serpa (2010).Strategic leadership for the 21st
century. Business Horizons (2010) 53, 437—444
Conley (2018). HBR. How Do We Combat Ageism? By Valuing Wisdom as Much as Youth

Case: Ricardo Semler: A Revolutionary Model of Leadership, INSEAD(2014) ,INS 517

Session 5. Collaborative Leadership

Readings: Ibarra (2012). Is “Command and Collaborate” the New Leadership Model? ,HBR
Ibarra and Hansen (2011). Does Collaborative Leadership Have to Be Slow? HBR.

Session 6 Inclusive Leadership- Multigenerational and beyond

Readings :
Jeanine S. Stewart , Elizabeth Goad Oliver , Karen S. Cravens and, Shigehiro Oishi(2017)
“Managing millennials: Embracing generational differences”, Business Horizons,60,pp45-54

Vasanthi Srinivasan(2012),Multi generations in the workforce: Building collaboration ,IIMB

Management Review,24,pp48-66

Case : Generational Differences and Work Values(2012) IVEY School of Business, W12143

Session 7 Ambidexterity Leadership & Leadership Agility

Olga Kassotaki(2018),”Ambidextrous leadership in high technology organizations”, Organisational

Dynamics
Coleman, J., (2017). The best strategic leaders balance agility and consistency. HBR,H03DD0.

Module III: Leadership in Various Contexts

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Session 9 : Leading Virtual Teams

Reading: Zander, Lena, Zettinig, Peter and Kristiina Ma¨kela(2013),Leading global virtual
teams to success, Organizational Dynamics Vol. 42,pp. 228—237
Greenberg, Penelope S.; Ralph H. Greenberg and Yvonne Lederer Antonucci (2007).Creating
and Sustaining Trust in Virtual Teams , Business Horizons (2007) 50, 325–333

Session 10 : Leadership in Start-up Organizations-Guest Lecture

Guest Lecture by a Private Equity Leader/Venture Capitalist on Leadership Competencies

and priorities of a Successful Leader in a Start up

Session 11 . Leading Start-ups to Scaleups and Large Organizations

Avolio, B. J., Sosik, J. J., Kahai, S. S., & Baker, B. (2014). E-leadership: Re-examining
transformations in leadership source and transmission. The Leadership Quarterly, 25(1), 105-
131

Case:
Telenor :Revolutionailzing Retail Banking in Serbia , INSEAD Case

Session 12 Fostering Innovation: Leadership Challenges

Tomas Chamorro-Premuzic, Michael Wade, & Jennifer Jordan (2018). HBR. As AI Makes More
Decisions, the Nature of Leadership Will Change

Pellet, Jennifer (2008)Building a Better Innovation Model, Chief Executive; New York, Issue
232, (2008)pp. 54-58.

Module IV Priorities and Qualities of Leader

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Session 13: Talent Management by Leaders in Digital Era

Readings : Kane GC Et all(2017). Winning the Digital War for Talent, MIT Sloan
Management Review, Winter 2017,pp16-21

Case: Is it Ever Ok to Break a Promise (2014) ,Neil Bearden, HBR

Session 14 : Developing the Talent Pipeline-Leader As a Coach

Readings:Diane Coutu & Carol Kauffman(2009).What Can Coaches Do for You? HBR, 2009

Peter Bluckert, (2005) Critical factors in executive coaching – the coaching relationship,
Industrial and Commercial Training, Vol. 37 Issue: 7, pp.336-340,

Case : Jones Schilling Employee Coaching Workshop (2014),IVEY School of Business

Session 15 Developing self and personal well-being

Reading :Nick Craig and Scott Snook, (2014)From Purpose to Impact-Figure out your
passion and put it to work. HBR
Tony Schwartz(2007),Manage Your Energy not Time, HBR
Martin Reeves, Roselinde Torres and Fabien Hassan (2017)“How to Regain the Lost Art of
Reflection” ,HBR.
Session 16 :Ethics and Corporate Governance for Leaders in Digital Era
Readings : Dawlabani, Said Elias (2014),Value Systems and The Future of Leadership,
HBR(Leader to Leader )
Case: Being a “Backdoor” to the iPhone: An Ethical Dilemma(2016), Tulsi Jayakumar and
Surya Tahora , Ivey Publishing

Module V Perspective Building and Consolidation

Session 17 & 18 Trends in Emerging Leadership Practice Areas

Presentations by students groups on emerging trends, opportunities and challenges for

leaders in the Digital Era based on Project assignments from various verticals/sectors

Session 19. Guest Session by a Technology Leader

A Leader(or Panel) sharing Experiences and Insights of Leadership in Digital Era

Session 20 Consolidation and Perspective Building

Review and Reflection on the various dimensions of Leadership in the Digital Era ; synthesis
as well as the working out the ways of assimilating and applying these competencies.

LDP: Template for proposing new course outlines_v2018_Internal Faculty

Text Books/References(For Library Copies)

1. McAfee, Andrew&Erik Brynjolfsson(2017),Machine Platform, Crowd, WW Norton & Co.

2. Westerman, George, Didier Bonnet and Andrew McAfee(2014). Leading Digital: Turning
Technology into Business Transformation. Harvard Business School Press
3. Bob Johansen(2009), Leaders Make the Future, Penguin Random House
4. Bill Joiner and Stephen A Joseph(2007), Leadership Agility, Wiley
5. Thite, Mohan(2019), e-HRM, Rouutledge

Reference /Additional Readings

PwC (2016). Industry 4.0: Building the digital enterprise

Peter Cappelli (2008),Talent Management for the Twenty-First Century ,HBR
Paula Cristina Cunha, Miguel Pereira Lopes,Ace Volkmann Simpson(2018), “Leaders as
organizational authors: What Kind of story are you writing?”, Organisational
DynamicsVol.47
Sally Khallash and Martin Kruse(2012),The future of work and work-life balance 2025,
Futures,Vol.47 Terence Brake (2006) ,"Leading global virtual teams", Industrial and
Commercial Training, Vol. 38 (3)

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LeadDigitialEraGopalM09Jan19V5

LDP: Template for proposing new course outlines_v2018_Internal Faculty