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2010/2011  KAN-CBL_GPLC  Global Perspectives on Leadership and Communication

English Title
Global Perspectives on Leadership and Communication

Course Information

Language English
Point 7,5 ECTS (225 SAT)
Type Mandatory
Level Full Degree Master
Duration One Semester
Course Period Autumn
Time Table Please see course schedule at e-Campus
Study Board
Study Board for BSc og MSc in Business, Language and Culture, BSc
Course Coordinator
  • Eric Guthey - Department of Intercultural Communication and Management
Main Category of the Course
  • Management
Last updated on 29 maj 2012
Learning Objectives
  • define leadership from multiple perspectives, including leader-centered, follower-centered, cultural and critical perspectives, and explain the differences between those perspectives
  • analyse and explain the similarities and differences between the concepts of leadership and management, and account for how the various perspectives and theories covered in this course define the two concepts
  • identify and compare the major research approaches to leadership, including trait theory, skill theory, path-goal theory, charismatic leadership, leader-follower exchange theory, value-based leadership, transformational leadership, servant leadership, authentic leadership, distributed leadership and situational leadership
  • • define and evaluate in detail the theory of discursive leadership, and explain how a social and communicative approach to leadership challenges and provides an alternative to psychological leadership theories
  • • clearly define and evaluate the concepts of discourse, communication, conversation, framing, and narrative, and explain the centrality of these concepts to a discursive theory of leadership
  • • explain the relationship between the various leadership theories discussed in this course and the concept of ethics, and in this regard, define the notion of quiet leadership and its relationship to social and communicative approaches to leadership
  • • evaluate, contrast, and synthesise the various concepts and theories introduced in the course, and apply them to the analysis of a variety of case studies and situations that exemplify their relative usefulness for understanding the practice of leadership.
Bachelor degree. The course is offered as a required component during the first year of the CMI concentration in Leadership and Management Studies, but it is also open to students in other graduate programmes at CBS, including international students. Integration This course stands alone as an advanced master's level class, but it also provides a springboard for issues explored further in Leadership and Management in Action, Managing Cultures as Strategic Resources, Leading Projects and Project Teams. The course also supplements the required first semester courses in Business and Development Studies.
Global Perspectives on Leadership and Communication
Assessment Oral with Written Assignment
Marking Scale 7-step scale
Censorship Internal examiners
Exam Period Winter Term
Duration 20 Minutes
Individual oral examination on all material covered in the course, based on a three pages written synopsis. This synopsis is to be handed in two weeks before the exam. The content of the synopsis is chosen by the student. It is not graded and may be written with one or two fellow students, and it serves as a starting point for the discussion. Duration including marking: 20 minutes.
Prerequisites for Attending the Exam
Course Content

This course prepares students to contribute to the leadership and management of organisations, networks and projects— at various levels and in a variety of international contexts— by exploring the concept of leadership from multiple perspectives, and by providing an introduction to the major theoretical approaches to the subject. From this foundation, the course moves on to concentrate on approaches that highlight the centrality of social interaction, communication, dialogue and discourse to the practice of leadership. The course explores how attention to these dynamics provides an alternative to trait-based and psychological theories of leadership, shifting the focus away from individual leaders towards an understanding of leadership as a dynamic social process that involves all members of an organisation. This approach allows course participants to address aspects of organisational leadership that are often marginalised in conventional texts and theories, and paves the way for a discussion of the ethical aspects of leadership via the concept of quiet leadership. The course will encourage students to relate the issues discussed in a reflexive manner to their own experiences and their own understanding of leadership. In this way, the students will position themselves as participants in the process of leadership and prepare themselves to contribute to such leadership processes within the organisations they will encounter throughout their career.

Teaching Methods
Class time will include lectures and discussions, in which participants will explore theoretical perspectives and apply them to specific case studies. This is a reading- and discussion-intensive course, and we expect students to show up for class prepared to discuss and analyze the assigned materials.
  • Brad Jackson and Ken Parry, A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Leadership. Sage, 2007 (J & P)
  • Joseph Badaracco, LeadingQuietly: An Unorthodox Guide to Doing the Right Thing. Harvard Business School Press, 2002.
  • An small collection of materials available for purchase online via Harvard Business Publishing. Please see Sitescape for details.