Foundations of Leadership and Management

Leadership Management

Course Features

Lead with purpose, manage with practice

This course exposes participants to the fundamentals of leading and managing in teams or units. As the required foundational course for the Management Development Certificate (but open to any Carey Executive Education participant), this course equips participants to lead with purpose and incorporate core knowledge and skills from research on leadership and organizations into their daily practices. Specifically, the course will help participants identify their own strengths as leaders and managers; understand how to leverage team processes, motives, and incentives to become a more effective leader; improve individual and group decisions; navigate organizational culture; and develop a plan for personal and professional growth.

Learn the day-to-day functions of leaders and managers as you take part in hands-on, collaborative learning experience with industry peers. Explore fundamental research-based principles that you can learn and grow from whether you're a first-time manager, middle manager, or seasoned business leader. This course is grounded in social science research and taught by renowned faculty that are experts in the leadership space.

If you intend on pursuing the Management Development Certificate, we suggest you complete Foundations of Leadership and Management before your elective courses.

All courses include:

  • Industry-leading faculty
  • Collaborative learning
  • Research-driven results
  • Lifelong connections
  • Practical applications
  • Custom solutions

Program Details

Who should attend

  • Rising managers
  • Experienced business leaders
  • Current managers looking to rise to the next level of management
  • Team leaders and decision-makers across industries

What you will learn

  • How to identify existing leadership and management strengths and develop a growth plan

  • Principles and practices for motivating and incentivizing work

  • Practices for more successful individual and group decisions

  • Leadership in a team environment; organizing for team success

  • Recognizing and navigating organizational culture

  • Research-based best practices for managing and leading in contemporary workplaces

Faculty

Brian Gunia Carey

Brian Gunia, PhD

Professor and Associate Dean for Academic Programs, Carey Business School

Brian Gunia joined the Johns Hopkins Carey Business School in 2011. He is a Professor and the Associate Dean for Academic Programs. Brian studies three ways that people commonly jeopardize their careers: by acting unethically, negotiating ineffectively, and sleeping insufficiently. Instead of focusing on self-defeating choices themselves, however, he focuses on simple, theoretically-motivated measures that might enable individuals to act more ethically, negotiate more effectively, and sleep longer or better. Brian is the author of a negotiation blog called Life's Negotiable and a negotiation book called The Bartering Mindset. As Associate Dean for Academic Programs, Brian works with faculty and staff to ensure curricular excellence across academic programs. Prior to joining academia, Brian worked as a consultant at Deloitte.


Erik Helzer

Erik Helzer, PhD

Executive Education Faculty, Carey Business School

Erik Helzer, PhD develops and applies psychological, organizational, and behavioral science insights to understand the cultivation of practical wisdom for leading in organizations. His research focuses on three facets of practical wisdom: ethical behavior and moral judgment, self-knowledge, and personal agency and adjustment. He is an Associate Professor of Management and Organizations at the Naval Postgraduate School in Monterey, CA.


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Christopher G. Myers, PhD

Associate Professor and Faculty Director of the Center for Innovative Leadership, Carey Business School

Christopher G. Myers, PhD (Management & Organizations, University of Michigan) is an Associate Professor and the founding Faculty Director of the Center for Innovative Leadership at the Johns Hopkins Carey Business School, and holds a joint faculty appointment in the School of Medicine (Anesthesiology and Critical Care Medicine). His research explores questions of learning, leadership development, and innovation in organizations, specifically examining how people learn vicariously from others’ knowledge and experience at work. He focuses in particular on studying health care organizations and other knowledge-intensive work settings. Prior to joining the faculty at Johns Hopkins University, he was an Assistant Professor of Organizational Behavior at the Harvard Business School. Follow him on Twitter @ChrisGMyers.


Michelle Barton

Michelle Barton, PhD

Associate Professor of Practice

Dr. Michelle Barton is an Associate Professor of Practice at the Johns Hopkins Carey Business School with expertise in organizational and team resilience, managing uncertainty, and interpersonal effectiveness during adversity. Dr. Barton’s work examines how groups manage dynamic and uncertain situations as they are unfolding. Drawing from wildland firefighting, high tech entrepreneurship, expedition racing and military operations, her research considers how groups make sense of ambiguous situations, how they coordinate, learn and share knowledge in the midst of confusion and how they mitigate and recover from adversity. She is especially focused on the relational dynamics that enable these practices. Dr. Barton’s research has appeared in Harvard Business Review, MIT Sloan Management Review, BMJ – Leader, Academy of Management Review, Organization Studies, The Journal of Contingencies and Crisis Management, Human RelationsOrganizational Psychology Review and several edited collections. She is a well-regarded speaker, and has presented her work at venues such as NASA (International Space Station flight directors), the U.S. Army Medical Command, Johns Hopkins University Patient Safety Conference, West Point, Children’s Hospital Association and Boston Medical Center among others.