This course presents simultaneously the practice and theory of leadership referring to business and life contexts. The main aim is students' leadership development as present and future leaders of themselves and others. Thus, at the end of the semester students must be able to assimilate leadership and followership skills in order to design a consonant environment between leaders and followers as a "dancing relationship". In addition, through a systems thinking perspective and a service-dominant view, students will learn how to approach daily routines as well as complex situations. To the above mentioned, a strategic view it is added, based on double binds and paradoxes which help to solve complex individual and organizational issues with apparently illogical interventions. A fundamental objective of the course is to reduce the gap between the theoretical part and the practical one in leading organizations. Therefore, organizational simulations and role playing are a crucial part of this course. The Kolb's method of experiential learning is the basic learning approach of this course, accompanied with the Harvard's case method.
Inspire students to appreciate the unique nature of human beings as both leaders and followers; Build a sense of courage and moral leadership; Ensure that students know the main leadership theories, traits, skills, styles, attitudes, and behaviors; Empower students to motivate each-other during team-work; Build diverse high-performing teams; Design complex-adaptive organizations through vision and strategic leadership that shape organizational culture and values.
| Week | Topics |
|---|---|
| 1 | What Does It Mean to Be a Leader? - Chapter 1 - LO. 1.1. The Need for Leadership 4 LO 1.2. The New Reality for Leaders 7 LO 1.3. How Leadership Differs from Management 13 LO 1.4. Evolving Theories of Leadership 17 LO 1.5. Leadership Can Be Learned 20 LO 1.6. Mastering the Art and Science of Leadership 23 |
| 2 | Traits, Behaviors, and Relationships - Chapter 2 - LO 2.1. The Trait Approach 36 LO 2.2. Know Your Strengths 41 LO 2.3. Behavior Approaches 43 LO 2.4. Individualized Leadership 52 LO 2.5. Entrepreneurial Traits and Behaviors 55 |
| 3 | Contingency Approaches to Leadership - Chapter 3 - LO 3.1. The Contingency Approach 66 LO 3.2. Hersey and Blanchard’s Situational Theory 68 LO 3.3. Fiedler’s Contingency Model 72 LO 3.4. Fiedler’s Contingency Model 72 LO 3.5. The Vroom–Jago Contingency Model 81 LO 3.6. Substitutes for Leadership 88 |
| 4 | Passion and Discipline: Don Quixote's Lessons for Leadership (Analyze the Importance of Commitment, Imagination, and Joy in Leadership from the Movie; Research Articles or Materials Related to the Movie). https://www.youtube.com/watch?v=NYmbiv_cbn8&ab_channel=StanfordGraduateSchoolofBusiness |
| 5 | Ambidextrous Leadership (Schindler, A. 2015. Ambidextrous Leadership; Finzi et al. Deloitte Insights; https://hbr.org/2011/06/the-ambidextrous-ceo; Guo et al. 2020. Ambidextrous Leadership and Employee Work Outcomes: A Paradox Theory Perspective). |
| 6 | Leadership Challenges in Service Industries (Thorns & Wang. 2008. Knowledge Worker and Knowledge Economy; Kissmer et al. 2018. Knowledge Workers’ Expectations Towards a Digital Workplace; Implement Consulting Group: Leadership for the Next Generation Knowledge Worker) |
| 7 | Leading a Digital and Global Flex-Workforce (https://www.weforum.org/agenda/2018/09/what-employees-today-future-really-want-personalization; Deloitte - Workplace transformation in the digital age; LinkedIn - The Digital Workforce of the Future; Jarrahi et al. 2021. Flexible work and personal digital infrastructures; Battisti et al. 2022. Remote working and digital transformation during the COVID-19 pandemic: Economic–financial impacts and psychological drivers for employees). |
| 8 | Individual Project |
| 9 | Leadership, Mind, and Emotions - Chapter 5 - LO 5.1. Leading with Head and Heart 136 LO 5.2. Mental Models 136 LO 5.3. Developing a Leader’s Mind 140 LO 5.4. Emotional Intelligence 146 LO 5.5. Leading with Love versus Leading with Fear 153 |
| 10 | Group Dynamics (Forsyth. 2014. Group Dynamics; Gençer. 2019. Group Dynamics and Behavior; https://www.referenceforbusiness.com/management/Gr-Int/Group-Dynamics.html). |
| 11 | Leadership Power and Influence - Chapter 12 - LO 12.1. Four Kinds of Influential Leadership 360 LO 12.2. Using Hard versus Soft Power 369 LO 12.3. Increasing Power Through Political Activity 374 LO 12.4. Don’t Take Power Personally 380 |
| 12 | Leading Change - Chapter 15 - LO 15.1. Leadership Means Leading Change 462 LO 15.2. A Framework for Change 465 LO 15.3. Using Appreciative Inquiry 467 LO 15.4. Leading Creativity for Change 471 LO 15.5. Implementing Change 479 |
| 13 | Group Project Presentations. |
| 14 | Group Project Presentations. |
| Method | Qty | % Each |
|---|---|---|
| Homework | 3 | 5 |
| Project | 2 | 25 |
| Final Exam | 1 | 35 |
- Daft, R. L. (2017). The leadership experience, 6th ed. Stamford, US: Cengage Learning.