Truly authentic, impactful leadership is more needed today than at any time since World War II. We are in the midst of at least seven societal challenges which call for strong, effective leadership. These challenges are: 1) economic inequality, 2) identity prejudices, 3) the pandemic, 4) abortion rights, 5) threats to democratic principles, 6) Russia's territorial ambitions, 7) immigration policies... and, depressingly, even more challenges.  That said, how are we being led today to address these seven challenges? Sadly, not that well! 

“Leadership” is far too often misunderstood, misattributed, and misappropriated. How do we assess true leadership for leaders and their followers? That is our primary goal in this course.

A secondary goal is to explore participants' personal leadership styles. We all take leadership positions in our decisions and actions as interacting adults. Many of us hold volunteer leadership positions on boards, committees, community groups, religious institutions, or even within our own extended families. Are we effective and, as importantly, do our “followers”, perceive us to be effective?

Among salient questions addressed in our six weeks are:
1) Leaders, born or bred?; Are the words “leadership” and “leaders” synonymous?
2) Must leaders have followers?
3) Why are toxic leaders so passionately followed?
4) Must good leaders also be good managers?
5) What is "360 Degree Leadership Feedback"?
6) What is “Followership”, the emerging new field of research?

Our course will be facilitated through lectures, interactive discussions, PowerPoint, Padlet, and possibly guest presenters.

Steven Noble, PhD, now a Lenox resident, has been a practitioner, researcher, and faculty on “Leadership” for over 40 years, both in NYC and Boston. He recently taught a comparable course through HILR (Harvard Institute for Learning in Retirement) in Cambridge.

Steve has a doctorate in University Administration from Columbia and was trained in 360 Leadership Assessment instruments by the Center of Creative Leadership in North Carolina. Until 2019, he was Adjunct Professor-Leadership at the Questrom School of Business, Boston University where he taught “The Leadership Challenge” to MBA students. He has also been a primary Leadership Consultant to a New York Times Business Editor, Adam Bryant, on his weekly CEO column, The Corner Office.

After graduating from Rutgers, he spent the next two years with the Peace Corps in Tunisia (N. Africa). He has held leadership positions as Assistant Dean of Columbia's Graduate School of International and Public Affairs (SIPA), Senior VP, Birthright Israel, and as Executive Directors of nonprofits focusing on Management Consulting, Strategic Human Resources and Leadership Development.

In semi-retirement, Steve maintains a small, niche consulting practice in Executive Coaching, Career Counseling and Post-Retirement Planning.

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