As part of the Responsible Leadership elective, participants of the MaastrichtMBA recently immersed themselves in the Leading Strategic Change (LSC) elective week, held off campus at the Orshof Conference Centre in Belgium. Bringing together students from both the On-Campus and Online MBA formats, the week offered anopportunity to step away from daily routines and engage deeply with the human side of leadership and change.
Within the MaastrichtMBA, participants can choose three elective weeks alongside their core programme, with at least one taking place internationally. The LSC week exemplifies this international and experiential dimension, combining academic depth with personal transformation in a setting designed to foster openness, reflection, and meaningful dialogue.
The Leading Strategic Change module is far from a traditional management course. As outlined in the syllabus, it challenges participants to rethink how organisations evolve in an increasingly complex and fast-changing world. Rather than focusing solely on structured change models, the course explores the deeper question of how leaders themselves shape and influence change processes.
Drawing on concepts such as Theory U, a framework for deep organisational change developed by Otto Scharmer, and the work of thinkers like Chris Argyris and Frederic Laloux, the module invites participants to move beyond mechanistic, “design-based” approaches to change, and instead embrace a more developmental perspective. Here, organisations are seen as dynamic systems, where leaders are not detached decision-makers but active participants in shaping outcomes.
Central to this philosophy is the idea that leadership begins with awareness. Participants are encouraged to reflect on their own mental models, behavioural patterns, and presence, recognising how these influence interactions, decisions, and ultimately organisational change.
Preparation for the week reflects its distinctive nature. Participants are required not only to study key literature, but also to bring real-life cases from their own professional environments, ensuring that learning remains grounded in practice.
Brisa Fuentes Morales, who began her Executive MBA journey in May 2025, approached the week with both structure and openness. “I prepared by familiarising myself with the concept of Theory U and by thinking about the cases I wanted to explore,” she explains. “At the same time, I came in with an open mindset toward the experience and the type of work we would be doing.”
Bhavesh Miyani, who joined the programme in November 2025, similarly emphasises the importance of preparation beyond theory. “I engaged with the recommended materials, particularly the Theory U book and supporting articles,” he says. “This helped me understand not just the concepts, but the broader intent behind the module.”
A defining feature of the LSC week is its strong emphasis on experiential learning. Based on Kolb’s Learning Cycle, the module integrates experience, reflection, conceptualisation, and experimentation into a continuous learning process.
Throughout the week, participants engage in a rich variety of activities, from role-playing and group dialogue to meditative exercises and even movement-based practices. These methods are designed to bridge the gap between thinking and doing, enabling participants to internalise insights rather than simply understand them intellectually.
“The week covered themes such as dialogue versus discussion, embodiment in leadership, and decision-making approaches,” Bhavesh explains. “These were not only discussed conceptually but also experienced through exercises and reflection.” Brisa also highlights the impact of this holistic approach. “The combination of different methods created a very rich learning experience,” she says. “Tools such as kinesiology and constellations offered perspectives that are not typically part of traditional business education.”
The LSC week strongly reinforces the Responsible Leadership theme that runs throughout the MaastrichtMBA. Rather than focusing purely on outcomes, the module emphasises the importance of awareness, presence, and genuine connection.
“More than learning new concepts, the week encouraged me to reflect deeply on the kind of leader I want to be,” Brisa shares. “It emphasised the importance of truly listening to people and being in touch with what they actually need.” For Bhavesh, the importance of observation stood out. “Responsible leadership begins with truly understanding situations and perspectives before seeking to be understood,” he notes. “Therefore, a key takeaway for me was: ‘observe, observe, observe.’”
This focus aligns closely with the course’s aim to help participants see themselves as instruments of change, recognising that leadership is not only about directing others, but also about shaping environments through one’s own presence and behaviour.
The programme itself follows an intensive five-day format, combining structured sessions with flexibility to adapt to participants’ needs. Days begin with early morning sessions focused on observation and reflection, followed by thematic workshops on topics such as mental models, systemic approaches to change, and leadership congruence.
Participants work extensively on their own cases, translating theoretical insights into practical action. The week concludes with presentations in which each participant reflects on their learning, outlines concrete actions for their professional context, and articulates their personal vision of leadership.
This integration of theory and practice continues beyond the week itself, culminating in a final narrative assignment that weaves together experiential insights and academic concepts into a coherent leadership story.
The off-campus setting at the Orshof Conference Centre plays a crucial role in enabling this deep level of engagement. Surrounded by nature, participants are able to step out of their daily routines and immerse themselves fully in the learning process.
“The setting was excellent,” Brisa reflects. “Being surrounded by nature reinforced the key messages of the module and supported reflection and openness.” Bhavesh echoes this experience. “The Orshof setting offered a perfect balance between nature and professionalism,” he says. “Dialogue walks in the open surroundings were particularly impactful.”
For many participants, the Leading Strategic Change week marks a significant shift in how they approach leadership. By combining rigorous academic foundations with deep personal reflection, the module enables leaders to develop a more authentic and conscious approach to change. “This module helped me reconnect with what leadership means to me on a deeper level,” Brisa concludes. “It reminded me of the importance of prioritising people and the human side of organisations.”
Both participants rated the experience highly, underlining its impact. Their reflections capture the essence of the LSC week: an intensive, transformative journey that equips leaders to navigate complexity with awareness, empathy, and responsibility.
This article displays the student insights and experiences of the Leading Strategic Change week of the Responsible Leadership elective. The MaastrichtMBA programme has an executive modular part-time format and offers two tracks: On-Campus MBA and Online MBA. The programme has a Triple Crown accreditation and is aimed for professionals with at least 5 years of working experience.
