Leadership & Influence

““Fundamentally, real leadership gets people to confront reality and change values, habits, practices, and priorities in order to deal with the real threat or the real opportunity the people face. It facilitates improvements in the human condition…” Dean Williams, 2005

Download the course outline here: VCUG2002 Course Outline 2017


A final presentation in Leadership & Influence, Semester 1 2012

Course Guide

Leadership and Influence is a unique course that gives you the opportunity to directly ask questions of people who have created and provided real leadership in major change in their own fields. Guest lecturers include prominent leaders in the military, law, business, education, Indigenous justice, science and social movements. Leadership and influence aren’t things you can learn from a textbook, so get ready to learn from the students around you and the situations you’ll be placed in throughout the semester. You’ll have plenty of opportunities to develop your own abilities to lead and influence, focusing on areas like working with and through conflict; collaboration and coalition-building; thinking strategically; and staying purpose-driven through complex issues. For more information about the course structure, see Programs and Courses (2016 link here).

Face-to-face activities & locations

  • Panels – Thursday 5pm to 7pm in Forestry 102, Level 1, Building 48, Daley Road Please come to the panel having done the topic’s reading.
  • Tutorials – Wednesday 9am-11am, 1pm-3pm, 3pm-5pm, in Hancock 2.25 or 2.22. Please come to the panel having done your tutorial ticket, which is a group project response to the topic.
  • Workshops – Tuesday 5pm to 7pm in Hancock 2.25  (you only need to attend once through the semester, the week before you co-facilitate your tutorial topic – in pairs – please come having read the topic material and bring an additional resource on the topic). 

The class schedule details the weekly topics, speakers and required readings.

Preliminary reading

Before starting the course, please read one of the following:

  • Ron Heifetz, “Part One: Setting The Frame” in Leadership Without Easy Answers (Harvard University Press, 1994) pp. 11- 48.
  • Dean Williams, Chapter Two:  Diagnostic Work: Determining the principal challenge – in Real Leadership: Helping People and Organizations Face Their Toughest Challenges (Berrett-Koehler, 2005).
  • Neil Sutherland, Anti-Leaders(hip) in Social Movement Organizations:  The case of autonomous grassroots groups, 2013.


Prof. Giles Hirst (Profile)
Chair of Leadership
Email: giles.hirst@anu.edu.au

Jonathan Tjandra VCUG2002 Tutor
Email: jonathan.tjandra@anu.edu.au