Established amidst the remains of the Cold War, the LEADER Project — an overseas economic development program driven by students — sought to promote entrepreneurship within states relinquished from Soviet control. In today’s landscape, LEADER looks a little bit different but what it holds true at its core remains the very same — Ivey students turned teachers. And yes, that includes every type of Ivey student. Think from HBA, to MBA, to MSc, to even PhD!
As the organization empowers global entrepreneurs, it also inspires each LEADER instructor (LEADERite) to grow far beyond the boundaries of being just a business student. Yearly, after months of meticulous planning and inter-organizational collaboration, the diverse LEADER team is split up and stationed internationally to coach local entrepreneurs, using the Ivey case method, for two weeks. For instance, in recent years, the organization has sent students to India, Nepal, North Macedonia, Serbia, and Vietnam.
The name may give it away, but with LEADER, taking the back seat is not an option. This is an organization meant for self-made and self-driven — you guessed it — leaders. Students who want first-hand experience working for a transformative mission are perfect candidates for this solutions-driven program. Students who want to immerse themselves culturally and share the wealth of knowledge taught at Ivey are well suited to be LEADERite candidates. Students like Sophie Fiala — who joined LEADER in her HBA1 year and is currently the HBA2 Executive Director — are the heart of the program, dedicating two weeks abroad in international placements. In Sophie’s case, two weeks of her summer were spent in vibrant Belgrade, Serbia.
Prior to Ivey, Sophie studied International Relations, so the premise of LEADER immediately drew her in. “Building a network around the world,” as Sophie puts it, is certainly not an opportunity available every day. As a result, Ivey students of all sorts of backgrounds are drawn to the vast learning experience LEADER’s committees offer, as well as the organization’s goal of empowering entrepreneurs belonging to frontier markets.*
There are five committees that each LEADERite belongs to: Executive Directors, Curriculum, Fundraising & Engagement, Logistics, and Marketing & Communications. Committee responsibilities range widely, from the Logistics Committee, which evaluates the quality of learning and measures quantitative impact, to the Executive Directors Committee, which conducts due diligence to establish new partner sites — as Sophie and her team did last year, organizing new placements in Uzbekistan, Montenegro, and Thailand. On a different note, the Curriculum Committee adjusts the cases studied at each site — an effort that I’m sure students taking Business 1220 and 2257 can appreciate.
Every single LEADERite is fundamental for the organization to work effectively. They run a self-sustaining business that hopes to leave a lasting impression on the participating entrepreneurs. Understandably, this creates a learning experience which can be intense but so rewarding. Take it from Sophie herself: “This is such a unique opportunity to work in an international business context in a way that’s not performative.”
What’s more — LEADER is one of very few opportunities where undergrad students can directly collaborate with MBA/MSc/PhD students on real-life projects. In fact, the organization recognizes the sheer value in this dynamic and offers an internal networking program where students are brought together and work towards creating lasting relations. With this initiative, donned “donut chats,” parties can avoid sending the dreaded cold email altogether. What a relief!
Ultimately, yes, Sophie was in Belgrade to teach, but boy did she learn much in return. When asked what stood out the most during her time overseas, Sophie shares that she “learned how similar we are, despite the differences upfront.” Welcome to the LEADER Project: where students transform into teachers, grow into confident leaders, and never stop learning along the way.
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*Frontier markets: smaller, less developed economies with high-growth potential but higher risks due to limited liquidity, infrastructure, and regulatory systems.