2012/2013  BA-HA_HU26  Value Based Leadership

English Title

Value Based Leadership

Course information
Language	English
Exam ECTS	7.5 ECTS
Type	Elective
Level	Bachelor
Duration	Summer
Course period	NOTE: The course schedule is at the moment ONLY available at www.cbs.dk/summer
Time Table	Please see course schedule at e-Campus
Study board	Study Board for BSc in Economics and Business Administration
Course coordinator
Faculty - Katalin Illes, Anglia Ruskin University Patricia Plackett - Department of Operations Management
Main Category of the Course
Business Ethics, value based management and CSR
Last updated on 11-06-2012

Learning objectives

On successful completion of this module participants will be able to: Demonstrate an in-depth understanding of management and leadership theories; gain clarity of the differences Develop and express a personal view on leadership with reference to the literature Apply the acquired knowledge to improve and develop individual leadership style Appreciate the individual and organisational responsibilities in the leadership development process

Examination

Value Based Leadership

4-hour written exam : Type of test Written Exam Marking scale 7-step scale Second examiner No second examiner Exam period Summer Term Aids Open Book, Written Aid is permitted Duration 4 Hours

Course content

The earlier version of this course has been successfully run in ISUP for a number of years. The following topics will be explored: What is your current understanding of Leadership? What makes a Leader? Historic overview - What can we learn from Plato, Sun Tzu and Machiavelli? Know Thyself- personal leadership Research overview – theoretical frameworks of leadership   Current issues in Leadership Managers and Leaders – are they different? What makes a Leader? IQ+EQ+SQ Women in Leadership   The Future of Leadership                Aims and objectives   The aim of the module is to raise students’ awareness about the complexities and dilemmas of leadership and offer them an opportunity to reflect on their personal values and how they intend to make a contribution in the workplace both as leaders and followers. The focus and the responsibility are shifting from the organisation to the individual. Knowing ourselves will be even more important tomorrow than it is today.   This module aims to bridge the gap between the past and the future. It enables participants to:   Understand, appreciate and learn from the accumulated wisdom of leaders throughout human history. Familiarize with the different trends in leadership research and observe the influence of various models on organisational culture during the 20th century. Identify the value base that is the foundation for a new model of leadership in the 21st century. Explore personal values, passions and qualities to lead and to follow.   Academic Rigour   This is a multi-disciplinary module and among others draws from the knowledge base of management science, organisational behaviour, psychology, sociology, history to name just a few.   This module will give a historic overview of leadership and an opportunity to appreciate the complexity of the debate both among researchers and practitioners.   Participants will be encouraged to develop their own understanding and appreciation of the dualities between leading and following.   Participants will familiarize themselves with Jungian personality types in order to understand individual traits and to establish a common language in the group for discussing and exploring effective ways of interaction. Personal preferences will be studied both at individual and group levels. This will provide the foundation for a deeper understanding of different leadership styles and the dynamics between leaders and followers.   Participants will be invited to read widely and form their own views about leadership through discussion and debate. The course is based on an interdisciplinary, knowledge sharing, value based philosophy. We look at the research findings of management, organisational behaviour and leadership; we also draw from philosophy, ethics, wisdom and culture studies and any other relevant body of knowledge that will enhance, strengthen and deepen the learning experience.

Teaching methods

A variety of methods are used in teaching this module. There are formal lectures, presentations by guest speakers, debates and group discussions. Participants are expected to read widely, investigate the different topics independently, reflect on personal experience and share their views during the sessions.

Expected literature

Required course readings and literature: Key book: Bolden, R. et al.(2011) Exploring Leadership, Oxford University Press   Bryman, A., Collinon, D., Grint, K., Jackson, B., and Uhl-Bien, M. eds. (2011) The SAGE Handbook of Leadership, SAGE Publication Ltd.   Collins, J. (2001) Good to Great, Random House   Covey, S. (1989) The Seven Habits of Highly Effective People, Simon and Schuster   Csikszentmihalyi, M. (2003) Good Business, Leadership, Flow and the Making of Meaning, Hodden & Stoughton   Daft, R. (1999) Leadership Theory and Practice, The Dryden Press   Gardner, H. (1997) Leading Minds, Harper Collins   Goleman, D. (1996) Emotional Intelligence, Bloomsbury   Grint, K. (2010) Leadership. A Very Short Introduction, Oxford University Press,   Grint, K. (1997) Leadership, Classical, Contemporary, and Critical Approaches, Oxford University Press   Grint, K. (2005) Leadership: Limits and Possibilities, Palgrave   Harvard Business Review on Leadership (1998)   Hock, D. (1999) Birth of the Chaordic Age, Berrett-Koehler Publishers   Kakabadse, A. and Kakabadse, N. (1999) Essence of Leadership, Thomson Business Press   Ladkin, D. (2010) Rethinking Leadership, Edward Elgar Publishing Ltd.   Obolensky, N. (2010) Complex Adaptive Leadership, Embracing Paradox and Uncertainty, Gower   Turnbull, J. and Collins, J (eds.) (2008) Leadership Perspectives, Palgrave Macmillan   Yukl, G. (2002) Leadership in Organisations                                             Zohar, D. and Marshall, I. (2000) Spiritual Intelligence, Bloomsbury   Journals:   Harvard Business Review, Leadership, Leadership Quarterly, Management Learning   Students are also expected to do their own research and select relevant references to the topics that are discussed in class.