The Integrated Leadership Perspective merges perspectives in a series of interdisciplinary cases about the challenges faced by leaders of organizations of differing size, scope, and sector.

All of the cases involve current situations, and much of the class material is “raw,” consisting of financial filings, data sets, news reports, company material, and other primary source data. They require students to bring together skills learned throughout the core curriculum.

The course is organized in to four parts. The first part focuses on organizations that are just beginning. Students examine how ideas are generated from existing holes in the market and how leaders think about positioning and developing their organizations to fill those holes.

The second part focuses on the leadership challenges associated with organizations in transition. Students examine how organizations handle the challenges of raising new capital, finding new partners, expanding geographically, and growing through acquisition.

The third part focuses on mature organizations. It also gives students the opportunity to step back from the cases and think about the broader ways in which leadership styles and organizational challenges connect.

The course concludes by examining high-level, modern management challenges bridging the public, private, and nonprofit sectors.