Leadership & Art of Judgement

It is not only leaders who must exercise judgement; so too must everyone dealing with everyday practical problems that are messy, ambiguous and involve difficult choices. Together with leaders who may have to use their judgement to decide whether to enter an entirely new market or reverse a long-held policy, practitioners are called upon to use their judgement. This may often be when they do not know how to proceed and need to assess the particularity of the situation facing them as well as any general principles that may apply and act in a prudent and responsible manner. Judgement grows with experience; good judgement is a manifestation of wisdom.

In this course we will explore how acts of leadership, especially 'quiet leadership' - namely, behind-the-scenes, ordinary actions in response to practical challenges and dilemmas Ð are shaped by the judgements people make. We will inquire into what is judgement, how it is shaped and developed and the individual as well as organisational conditions in which good judgement flourishes. We will do so by drawing on selected strands of psychology, philosophy, literature and the wider humanities.

By the end of this course, you should be able to:

Appreciate the ambiguity, contradictions and complexity of acts of leadership.
Sharpen your ability to frame problems and choices and weigh what is at stake in particular contexts.
Enhance your self-knowledge.
Sharpen your perceptual skills though great works of literature.
Refine your judgement and sharpen your practical wisdom.
Develop complex capacity to handle ambiguity and complexity in challenging situations in organisations.