日本語 English
| 開講年度/ Academic YearAcademic Year |
20262026 |
| 科目設置学部/ CollegeCollege |
経営学研究科/Graduate School of BusinessGraduate School of Business |
| 科目コード等/ Course CodeCourse Code |
KN301/KN301KN301 |
| テーマ・サブタイトル等/ Theme・SubtitleTheme・Subtitle |
Leadership in a VUCA world |
| 授業形態/ Class FormatClass Format |
対面（全回対面）/Face to face (all classes are face-to-face)Face to face (all classes are face-to-face) |
| 授業形態（補足事項）/ Class Format (Supplementary Items)Class Format (Supplementary Items) |
All sessions are face-to-face |
| 授業形式/ Class StyleCampus |
講義/LectureLecture |
| 校地/ CampusCampus |
池袋/IkebukuroIkebukuro |
| 学期/ SemesterSemester |
春学期/Spring SemesterSpring Semester |
| 曜日時限・教室/ DayPeriod・RoomDayPeriod・Room |
火4/Tue.4 Tue.4 ログインして教室を表示する（Log in to view the classrooms.） |
| 単位/ CreditsCredits |
22 |
| 科目ナンバリング/ Course NumberCourse Number |
MIB6201 |
| 使用言語/ LanguageLanguage |
英語/EnglishEnglish |
| 履修登録方法/ Class Registration MethodClass Registration Method |
科目コード登録/Course Code RegistrationCourse Code Registration |
| 配当年次/ Assigned YearAssigned Year |
配当年次は開講学部のR Guideに掲載している科目表で確認してください。配当年次は開講学部のR Guideに掲載している科目表で確認してください。 |
| 先修規定/ Prerequisite RegulationsPrerequisite Regulations |
|
| 他学部履修可否/ Acceptance of Other CollegesAcceptance of Other Colleges |
履修登録システムの『他学部・他研究科履修不許可科目一覧』で確認してください。 |
| 履修中止可否/ Course CancellationCourse Cancellation |
－（履修中止制度なし/ No system for cancellation) |
| オンライン授業60単位制限対象科目/ Online Classes Subject to 60-Credit Upper LimitOnline Classes Subject to 60-Credit Upper Limit |
|
| 学位授与方針との関連/ Relationship with Degree PolicyRelationship with Degree Policy |
各授業科目は、学部・研究科の定める学位授与方針（DP）や教育課程編成の方針（CP）に基づき、カリキュラム上に配置されています。詳細はカリキュラム・マップで確認することができます。 https://www.rikkyo.ac.jp/about/disclosure/educational_policy/business.html |
| 備考/ NotesNotes |
This course examines leadership in global organizations under VUCA conditions (volatility, uncertainty, complexity, ambiguity). Students learn to integrate evidence-based leadership theories with practice-oriented tools to diagnose complex challenges and design actionable interventions in multinational enterprises (MNEs). The course emphasizes leading across cultures and institutions, sensemaking, ethical judgment, inclusive team leadership, knowledge creation, and transformation.
By the end of this course, students will be able to:
1) Explain and apply major leadership theories relevant to global organizations under VUCA.
2) Diagnose global organizational challenges using multiple lenses (culture, institutions, power, identity, knowledge, and strategy).
3) Understand practical leadership behaviors for global teams (psychological safety, dialogue, conflict handling, and decision-making under uncertainty).
This is an active learning course using the case method and group project where students will:
a) learn the theory and concepts of leadership,
b) understand their practice through case studies and
c) learn how to apply them to the real situation in a group project.
Students are encouraged to use their knowledge and experience and actively participate in the case discussion and the group project.
Cases listed in the schedule are tentative and subject to change. Guest speakers may be arranged depending on availability.
| 1 | Leading in VUCA Global Organizations — Course overview, learning contract, and leadership challenges in global contexts |
| 2 | Theory 1: Sensemaking & Decision-Making in VUCA — Sensemaking, framing/reframing, weak signals, and decision-making under uncertainty |
| 3 | Theory cont'd and Case Study (Sensemaking/Complexity) — Case: Maersk |
| 4 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: Maersk |
| 5 | Theory 2: Leading Across Culture & Institutions — Culture as meaning systems; cultural intelligence; communication across differences |
| 6 | Theory cont’d and Case Study (Institutions/Legitimacy) — Case: Google |
| 7 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: Google |
| 8 | Guest Speaker (MNE practitioner) — Leadership practice in global organizations: transformation and cross-border execution |
| 9 | Theory 3: Influence, Conflict & Inclusion — Influence without authority, power/politics, and stakeholder alignment |
| 10 | Theory cont’d and Case Study (Conflict/Voice/Psychological Safety) — Case: TBA |
| 11 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: TBA |
| 12 | Theory: Change, Learning & Resilience — Adaptive leadership, knowledge creation, and resilience as learning systems |
| 13 | Theory cont’d and Case Study (Crisis/Integrity/Recovery) — Case: TBA |
| 14 | Final Presentations and Course Wrap-up — Final presentations on selected organization and its leader using the frameworks and concepts learned in this course (e.g., sensemaking and decision-making under uncertainty, culture–institution–legitimacy dynamics, influence/conflict/inclusion, and change/learning/resilience) |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
At Rikkyo university, one credit is defined as 45 hours of study (including class time). Based on this, students are expected to engage in both pre-class preparation and post-class review.
Students are requested to read material and/or watch videos, contribute to case discussions in class, and submit assignments as instructed by the designated due. Also, given that there is a course-long project, students are expected to work in teams on their project between the sessions. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class Participation & Case Contribution (20%) Individual Reflection Memos (3 submissions)(30%) Group Project Report (20%) Final Presentation(30%) |
| 備考 (Notes) | ||
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
Policy on the Use of Generative AI will be instructed in the first session.
This course examines leadership in global organizations under VUCA conditions (volatility, uncertainty, complexity, ambiguity). Students learn to integrate evidence-based leadership theories with practice-oriented tools to diagnose complex challenges and design actionable interventions in multinational enterprises (MNEs). The course emphasizes leading across cultures and institutions, sensemaking, ethical judgment, inclusive team leadership, knowledge creation, and transformation.
By the end of this course, students will be able to:
1) Explain and apply major leadership theories relevant to global organizations under VUCA.
2) Diagnose global organizational challenges using multiple lenses (culture, institutions, power, identity, knowledge, and strategy).
3) Understand practical leadership behaviors for global teams (psychological safety, dialogue, conflict handling, and decision-making under uncertainty).
This is an active learning course using the case method and group project where students will:
a) learn the theory and concepts of leadership,
b) understand their practice through case studies and
c) learn how to apply them to the real situation in a group project.
Students are encouraged to use their knowledge and experience and actively participate in the case discussion and the group project.
Cases listed in the schedule are tentative and subject to change. Guest speakers may be arranged depending on availability.
| 1 | Leading in VUCA Global Organizations — Course overview, learning contract, and leadership challenges in global contexts |
| 2 | Theory 1: Sensemaking & Decision-Making in VUCA — Sensemaking, framing/reframing, weak signals, and decision-making under uncertainty |
| 3 | Theory cont'd and Case Study (Sensemaking/Complexity) — Case: Maersk |
| 4 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: Maersk |
| 5 | Theory 2: Leading Across Culture & Institutions — Culture as meaning systems; cultural intelligence; communication across differences |
| 6 | Theory cont’d and Case Study (Institutions/Legitimacy) — Case: Google |
| 7 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: Google |
| 8 | Guest Speaker (MNE practitioner) — Leadership practice in global organizations: transformation and cross-border execution |
| 9 | Theory 3: Influence, Conflict & Inclusion — Influence without authority, power/politics, and stakeholder alignment |
| 10 | Theory cont’d and Case Study (Conflict/Voice/Psychological Safety) — Case: TBA |
| 11 | Group Discussion — Structured discussion and short presentations: diagnosis → intervention → metrics — Case: TBA |
| 12 | Theory: Change, Learning & Resilience — Adaptive leadership, knowledge creation, and resilience as learning systems |
| 13 | Theory cont’d and Case Study (Crisis/Integrity/Recovery) — Case: TBA |
| 14 | Final Presentations and Course Wrap-up — Final presentations on selected organization and its leader using the frameworks and concepts learned in this course (e.g., sensemaking and decision-making under uncertainty, culture–institution–legitimacy dynamics, influence/conflict/inclusion, and change/learning/resilience) |
板書 /Writing on the Board
スライド（パワーポイント等）の使用 /Slides (PowerPoint, etc.)
上記以外の視聴覚教材の使用 /Audiovisual Materials Other than Those Listed Above
個人発表 /Individual Presentations
グループ発表 /Group Presentations
ディスカッション・ディベート /Discussion/Debate
実技・実習・実験 /Practicum/Experiments/Practical Training
学内の教室外施設の利用 /Use of On-Campus Facilities Outside the Classroom
校外実習・フィールドワーク /Field Work
上記いずれも用いない予定 /None of the above
At Rikkyo university, one credit is defined as 45 hours of study (including class time). Based on this, students are expected to engage in both pre-class preparation and post-class review.
Students are requested to read material and/or watch videos, contribute to case discussions in class, and submit assignments as instructed by the designated due. Also, given that there is a course-long project, students are expected to work in teams on their project between the sessions. Details are to be advised in class.
| 種類 (Kind) | 割合 (%) | 基準 (Criteria) |
|---|---|---|
| 平常点 (In-class Points) | 100 |
Class Participation & Case Contribution (20%) Individual Reflection Memos (3 submissions)(30%) Group Project Report (20%) Final Presentation(30%) |
| 備考 (Notes) | ||
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
| その他 (Others) | |||||
|---|---|---|---|---|---|
| To be advised in class. |
Be able to actively engage in and enjoy group work and class discussions.
Notebook PC or Tablet PC
Policy on the Use of Generative AI will be instructed in the first session.