Leadership in the 21st century is increasingly requiring individuals who have the versatility to navigate different local networks, cultures, institutions, organizations, and group norms. In this course, scholars will learn about frameworks in sociology and psychology that inform how leaders manage individuals, organizations, as well as their institutional and political environment to effect change in the face of such diversity. In this course, we will cover six main perspectives. The first is how leaders are ecosystems builders. They bring together different organizations around a novel initiative and in so doing shape their institutional environment to their advantage. The second is how leaders are network optimizers. They manage their relationships amongst individuals inside and outside the organization to obtain novel information and build trust, while doing so in a way that minimizes time. The third is how leaders are organization designers. They tailor organizational structures to match their informational and performance demands. The fourth is how leaders are group orchestrators; they form groups in ways that foster diversity while also maintaining healthy amounts of disagreement to foster informative decision-making. The fifth is how leaders are message setters; they craft a message that helps direct their organizations in the midst of rapid change while also inspiring action even amongst those they do not directly supervise.

Our approach is to first provide you with a theoretical framework that can help you understand each of these leadership perspectives. These frameworks will demonstrate where this perspective is most applicable, the tools needed to execute on this perspective, as well as the strengths and weaknesses of utilizing this perspective. We will engage with each of these lenses to leadership through a variety of pedagogical approaches that include lectures, cases from across the world and different organizational contexts, as well as in-class activities and simulations. The takeaways from each perspective can serve as a “handbook” that you can consult well after this course whenever you encounter a key leadership challenge.

Applicable TowardsCore
Department Schwarzman Scholars
Credits 3
Faculty Daniel Armanios


Lead Faculty

Daniel Armanios- Assistant Professor in the Department of Engineering and Public Policy, Carnegie Mellon University

Daniel Armanios is an assistant professor in the Department of Engineering and Public Policy at Carnegie Mellon University. Daniel’s prior professional projects include work in science, non-profit development, public policy, game theory, and organizational theory. Daniel’s work has been presented at numerous conferences, forums, and workshops internationally, leading to journal publications in a variety of management, organizational theory, and scientific outlets such as Biomacromolecules, Business & Society, the International Journal of Technology, Policy, and Management, Sustainable Development, Journal of Infrastructure Systems, Hydrological Processes, Organization Science, Public Choice, and the Strategic Management Journal, as well as reports for NASA, NOAA, and the UN-OHCHR. These works also have led to honors and awards such as being Schwarzman Scholars – Academic Year – 2018-2019 43 named a Goldwater Scholar (2004), a Truman Scholar (2005), an American Helicopter Society’s Vertical Flight Scholar (2005), a Rhodes Scholar (2007), a USA TODAY All-USA Academic First Team Member (2007), a joint Stanford Graduate Benchmark and NSF Graduate Research Fellow (2009-2015), as well as receiving the Best Dissertation Award from the Technology and Innovation Management Division of the Academy of Management (2016).

Daniel’s current research lies at the intersection of institutions, engineering systems, and public policy. More specifically, his research focuses on the institutions that manage the physical and scientific infrastructure necessary for high-tech innovation, entrepreneurship, and development, and how such systems can either exacerbate or alleviate inequality. His research also places an emphasis on transitioning and post-conflict countries in the Global South such as China, Egypt, and Tunisia. To those ends, he uses a mixed methods approach that integrates qualitative and quantitative data to overcome constraints that have historically hindered empirical analyses in these international contexts. His projects include understanding how conflicts between national and local governments affect high-tech innovation and infrastructure maintenance in China and in the United States, as well as how the Arab Spring has affected how state banking infrastructure funds entrepreneurship in Egypt and Tunisia. Daniel holds two Bachelor’s degrees from the University of Pittsburgh in Mechanical Engineering (B.S.) and Political Science (Economics Minor) (B.A), two Master’s degrees from the University of Oxford in Management Research (MSc) and Water Science, Policy and Management (MSc), and a PhD from Stanford University in Management Science & Engineering.



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