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2013/2014  KAN-CM_E206  Leadership in Change

English Title
Leadership in Change

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn, Spring
Changes in course schedule may occur
Thursday 09.50-12.25, week 6-15, 17
Time Table Please see course schedule at e-Campus
Max. participants 60
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Leadership, Change
    Flemming Poulfelt - MPP
  • Leadership, Change
    Richard Ledborg Hansen - MPP
Administrative contact: Karina Ravn Nielsen, tel. 38153782 or. email: electives.lpf@cbs.dk
Main academic disciplines
  • Business psychology
  • Management
  • Organization
Last updated on 25-10-2013
Learning objectives
The course specifically addresses leadership, as a combination of personal characteristics within the theoretical perspective of open systems. Focus is on the relationship and relatedness of leader, group dynamics and organizational influence and the affect these systems have on each other and the conditions of leadership of organizational change. By completion of the course Leadership in Change, the student should be able to:
  • Analyze and synthesize concrete problems within leadership and organizational change by applying the concepts, theories, methods, and models to the course.
  • Reflect upon various leadership dilemmas in a system perspective, which are discussed as well as reflect upon the consequences of choosing one position as the dominant one.
  • Create the link between intra-personal influences on interpersonal dynamics, group dynamics and organizational change.
Leadership in Change:
Examination form Oral exam based on written product

In order to participate in the oral exam, the written product must be handed in before the oral exam; by the set deadline. The grade is based on an overall assessment of the written product and the individual oral performance.
Individual or group exam Group exam, max. 4 students in the group
Synopsis in groups (2-4 students) or individually.
Individual oral exam
Size of written product Max. 10 pages
Individual synopsis max 5 pages, 2-4 students max 10 pages
Assignment type Synopsis
Written product to be submitted on specified date and time.
20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Winter Term and Summer Term
Aids allowed to bring to the exam Closed Book
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content and structure
The course will explore the elements of leadership, the application of these elements to situations of change and examine ways to work progressively with the organizational transformation and transition. It will focus on the personality traits of leadership, the developments of leadership skills with an emphasis on the emotional and cognitive translation of organizational input.

The methodological approach to the course is case based; we will work with change management cases and explore the leadership aspects of these. We will supplement this by exploring that which cannot be cognitively captured and use emotional interpretation of data by bringing in perspectives from psychodynamic systemic theory, complexity theory, and identity theory in order to give a more holistic picture of leadership and change.

The course contains a high degree of practice relevance through the use of case based learning. During the course, we will have guest teachers, among these leaders with experience from implementing various change initiatives, and teachers with expertise in the field of psychodynamics. The course is intensive and requires commitment and willingness from the students to enter into exploring and discussing real life cases in the light of the literature and the participation in a work conference.

The course’s development of personal competences: 
The course focuses on developing the ability to analyze change initiatives in a leadership perspective through its collaborative form and focus, as well as developing the ability to apply the corresponding interpersonal relationship intervention
Teaching methods
The course will consist of a mixture of lectures, guest presentations and case studies for the participants to work with, and will also include a two-day residential workshop/seminar.

The course entails a strong linkage between theory and practice with the aim of expanding the knowledge base of the participants as well as adding to their experience base by invoking an emotional dimension to the learning process.

The course is highly intensive and very demanding and requires a high degree of participation and active involvement from the participants.
Expected literature
Ledborg, Valentiner og Toftholm. (2009) “Balanceret Lederskab – Fra Vision til Virkelighed”, DJØF’s Forlag. Afsnit 1 og 2 (90 pages)
Huy, Quy Nguyen. (2002) “Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers.” Administrative Science Quarterly, 47 (2002): 31-69 (34 pages)
Stacey, Ralph. (2001) “Complexity at the “Edge” of the Basic Assumption Group. In Gould, Stapley & Stein’s The Systems Psychodynamics of Organizations (22 pages)
Bion, W.R. (1961) “Group Dynamics.” Chapter in Bion’s Experiences in Groups and other Papers (46 pages)
Hatch, M.J. & Kostera, M. & Kozminski, A.K. (2006) “The Three Faces of Leadership: Manager, Artist, Priest.” In Organizational Dynamics, Vol. 35, No. 1: 49–68 (18 pages)
Grint, Kent’s (ed.) (2003) “Leadership – Classical, Contemporary and Critical Approaches.” Oxford University Press, Selected chapters (290 pages)
Obholzer, Anton. (2001) “The Leader, the Unconscious, and the Management of the Organization.” In Gould, Stapley & Stein’s The Systems Psychodynamics of Organizations (18 pages)
Armandi, B. & Oppedisano, J. & Sherman, H. (2003) “Leadership Theory and Practice: A “case” in point.” In Management Decision Vol. 41, iss. 10 Special Edition: 1076-1088 (11 pages)
Vroom, Victor (2003). “Educating Managers for Decision Making and Leadership.” In Management Decision Vol. 41, iss. 10 Special Edition: 968 - 978 (10 pages)
Palmer, Ian, Richard Dunford, and Gib Akin. (2009) “Managing Organizational Change – a Multiple Perspectives Approach.” McGraw-Hill/Irwin. Chapters 2, 6, 9 and 11 (114 pages)
Stein, Mark. (2001) “Dilemmas of Organizational Change: A Systems Psychodynamic Perspective.” In Gould, Stapley & Stein’s The Systems Psychodynamics of Organizations (21 pages)
Last updated on 25-10-2013