Photo of Stewart Friedman

Stewart Friedman

Practice Professor of Management

Director, Wharton Work/Life Integration Project

Research Interests: work/life integration, leadership development, dynamics of change

Links: CV, Work/Life Integration Project, Twitter @StewFriedman, Total Leadership, HBR Blog


  • MGMT240 - Group Dynamics

    Section 001 -- Open to all undergraduate students. This course develops your knowledge and skills for designing, leading, and consulting with teams in organizations. The goals are to provide both the conceptual understanding and the behavioral skills required to improve team effectiveness. This course makes use of readings, analytic and reflective writing, assessments, peer coaching, simulations, and an intensive field project with a real team in the Philadelphia area. There are four kinds of teams that are the focus of your study: teams of which you've been a member in the past; your 240 Team, with three or four other classmates; a team outside of 240 that your 240 Team will observe, analyze, and report on -- your Host Team; and a team you expect to be on in the future. The primary case material for applying course concepts (learned from readings and lectures) will be these teams you know from direct observation and experience. Expect to leave this course with new knowledge of how to diagnose and intervene -- as leader, member, or consultant -- to improve the performance sustainability, and impact on the members of any team. Prerequisite: Sophomore standing or above.

    Section 002 -- Open only to MGMT 100 Teaching Assistants. Permission of instructor is required. This course develops your knowledge and skills for designing, leading, and consulting with teams in organizations. The goals are to provide both the conceptual understanding and the behavioral skills required to improve team effectiveness. This course makes use of readings, analytic and reflective writing, assessments, peer coaching, simulations, and your service as a MGMT 100 Teaching Assistant (TA). There are four kinds of teams that are the focus of your study: teams of which you've been a member in the past; your 240 Team, with two or three other classmates; the team of Wharton freshmen in your MGMT 100 section for whom you serve as TA; and a team you expect to be on in the future. The primary case material for applying course concepts (learned from readings and lectures) will be these teams you know from direct observation and experience. Expect to leave this course with new knowledge of how to diagnose and intervene -- as leader, member, or consultant -- to improve the performance, sustainability, and impact on the members of any team. Prerequisite: Sophomore standing or above and assignment as MGMT 100 TA.

  • MGMT610 - Foundations of Teamwork and Leadership

    Management 610 is the first core course in the MBA Program and it cannot be waived The first week of the fall term (in August) is dedicated to this formative and foundational experience. This course focuses on developing students' knowledge and skill set for teamwork and leadership. It is meant to be an intense immersion experience that draws strongly on the pedagogy of the Wharton Teamwork and Leadership Simulation, a team-based, highly interactive simulation that was custom-designed specifically to allow students to experience the core conceptsthey learn in this class.

  • MGMT671 - Executive Leadership

    Leaders mobilize resources toward valued goals. In this course, the focus is on growing the student's capacity as a leader in all parts of life. The purpose is to learn practical and customized lessons about how to improve performance and results at work, at home, in the community, and in the private self (mind, body, spirit) by finding mutual value among these four domains. The core idea is that leadership is about making a difference in all aspects of one's life. This course offers students the opportunity to practice the skills needed to do so, now and in the future. Students learn and apply key leadership principles and actively explore what it means for them to be real (to act with authenticity by clarifying what's important), to be whole (to act with integrity by respecting the whole person), and to be innovative (to act with creativity by experimenting with how things get done). Please visit www.totalleadership.org to learn more.

  • MGMT740 - Leading Effective Teams

    This course develops your knowledge and skills for designing, leading, and consulting with teams in organizations. The goals are to provide both the conceptual understanding and the behavioral skills required to improve effectiveness. This course emphasizes class participation, readings, analytic and reflective writing, assessments, peer coaching, lectures, simulations, and an intensive field project. Four kinds of teams are the focus of study: teams of which you've been a member in the past; your 740 team, with three or four classmates; a team outside of 740 that your 740 Team will observe, analyze, and report on --your Host Team; and a team that you expect to be on in the future. The case material for learning and applying course concepts will be these teams that you know from direct observation and experience. Expect to leave this course with new knowledge of how to diagnose and intervene to improve the performance, sustainability, and impact on the members of any team in any setting.