In this course we will explore the nature and conduct of organizational leadership in the public sector.   As public sector challenges become increasingly complex, leadership is becoming less about simple authority and more about narratives, learning, trust and collaboration. The course will explore a range of topics within leadership: transactional and transformational approaches, learning and value centred leadership, cross-cultural approaches, gender, power and influence,  self-awareness and emotions in leadership, communication styles to build more effective relationships, teams and collaborative approaches to leadership. Where possible, we will make use of case studies to apply concepts to real-world situations.  Broadly speaking, the course is based on Heifetz et al.’s notion of adaptive leadership which defines leadership as the act of mobilizing people to tackle tough challenges and thrive. This approach thus emphasizes leadership as: a) a behavior not a position, b) an adaptive rather than technical challenge and c) inherently value laden, and d) inherently emotionally challenging. While technical challenges have known solutions, adaptive challenges require changes in values, beliefs and attitudes and usually require collaborative problem definition and resolution. Students will have an opportunity to explore their own practice in the light of these topics through a mix of readings and experiential activities designed to foster self-reflection and practice. Students will be encouraged to apply ideas from the course to their unique personal, organisational and national contexts.