Dimensions of Leadership

DIMENSIONS OF LEADERSHIP:

AN EXPLORATION OF BUSINESS AND FINANCIAL LEADERSHIP; LEADERSHIP WITHIN STATE AND INTERNATIONAL LAW; LEADERSHIP WITHIN GLOBAL GOVERNANCE AND INTERNATIONAL RELATIONS

LADY MARGARET HALL, OXFORD I offer you my warmest greetings to Lady Margaret Hall, Oxford. I am delighted that you can join us for this course entitled Dimensions of Leadership. The University of Oxford has a distinctive collegiate formation, an arrangement within only a few universities worldwide. The colleges which make up Oxford University are self-governing institutions which are both academic and social communities for our undergraduates and graduates. We extend a generous welcome to all of our guests from Xi’an Jiaotong University and hope that you will think of LMH as your home for the next three weeks.

We are very pleased to be working for the first time with Xi’an Jiaotong University, a university which, like ours, has an impressive reputation globally and whose students will be the leaders of the future. It is due to this global reputation that our academic programme will focus on those aspects of leadership which will increasingly play a vital part in international affairs. Your participation within the programme will result in an increased understanding of what it means to be a leader in the twenty-first century and the issues which will face you, our global leaders of the future.

Lady Margaret Hall is one of the most forward-thinking colleges in Oxford. It is a leader in its commitment to social fairness. It was the first college to allow women to enter Oxford University, and is now at the forefront of outreach within the University. Most of all, our lecturers and tutors are leaders in their field and we hope to inspire you during your time here to strive towards similar excellence in your own work and careers.

Dr Benjamin Skipp, Director of Visiting Students, Lady Margaret Hall, Oxford

Course design

The course has been designed around three broad themes which provoke stimulating questions within their own limits but also connect to each other through the overarching notion of leadership. These themes include: business and financial management; international and national legal frameworks and agreements; international relations and global governance. Each of these themes is taught through a wide-ranging series of modules and have been selected because of their relevance to leadership studies, as well as their usefulness for leaders of the future.

Business and Financial Management

- Essence of Leadership - Gender and Leadership - Limits to Leadership - Business Leadership in Climate Policy - Artificial Intelligence in Finance and Economics

International and National Legal Frameworks and Agreements: Case Studies

- Leadership and Global Universities - International Criminal Justice - Political Leadership in the United States - UN Security Council and Use of Force

International Relations and Global Governance

- Foreign Policy Making and International Leadership - Leadership in Chinese Foreign Policy - African Leadership and Agency - Model Constitutional Convention

While you are here, you will experience what it is like to learn in a similar way to Oxford undergraduates. This means that you will experience a combination of lectures, small-group teaching (called seminars) and short individual tutorials. All of these different modes of learning will encourage you to think independently and critically.

Our lectures are the vehicle through which information is shared and explained by an expert to the group. These will provide you with up-to-date information and cutting-edge research. You are welcome to take notes on the lectures and encouraged to read any suggested texts by the lecturers to enable you to follow the thread of the lecture.

Smaller seminars are used to provide you with an opportunity to be led by a researcher into discussions relating to the material from the lectures in more depth and detail. There will also be an opportunity to be taught through a tutorial which is a specific Oxford system of learning. Here you will enter into one-on-one discussion in order to voice ideas and scholarly debate.

Assessment

The purpose of the course is to encourage you to think critically about leadership. This means not only absorbing the information and ideas provided to you by lecturers and texts, but to interrogate such ideas yourself on the basis of evidence and logical argument. In order to get the most from this course it is imperative that you engage with the material both in discussion and through written forms.

• Oral contributions to seminars, lecture questions-sessions and tutorial discussions (25%)

You shall be assessed on the quality of your spoken contributions. This is particularly important within seminars where you can contribute freely to the discussion. We shall not necessarily be assessing the sophistication of your spoken English,1 but we shall assess your ability to persuade others, your flexibility in responding to debate and the pertinence of any questions asked.

• Weekly forum posts of 300-500 words each (20%)

We have created an online forum which will enable you to post short ‘blogs’ which should reflect your thoughts on what you have been learning each week. Guidance will be offered as to what will make suitable subjects for forum posts, but they may include a summary and discussion of a particular line of argument from a lecture, or a critique or a particular author or article you have read. You must write one forum post per week.

• Model Constitution Convention (25%)

The Model Constitution Convention (MCC) simulates the process by which a constitution is formed. You will be assigned to a team and given a particular task in the preparation of material for the convention. There will be a training session during the programme to help you prepare.

• An essay of up to 1500 words max (30%)

You are required to submit an essay of compact length on a title from a given list. Essays are independent pieces of work and should be original. They should be broadly based on material presented throughout the course, although there is room to include an example or case study of personal interest which may apply the ideas to areas beyond the course.

1 Although this is a course delivered in English, we appreciate that English may not be your first language. There will be translators on hand to help you if there is a key point you wish to make but are unable to find the precise language to express your ideas. Essay titles

You must write an essay on one of the following titles. You may draw on examples and ideas encountered in any of the lectures of the course.

1) What defines and legitimizes a leader? 2) To what extent is successful leadership dependent upon the abilities and personality of the leader, and to what extent dependent upon the context in which leadership occurs? 3) What do you consider to be the main challenges for leaders in your lifetime? 4) Using a leadership ‘case study’ of your choice, explain why you think the leadership displayed was successful or unsuccessful. 5) How do attitudes and values of followers constrain and shape leadership behaviour? 6) Examine the role of ‘resources’ (which may include institutional resources, technologies, military resources, legislative bodies) within leadership. 7) If you were a leader (for example of the US, China or a European country) what would you see as your goals and how would you go about achieving them?

Marking criteria

Total Description Mark (%) 80-100 Outstanding work produced. Both written and spoken elements show full understanding of the core issues presented within the lectures as well as an ability to think critically and imaginatively, applying thought to new case studies and ideas. MCC contributions are well-prepared and persuasive. All work submitted on time and full attendance. 70-80 Excellent work, showing a good understanding of the ideas presented in lectures and seminars. Written and spoken elements will mostly reveal engagement with case studies in a sophisticated way. Contributions in MCC show capable handling of material. All work submitted on time and full attendance. 60-70 Very good work which often reveals insight into the issues under discussion. There may be a few confused elements but overall there is understanding of the main themes and ideas presented in the lectures and reading. Good effort is revealed in MCC. All work submitted on time and full attendance. 50-60 Good work is sometimes shown, and there is clear effort in evidence in written and oral presentations. There may be one or two fundamental misunderstandings of the material but overall there is secure grasp of the issues under discussion. Attitude to learning is often keen. All work submitted on time and full attendance. 40-50 On balance, the work shows a secure grasp of the main themes of the course, although frequently it will lack some security. Effort is sometimes registered in oral contributions and MCC. Work submitted on time and full attendance. 20-40 Work is of satisfactory quality overall, although there will be frequent errors of understanding. Effort in lectures is not regularly noted and there may be some late work handed in or left incomplete. Full attendance is noted. 1-20 Work is of poor standard and shows little or no understanding of the topics under discussion. Work will often be handed in late or not completed. Attendance may not be achieved. 0 Work is not completed. Full attendance is not achieved.

Certification

All students who have full attendance will receive a certificate of attendance.

Students who have full attendance and a mark of 20-40% will receive a certificate of attendance and successful completion.

Students who have full attendance and a mark of 40-60% will receive a certificate of attendance and successful completion with commendation.

Students who have full attendance and a mark of 60-70% will receive a certificate of attendance and successful completion with merit.

Students who have full attendance and a mark above 70% will receive a certificate of attendance and successful completion with distinction.

Outcomes

The system of education at Lady Margaret Hall, and at Oxford University more broadly, is one that emphasises personal ownership of learning and development. You will have time each time to read, take notes and to plan your written work. By the end of the course you will have developed your time-keeping skills and personal ability to organise your workload.

By the conclusion of the course Lady Margaret will have helped you to achieve the following outcomes. You will have:

Participated in a short course designed to reflect the teaching as experienced by Oxford undergraduates reading for degrees in the social sciences and law;

Expanded your thinking about the nature of leading in various business or economic, legal and political contexts. You will have a better understanding of the limits, challenges and opportunities of leadership supported by discourse on the subject;

Produced a body of work to reflect and consolidate your learning. This will include up to 3000 words of essay and blog posts, as well as the extensive notes and annotations which you will take in response to lectures and articles;

Developed your time-management skills and independent habits of working according to the academic values of Lady Margaret Hall and the University more broadly;

Increased confidence in your ability to communicate ideas in both written and spoken English and to interface well with colleagues in small teams. You will have an improved ability to network in English.

***

DIMENSIONS OF LEADERSHIP:

AN EXPLORATION OF BUSINESS AND FINANCIAL LEADERSHIP; LEADERSHIP WITHIN STATE AND INTERNATIONAL LAW; LEADERSHIP WITHIN GLOBAL GOVERNANCE AND INTERNATIONAL RELATIONS

COURSE OUTLINE:

Week 1: Business and Financial Leadership

Module 1.1: Essence of Leadership, Prof Dana Brown

The opening session of the programme will raise some of the key questions about leadership. What is a leader? How is it different from being a manager? Why do organisations need leaders? We will also explore some of the qualities of leaders, focusing on recent theories on the value of emotional intelligence, with a particular focus on the business context.

Critical questions:

What are the differences between leadership and management? Are good leaders born or made? What is ‘emotional intelligence’ and is it necessary for effective leadership?

Reading:

Kotter, John. “What Leaders Really Do,” Harvard Business Review (December 1, 2001). Goleman, Daniel, “What Makes a Leader,” Harvard Business Review (January 2004).

Module 1.2: Gender and Leadership Prof Dana Brown

In this session, we explore the relationship between identity and leadership, mainly through the lens of gender. In an introductory lecture, we will explore some of the key questions and issues relating to women in leadership, reflecting on the qualities of leaders that we explored in the morning. We will explore the concept of ‘authenticity’ and consider how this relates to effective leadership. We then delve further into this topic through reading and discussion of a business case study focused on a black female leader in the highly competitive investment banking industry. Students must read the case and consider the case questions listed below. Seminar Case study:

Lakshmi Ramarajan and Alex Radu, “Carla Ann Harris at Morgan Stanley” Harvard Business Review 2014.

Critical questions:

Is gender an important determinant of leadership qualities? Do women face unique obstacles as leaders or in becoming leaders? What other ‘identities’ matter in leadership? What does it mean to be an ‘authentic’ leader?

Further Reading:

Ibarra, Herminia, “The Authenticity Paradox,’ Harvard Business Review (Jan 1, 2015). Ibarra, Herminia, Robin J. Ely, Deborah Kolb. “Women Rising: The Unseen Barriers”, Harvard Business Review (September 1, 2013).

Module 1.3: Limits to Leadership Dr James Doherty

This session will offer a contrasting perspective to historical examples of strong leadership. We will consider some of the limits of leadership, what leadership looks like and whether leadership is always present or even desirable. We will also look at some of the ways in which leadership may or may not manifest itself in politics, in social strata, in leadership by stealth, and – underpinning this – in regulation, in finance and in development.

In the second half of the lecture we consider six cases of contemporary and historical interest.

1. The failure of successful leadership. Unanticipated outcome. 2. The success of failed leadership. Heroic leadership in Japan. 3. Slave as leader. Leadership by machine. 4. Leader as slave. A Stoic view. 5. Invisible leadership. Nudging. 6. Dispersed leadership. Financial markets.

Seminar reading:

Authers, John. “Indices don’t just measure markets - they drive performance,” Financial Times, 25/06/2018. Kahneman, Daniel. “The Characters of the Story,” in Thinking Fast and Slow (Penguin: London, 2011). Sunstein, Cass. “Paternalism and Autonomy,” in Why Nudge: The Politics of Libertarian Paternalism (Yale University Press: New Haven, 2012). Critical questions:

Does the market have a leader? Which investment method is superior? Carl Icahn, or Warren Buffet? Or something else?

Further Reading:

Bassiouni, M. Cherif. “International Recognition of Victim’s Rights,” Human Rights Law Review 6 (2006), 203-279. Jasini, Rudina. “Victim Participation and Transitional Justice in Cambodia: the case of the Extraordinary Chambers in the Courts of Cambodia (ECCC)” Impunity Watch (April 2016).

Module 2.3: Political Leadership in the United States: Exercising Power in a Separated System Prof Gillian Peele

The lecture will examine the difficulties of modern governance in the United States by focussing on the constraints which the separation of powers system places on the executive and on the way Presidents seek to provide the leadership which the nation now expects from the White House. It will discuss the different strategies which Presidents use to implement their policy agenda and assess their various advantages and disadvantages. It will explore the different interpretations of the presidential role promoted by recent presidents and will examine the distinctive approach to the office of President Trump.

In the second part of the morning the lecture will look at the extent to which Congress retains significant powers and how Congress has changed in recent years. It will finally explore the constitutional role of the Supreme Court both as a check on the other institutions of government and as an agenda setter in relation to individual rights.

Critical Questions:

Why do U.S presidents find it so hard to implement their policies? How effective are the formal checks on an American president? What factors affect how successful an American president will be in exercising leadership? In what ways does the existence of a written constitution and a powerful Supreme Court shape the US system of government?

Seminar Reading:

Peele, Gillian. “An Emerging Constitutional Debate,” in Peele, Gillian, Christopher Bailey, Bruce Cain, Jon Herbert and Guy Peters (eds.), Developments in American Politics 7 (London: Palgrave, 2014).

Further Reading:

Selected chapters in Developments in American Politics 8: “Chapter 7: The Presidency,” “Chapter 8: Congress,” “Chapter 9: The Supreme Court.”

Module 2.4 The authorization of the use of force by the UN Security Council Sir Franklin (Frank) Berman

In this special lecture, Oxford University’s Visiting Professor in International Law Sir Frank Berman QC will lead a talk followed by discussion with participants. The lecture will draw on Sir Frank’s experience as Legal Adviser to the Foreign and Commonwealth Office, a position from which he retired to join the Law Faculty in 2000. His subject will be leadership in situations in recent history concerning the legality of force by the UN Security Council. The lecture will focus on the Gulf Wars of 1990 and 2003 (the invasion of Iraq), as well as exploring the Chilcot Report and subsequent developments of Security Council practice.

You are advised to carry out some independent research and reading covering the Gulf Wars and the Chilcot Report which was released in 2016. The Chilcor Report was an Inquiry into Britain’s part in the Iraq War, under the premiership of Tony Blair.

Week 3: International Relations and Global Governance

Module 3.1 Introduction to Foreign Policy Making and Leadership in Politics and International Relations Dr Jérôme Doyon

This introductory session will explore the main schools of International relations theories as to assess their explanatory power. We will see to what extent realist, liberal, and constructivist perspectives leave space for individual agency, domestic factors, and political leadership. Based on empirical examples from the East Asia region, this lecture will argue in favour of theoretical eclecticism as a way to embrace the diversity of today’s international sphere.

This lecture aims at defining leadership in the context of politics and international relations. We will explore the resources, processes and skills at the foundation of leadership. Adopting an actor-centred approach, we will also examine the perspectives of the various players in a leader- follower relation. Exploring different models of leadership, this lecture finally raises the question of the leader’s agency in various institutional context.

Seminar Reading;

Allison, Graham. Essence of Decision: Explaining the Cuban Missile Crisis 2nd ed. (New York: Longman, 1999), Chapter One.

Critical Questions:

Do policy-making processes matter in international relations? Can one school of thought explain the state of international relations? Do individual leaders matter in International relations? Are there unique features to political leadership?

Further Reading:

Edwards, George. The Strategic President: Persuasion and Opportunity in Presidential Leadership (Princeton: Princeton University Press, 2012), Chapter 1.

Module 3.2 Leadership in Chinese Foreign Policy: a Historical Perspective, & Foreign Policy Making Actors in Contemporary China Dr Jérôme Doyon

After discussing the notion of political leadership in a global context, this lecture aims at clarifying the notions studied by focusing on the Chinese case. In addition to providing empirical foundations for our study of leadership, this lecture will also allow us to question the universality of the notion. It will raise the issue of the existence, or not, of culturally-specific types of leadership. It will also highlight how modes of leadership evolve with the institutional context. For the last lecture of this series, we will focus on the contemporary Chinese Party-State as to underline the diversity of actors and influences at play in decision-making. We will complexify the picture, underlining that even in a State largely presented as highly centralized, political leaders cannot avoid engaging with ideas and actors from the bureaucracy, and beyond. This lecture will also give us the opportunity to discuss the main schools of international theory existing in China today.

Seminar Reading:

Scobell, Andrew and Wortzel, Larry (eds.) Chinese National Security Decisions Making under Stress (September 2005).

Critical Questions:

Is there a unique Chinese understanding of leadership? Can historical traditions explain contemporary leadership styles? Does public opinion matter in Chinese foreign policy? Is there a Chinese political “worldview”?

Module 3.3 African Leadership and Agency in International Relations Dr Folashadé Soule-Kohndou

Many authors in international relations treat Africa as either weak in great power politics, or as subject of great power domination. This lecture aims to introduce you to Africa's international relations, African-centric perspectives and strategies which challenge traditional academic approaches and seeks to locate Africa's foreign policies practices not merely in processes of imperial domination but also in African configurations in global politics - in order to have an impact and weight in asymmetrical relations. The first part of the course will seek to explore how international relations understands African politics and the second part will detail through the study of a specific case-study how Africa challenges some of the ways in which we think about international relations.

By the end of the lecture, the students should have preliminary tools to (1) demonstrate knowledge of a variety of issues pertaining to Africa's international relations and how these issues relate to perspectives on Africa, African “agency”, and the position of the continent in the international system; (2) Identify and debate the role of different actors and processes involved in the international relations of Africa and (3) articulate persuasive arguments that integrate empirical and theoretical material and enable constructive and critical discussion.

Critical questions:

How does the study of international relations locate and understand Africa in the international system ? What are the varieties of African agency in international relations? How do African state actors negotiate with development partners among which China ? To what extent do they influence the negotiation outcomes/ exercise agency, get better terms and exert leadership on the agenda?

Seminar Reading:

Whitfield, Lindsay and Fraser, Alastair. “Negotiating Aid: The Structural Conditions Shaping the Negotiating Strategies of African Governments,” International Negotiations 15 (2010), pp. 341-366.

Lecture Reading:

Brown, William. “A Question of Agency: Africa in International Politics,” Third World Quarterly vol. 33, no. 10 (October, 2012), pp. 1889-1908.

Module 3.4 Model Constitutional Convention Dr Udit Bhatia, Research Fellow, Jesus College, Oxford.

The Model Constitutional Convention (MCC) is aimed at giving students an understanding of the complex world of constitution-making. During the session, we will debate some of the most complex constitutional questions that have been raised in democratic states around the world. But enacting constitutions, like all other political activities, is not merely a theoretical exercise. It inevitably involves difficult negotiations and bargains by different parties and groups, each of whom enter such processes with their interests in mind. The MCC will also help students understand this dimension of constitutionalism, dividing them into different political parties with competing views on how the constitution should be drafted. We will debate a model constitution for a hypothetical country based on the agendas that have been assigned to you. The aim of the MCC is to try and agree on a resolution that lays down basic principles for the model constitution. A resolution can pass only if it has the support of 2/3rds of the participants. Members of every team will vote in their individual capacity.

All teams are requested to prepare a 3-minute presentation on the topic assigned to them. They may use Powerpoint presentations or other digital media for this purpose. Teams will be called to present their speeches at the chairperson’s discretion.

Much of the discussion will take place in a group-discussion format. Rules of Procedure for this will be explained in greater detail at the training session. Members of the MCC will propose an agenda for group discussion (which can be the topic allotted to your team or a specific aspect of the topic allotted to your team). If a majority of the MCC votes to discuss that topic, it will be taken up for 15 minutes unless there is a motion to extend the discussion. If a motion for extension has the support of a majority, then the topic will be discussed for another 5 minutes. A group discussion on any specific topic can only be extended twice.

At the chairperson’s discretion, or a vote of a simple majority, formal discussion will be suspended to give teams some time to negotiate and prepare a draft resolution. At such point, members can interact informally, and lobby with each other to build consensus. Formal discussion must resume promptly when the chairperson calls the assembly to order. The informal session must last no more than 15 minutes at a time. An appeal for extension for 5 minutes can be made to the chairperson, and must be supported by a simple majority. Only two such extensions are possible at one time before resumption of formal proceedings.

Participants must use courteous language during the MCC. You may not speak unless it is your turn to do so. If you wish to interrupt a speaker, you may raise your hand for a ‘point of inquiry’ (if you wish to seek some clarification) or a ‘point of order’ (if some procedural rule has been violated by the speaker or the chairperson). The speaker will only be asked to respond if the chairperson deems the point in order.

Resource:

The following website allows you to compare constitutions from across the world: https://www.constituteproject.org/ This might be of interest for your preparation before the MCC. You may refer to constitutional provisions in other countries to support arguments you make during the MCC

Full bibliography available on weblearn, Dimensions of Leadership. LECTURERS, TEACHING ASSISTANTS, PROGRAMME STAFF AND PARTICIPANTS

LECTURERS

Sir Franklin (Frank) Berman, Visiting Professor of International Law, Oxford

Sir Franklin (Frank) Berman joined HM Diplomatic Service in 1965 and was the Legal Adviser to the Foreign & Commonwealth Office from 1991-99. He is Visiting Professor of International Law at Oxford and the University of Cape Town. His 50-year career in international law and diplomacy has spanned a wide and varied field, including settlement of disputes; the law of treaties; State responsibility; diplomatic and State immunity; maritime delimitation; the law of the Continental shelf; outer space and nuclear energy; the law of international organisations; the UN Security Council; the laws of war and neutrality; international criminal tribunals; and numerous other areas He is a member of numerous committees in the legal field, and is Chairman of the Trustees of the British Institute of International & Comparative Law.

Dr Udit Bhatia, Research Fellow, Jesus College, Oxford, and Lecturer, Lady Margaret Hall, Oxford.

Dr Bhatia is a political theorist whose research focuses on normative democratic theory, comparative constitution-making, and social epistemology. Before coming to Oxford, he completed an MPhil in Politics and Education (Distinction) at the University of Cambridge, and an MA in Legal and Political Theory (Distinction) at University College London. My first degree was in Philosophy (First Class Honours) from St. Stephen's College, University of Delhi. My doctoral research is funded by a DPIR studentship (tuition fees and living expenses).

Prof Dana Brown, Principal of Leicester Castle Business School and previously Clore Fellow of Management, Lady Margaret Hall, Oxford.

Professor Dana Brown was awarded a Rhodes Scholarship to study at St Antony’s College, Oxford University. She later earned her PhD in Political Science from the Massachusetts Institute of Technology (MIT). After her PhD she was appointed as University Lecturer in International Business at Saïd Business School and Clore Fellow of Management at Lady Margaret Hall, Oxford University. Prof Brown joined Dr Montfort University (DMU) in March 2016 as the founding Principal of Leicester Business School.

Dr James Doherty, Regulatory Policy Institute, Oxford

Dr James Doherty is Senior Research Associate for the Regulatory Policy Institute, Oxford and Visiting Student Tutor at Lady Margaret Hall and St Catherine’s Colleges, Oxford. He completed his doctorate in Management, Corporate Governance and Control at Pembroke College, Oxford as well as an MBA in Finance and Marketing. Dr Doherty has previous professional experience in Equities and Derivatives for Robert Flemming, as well as teaching experience in Oberlin University. He has been awarded the Ishikawa Fellowship from the Institute of Transport Statistics, Tokyo and in addition is a gifted linguist.

Dr Jérôme Doyon, Departmental Lecturer, Contemporary Chinese Studies, School of Interdisciplinary Area Studies, Oxford.

Dr Doyon’s research focuses on Chinese domestic politics, in particular the Party-State apparatus, elite politics, political youth organizations, and the management of ethno-religious minorities. Prior to joining SIAS at Oxford University, ne was a Chiang Ching-kuo Postdoctoral Fellow, based at the SOAS China Institute. He received his PhD in political science from both Columbia University and Sciences Po. HIs dissertation, titled Rejuvenating Communism: the Communist Youth League as a political promotion channel in post-Mao China, analyses the evolution of the Party’s youth organizations as recruitment channels for young officials. Prior to his doctoral studies, Dr Doyon published a book (in French) on the Party-State’s management of Islam in Jiangsu province. He is also an Associate Fellow at the European council on Foreign Relations (ECFR). For several years Dr Doyon was the editor of ECFR’s publication China Analysis.

Dr Matthias Qian, Departmental Lecturer at the Department of Economics, Oxford and Lecturer in Economics, Lady Margaret Hall, Oxford

Matthias Qian is a Departmental Lecturer at the Department of Economics at the University of Oxford. He is a Fellow at the Oxford-Man Institute of Quantitative Finance. Matthias’ interest lies in innovative time-series algorithms which he applies to macroeconomics and financial datasets. Prior to his appointment at Oxford, he has built algorithms at Goldman Sachs, has written the big data strategy for the car insurance business of Allianz in China, and has calculated the business case of a Li-Ion battery plant in Germany while at the Boston Consulting Group. During his undergraduate years, he studied in Karlsruhe, Singapore and Berlin. He has a MPhil and DPhil in Economics from Oxford University.

Dr Rudina Jasini, Economic Social Research Council Fellow, Faculty of Law, Oxford.

Rudina Jasini is an attorney and researcher specialising in international criminal law and human rights law. As an Economic Social Research Council (ESRC) fellow at the Faculty of Law, she is currently leading with Prof Carolyn Hoyle the ESRC Impact Acceleration Award (IAA) project "Advancing the Impact of Victim Participation at the International Criminal Court: Developing Avenues for Collaboration'' in cooperation with the International Criminal Court Office of Public Counsel for Victims and the International Criminal Court Bar Association. In addition, Rudina has taught tutorials in public international law at Oxford University. She is the recipient of numerous academic awards and has presented her work at various conferences and

symposia. Rudina holds a DPhil and an MSc in Criminology and Criminal Justice from Oxford University, an LLM in International Legal Studies from Georgetown University Law Center and a BA in Law from the University of Tirana.

Prof Ewan McKendrick, Registrar, Oxford University and Fellow, Lady Margaret Hall, Oxford

Ewan McKendrick, BCL, MA, LLB (Edinburgh), QC (Hon), Barrister of Gray's Inn is Registrar of the University of Oxford, Professor of English Private Law, Fellow of Lady Margaret Hall.Formerly: Professor of English Law, University College London, 1995-2000; Fellow of St Anne's College, Oxford and Linnells Lecturer in Law in the University of Oxford, 1991-1995; Lecturer in Law, London School of Economics and Political Science, 1988- 1991; Lecturer in Law, University of Essex,1985-1988; Lecturer in Law, University of Central Lancashire, 1984-1985. He is a member of the Editorial Advisory Board of the Journal of International Banking and Regulation Law. He is a member of Chambers at 3 Verulam Buildings, Gray's Inn, and a Bencher of Gray's Inn.

Prof Gillian Peele, Emeritus Fellow in Politics, Lady Margaret Fellow, Oxford

Gillian Peele is an Emeritus Fellow of Lady Margaret Hall and Emeritus Professor of Politics. She is the author of many works on British, American and comparative politics including most recently (with David Hine) The Regulation of Standards in British Public Life (2016) , David Cameron and Conservative Renewal(edited with John Francis ) and Developments in American Politics 8 (2018) I have served on a number of public bodies and academic editorial boards.

Prof Peele has curated and overseen the development of Dimensions of

Leadership course for Xi’an Jiaotong University.

Dr Folashadé Soule-Kohndou, Research Fellow, Oxford-Princeton Global Leaders Fellowship Programme, Oxford.

Dr. Folashadé Soulé is a postdoctoral researcher at the University of Oxford (Oxford-Princeton Global Leaders fellowship programme). She holds a PhD in International Relations from Sciences Po Paris. During and since defending her PhD, she has been a postdoctoral researcher at the London School of Economics (LSE), and a part-time Lecturer in International Relations and Political Science. Folashade's current research investigates the negotiation practices of francophone African governments when dealing with China (infrastructure projects). She has published several articles in peer-reviewed journals. As a policy-facing academic, connecting policy and research, she has been acting as an international strategy consultant for the OECD, the French Development Agency (AFD), the Presidency of Benin, and consultancy firms (Ernst&Young, Deloitte). She has also trained young diplomats and military civil servants in Bamako, Mali in methodology and analytical tools in international relations.

Dr Bettina Wittneben, Lecturer in Management, Hertford College, Oxford and Adjunct Faculty, Saïd Business School, Oxford

Dr Bettina B.F. Wittneben is an award-winning researcher and passionate lecturer in Management Studies. She has worked in six universities, five countries and four languages. She publishes both in academic journals, such as the Academy of Management Journal, as well as in practitioner journals, such as Energy Policy. Bettina has chaired numerous conferences, edited special issues and set up cutting edge workshops on climate policy. She has advised the United Nations, European governments and industry. In the past, Bettina has held positions at the Rotterdam School of Management and the Wuppertal Institute of Climate, Energy and the Environment. She researches institutional change in the field of climate and energy policy.

Bettina obtained her PhD in Strategic Management at the University of Cambridge’s Judge Business School. She is teaching faculty at Oxford's School of Geography and the Environment.

TEACHING ASSISTANTS

David M.F. Hagebölling, Leadership within International Relations and Global Governance

David Hagebölling is Economic and Social Research Council Scholar and doctoral candidate at Oxford’s Department of Politics and International Relations and member of St Antony’s College, Oxford. From April to June 2018, he was a Visiting Researcher at the WZB Berlin Social Science Research Center. David’s research examines the formation of Strategic Partnerships between states, a post-Cold War diplomatic instrument commonly used to align foreign policy and structure bilateral relations. Previously, David was Adam von Trott Scholar at the University of Oxford, where he completed his MPhil. He holds a BA Diploma from Sciences Po Paris (summa cum laude) and studied at the London School of Economics and Political Science (LSE), Fudan University, and the University of Cologne.

Eva Hoffman, Leadership within Business and Financial Management

After a BA in Human Biology and an MSc in Mechanical Engineering Design at Stanford University, Eva spent three years with d.light Design creating affordable solar technology that has impacted millions of lives. As technology advances and the world becomes more connected, Eva is excited to help define how life-changing products are created and delivered in emerging economies. To get a deeper understanding of the dynamics that control this, Eva decided to pursue an MBA, and was attracted to Oxford by its focus on social enterprise and commitment to building a better world. As a designer obsessed with sustainability and social impact, Eva is passionate about bringing world-class design to customers at the bottom of the pyramid.

Mary Jiyani, Leadership within State and International Law

Mary is an MPhil candidate in law at the University of Oxford and will begin her DPhil in law in the next academic year. Prior to this, she completed the Bachelor of Civil Law (Oxon) on the Rhodes Scholarship. She obtained her undergraduate LLB degree from the University of Cape Town after which she was awarded the Mandela Rhodes Scholarship. At the University of Cape Town, she worked as an intern in the Refugee Rights Unit, a tutor in the Legal Reasoning and Writing Project and a Teaching Assistant in Comparative Legal History. She currently is an Academic Teacher on Oxford Royale’s Law Preparation Course and has worked as a Teaching Associate in Law at Oxford Brookes University. Her interests lie in Comparative Law, Legal History and International Law.

PROGRAMME STAFF

Dr Benjamin Skipp, Director of Visiting Students, Lady Margaret Hall, Oxford. Dr Benjamin Skipp is the Director of Visiting Students at LMH. He has oversight of the Visiting Student academic programmes throughout the year and is steering Dimensions of Leadership. He is really excited to be working for the first time with students from Xi’an Jiaotong University, an institution with whom LMH is proud to partner. Dr Skipp is a musicologist and has been teaching at Oxford since 2009. He looks forward to welcoming you. His office is in Deneke 64 and is always happy to discuss any work-related issues or problems.

Mr Nabil Hudda, Project Manager, Lady Margaret Hall, Oxford. Nabil Hudda decided to pursue his tertiary education in Hong Kong in order to learn more about Asia from an on-the- ground perspective. At HKU, I graduated with a BA (Hons) in China Studies and Global Studies, where my focus of interests were the international relations of East Asia and Chinese politics; undertaking exchange studies in South Korea, Japan and mainland China as part of my programme. He has completed an MPhil in International Development at Oxford, my thesis focusing on refugees straddled along the China-Myanmar border.

Flair Donglai Shi (施东来), Vacation Programme Academic Associate, The Queen’s College Oxford. Flair is a DPhil candidate in English at the University of Oxford. His thesis focuses on the Yellow Peril as a traveling discourse in modern Anglophone and Sinophone literatures. His research interests include postcolonial and queer theories, Victorian literature and modern East Asian literatures. His articles have been published in many academic journals, including Women: A Cultural Review, CLEAR (Chinese Literature: Essays, Articles, Reviews), Comparative Literature & World Literature, and Subalternspeak. He is currently working on an edited volume in Ibidem's World Literature Series entitled World Literature in Motion: Institution, Recognition, Location.

Tess Dupont, Residential Advisor. Tess is currently an undergraduate reading Classics at Lady Margaret Hall. Her degree involves studying the literature, history, philosophy, language and culture of Ancient Greece and Rome. When not studying, Tess likes to spend time in the LMH gardens, be it playing football, painting, playing the saxophone or just relaxing by the river with friends. She also love to cook!

Penghao Duan, Residential Advisor. Penghao is currently a DPhil student reading Engineering science at Lady Margaret Hall. His research focuses on the jet engine design: he and his team are proposing a cleverer way to design the engine blade with the help of the AI. When not doing research, Penghao loves reading history books, playing computer games (Starcraft, Warcraft, Civilization, etc.), rowing and sleeping. His hometown, Dunhuang, is very close to Xi'an and he is looking forward to making friends with students from Xi’an.

Robert Hartland, Residential Advisor. Robin has just finished his second year studying physics at LMH. Robert grew up in London and can suggest all sorts of things to do there and in Oxford. In his two years in Oxford, he’s been involved with everything from college choir to managing the university symphonic band. He hopes very much that you enjoy your time at LMH and learn a lot from the summer school.