NEGOTIATING INTERNATIONAL LEADERSHIP
DHP D209m/EIB B295m
Spring 2016
Professor Jeswald W. Salacuse
Office : Mugar 250E
Telephone : Tel: 617 627 3633
Email: Jeswald.Salacuse@Tufts.edu
Assistant: Lucia Foulkes (617 627 4319). Lucia.Foulkes@Tufts.edu
Syllabus
January 21-March 3, 2016
Module Description
This half-credit module explores the nature of leadership in the international context. Drawing on
academic literature and case studies, the course introduces the various functions of a leader
across a diverse set of environments and organizations. A working definition for the course is
that leadership is the ability to cause other persons to act willingly in desired ways for the benefit
of a group or organization.
A key premise of this class therefore is that leadership is an exercise in negotiation. The act of
leadership on the global stage – in multilateral organizations, multinational corporations,
international non-profits, and diplomatic posts – is particularly complex, and it requires an
appreciation of different concepts and cultures of leadership. An important aim of this module,
then, is to understand how leaders exercise influence inside and outside their organizations,
particularly within the international environment.
Leadership is not confined to the realms of the presidents and CEOs. Leadership is exercised at
all levels – from diplomats at the UN to policy advocates in NGOs – and across each sector.
Particular attention is given to leaders who exercised great influence, and achieved great change,
without formal or legal authority. Focus is also given to understanding the unique challenges of
leadership across three main sectors – government and diplomacy, business, and the non-profit
world.
Finally, the course seeks to present a wide range of leadership theories and practices. Commonly
accepted notions of leadership will be challenged and reframed. Examples of failed leadership
will be examined with the same vigor as exalted leaders. Cases of American leadership will be
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supplemented and contrasted to stories of international leaders. The role of values, ethics,
gender, and culture in the exercise of leadership will be probed and debated.
Goals of the Module
The course has three basic goals:
1. To help students understand the nature of leadership across different sectors in different
international settings;
2. To give students the tools to analyze various leadership situations and problems; and
3. To help students develop leadership skills in light of their own leadership ideas and
ambitions.
Module Outline
Three themes, or questions, will be addressed throughout the course:
1. The Nature of Leadership: What is leadership? What is good leadership and what is bad
leadership? How does one evaluate and measure leadership?
2. Leadership in Context: How does the organizational and political context in which it is
exercised affect leadership? How does leadership influence the context? In particular,
what is special about the exercise of leadership in the international domain, including
within multinational corporations, international organizations, international
nongovernmental organizations, and foreign policy making circles?
3. Cross Cutting Themes and Complicating factors: What special complicating factors and
constraints, such as cultural differences, international norms, national sovereignties, and
power differentials, influence the exercise of leadership in the international domain?
What strategies and tactics do international leaders employ to cope with these factors and
constraints?
Class Meetings: Thursdays, 3:20-5:20 pm. Cabot 206.
Office Hours: Mugar 250E, Tuesday mornings, by sign-up sheet.
Module Requirements:
1. Attendance and Participation: Students are required to attend all class sessions and to
participate actively in discussions. For participation to be meaningful, students should read
assigned material before coming to class. At each class meeting, a student designated by the
instructor may be asked to lead the discussion on a particular reading or make a presentation on a
specific topic.
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2. Final Paper: Each student will be required to complete a seminar paper of no more than 3000
words, double-spaced and printed in twelve point font on a subject related to leadership in the
international domain and approved by the instructor. Students are to submit their seminars papers
in hard copy no later than Friday, March 4 at 4 pm. As an initial step in paper preparation, each
student will submit to the instructor not later than Monday, February 1, 2016, at 4pm a written
research paper proposal describing the topic to be addressed, its significance, the general
approach to be employed by the student in addressing it .
The nature of the final paper: Students are encouraged to pursue any topic dealing with
leadership in the international domainc in which they are interested. Paper topics might focus on
a case study of effective or ineffective leadership, a character study of an important international
leader, a leadership experience that a student has faced in the past, or a question that students
consider of particular interest for their careers..
These suggested topics are not exclusive. The instructor would be happy to consider any research
ideas that students would like to pursue. A portion of certain class periods will be devoted to a
discussion of research ideas that students are pursuing.
At the final meeting of the class, students should be prepared to make a brief oral presentation of
their research findings
There are no prerequisites for this course.
Calendar and Readings
The basic organization of the six class meetings of the module will follow the seven basic tasks
of leadership which forms the structure of Salacuse, Leading Leaders. These seven tasks that all
leaders must be prepared to carry out are: Direction, Integration, Mediation, Motivation,
Education, Representation, and Trust Building. Each class session will consider the nature of
each task, particularly in the international environment, and then examine in depth one or more
case studies that illustrates the application of that particular task to a concrete, complex
international relations problem. Among the leaders whose leadership will be examined are
George H.W. Bush, Angela Merkel, Richard Holbrooke, Nelson Mandela, and Warren Buffet.
Required Reading for the course:
Jeswald Salacuse, Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful
People, (New York: Amacom, 2006). (Available at the Tufts Bookstore and from Amazon.com.,
which offers an electronic, kindle edition, as well as hardback and paperbound editions.)
Other required readings are to be found on the course web site on Trunk.
Session I (January 21) : Introduction to Leadership and the Challenges of Giving Direction
In-Class Exercise: The Browning Brothers Search
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Readings
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Alain Lempereur and Jeswald W. Salacuse, “Leadership and Negotiation: A Concept Paper”
Jeswald W. Salacuse, Leading Leaders, pp: 1-15 and 67-89
Joseph S. Nye, Jr., The Powers to Lead 1-52 (Oxford University Press (2008).
Jon Meacham, Destiny and Power: The American Odyssey of George Herbert Walker Bush,
pp. 420-469 (Random House 2015).
Michael Watkins and Susan Rosegrant, “Assembling the Persian Gulf Coalition” in
Breakthrough International Negotiation 178-227 (Jossey-Bass 2001).
Session II (January 28): Integration as a Leadership Function
Readings
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Jeswald W. Salacuse, Leading Leaders, pp.91-109
H.R. Markus and S. Kitayama, “Culture and the Self: Implications for Cognition, Emotion,
and Motivation,” 98 Psychological Review 224-253 (1991).
M. B. Brewer and W. L. Gardner, “Who is This ‘We’? Levels of Collective Identity and Self
Presentations,” 71 Journal of Personality and Social Psychology 83=93 (1996).
James Taub, “Holbrooke in Turtle Bay,” in Derek Chollet and Samantha Powers (eds). The
Unquiet American: Richard Holbrooke in the World 240-262 (2011).
George Packard, “The Quiet German: The Astonishing Rise of Angela Merkel, the Most
Powerful Woman in the World,” The New Yorker, December 1, 2014.
“Angela Merkel: The Indispensable European” and “The Chancellor’s Crucible,” The
Economist, November 7-13, 2015, pp. 9 and 19-21.
Session III (February 4): Mediation as a Job of Leadership
Reading(s)
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Salacuse, Leading Leaders, pp. 111-129
Henry Mintzberg, Covert Leadership: Notes on Managing Professionals,” Harvard Business
Review 144 (November-December 1998).
Lisa Endlich, Goldman Sachs: The Culture of Success (2000).
Jeffrey Z. Rubin, “International Mediation in Context,” in Bercovitch and Rubin, eds.,
Mediation in International Relations: Multiple Approaches to Conflict Management (New
York: St Martin’s Press 1992), pp.254-256.
Kristina A. Bentley and Roger Southall, An African Peace Process Mandela, South Africa
and Burundi, “Madiba Magic? Nelson Mandela’s Role as Mediator” 71-84 (2005).
Session IV (February 11): Education: The Leader as Educator in Chief
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Reading(s)
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Jeswald W. Salacuse, Leading Leaders, pp. 131-150
Joseph S. Nye, Jr. “Good and Bad Leaders” in The Powers to Lead 109-145 (2008).
Nancy F. Koehn, “From Calm Leadership Lasting Change,” New York Times, Oct. 27, 2012.
Eliza Griswold, “How ‘Silent Spring’ Ignited the Environmental Movement,’ New York
Times Magazine, September 21, 2012.
John Tedstrom, “The Global HIV/AIDS Crisis,” in Derek Chollet and Samantha Powers
(eds). The Unquiet American: Richard Holbrooke in the World 264-277 (2011).
im Collins, “Good to Great,” Fast Company, October 2011
Session V (February 18): Motivation: The Leader as Motivator
Reading(s)
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Salacuse, Leading Leaders, pp. 151-168.
Anthony Erickson, Ben Shaw, Jane Murray, Sara Branch, “Destructive leadership: Causes,
Consequences and Countermeasures” 44 Organizational Dynamics 266—272 (2015).
“Salomon Brothers (A),” Harvard Business School Case, no. 9-305-019 (Rev. May 5, 2005).
Session VI (February 25): Representation and Trust Building; Conclusions on Negotiating
International Leadership.
Presentation of student papers.
Readings
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Salacuse, Leading Leaders, pp.169-208.
S. Sankar, “Character Not Charisma is the Critical Measure of Leadership Excellence,” 9
Journal of Leadership and Organizational Studies 47 (2003).
Kimberly D. Elsbach, Ileana Stigliani, and Amy Stroud, “The Building of Employee Distrust:
A Case Study of Hewlett-Packard from 1995-2010,” 41 Organizational Dynamics 254-263
(2012).
1/7/16
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