Research on Action Learning
Teaching a required course in leadership skills: how to alienate frightened students.
Friedman, S. D., 1993.
Paper presented, Organization Behavior Teaching Conference.
This workshop is designed as a dialogue about (a) why some students fail to engage fully in a required course in leadership skills and (b) what I've learned about increasing student commitment... Critical issues include: students' anxieties about giving and receiving feedback; the impact of grades; questions about the relevance of course content for business leadership; and the socio-cultural context within which the course is embedded.
Education or service? Coping with conflicts in student consulting project goals.
Friedman, S. D., 1990.
Organization Behavior Teaching Review, 14 (4): 63-77
Addresses some of the challenges encountered in using student consulting projects as one element of an elective MBA class on human resource management, focusing on the role conflicts experienced by class members, representatives of host organizations, and the faculty member teaching the class.
Institutional dynamics of action research.
Tichy, N. M. and Friedman, S. D., 1983.
In R. Kilmann (Ed.), Producing useful knowledge for organizations. NY: Praeger, 395-415
Explores the merits and issues of action research, which uses influence as a research tool. Presents a model for an institutional base for action research.
Learning leadership from experience.
Friedman, S. D.
The Wharton School, University of Pennsylvania.
Presentation on the evolution of leadership training at Wharton.
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