| Learning objectives |
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
- Demonstrate an understanding of the differences between
leaders, managers and team heads
- Feel at ease using the language of leadership within business
organizations and various social contexts
- Understand complex theories in terms of the daily, practical
decision-making processes
- Relate acts of leadership to their own experiences in a
pragmatic way
- Master the techniques of effective argumentation in both a
logical and persuasive manner
- Find their own personal, leadership approach to the dynamic,
social process of organizations
- Grasp the delicacy of leadership skills within an intercultural
setting and be prepared for decision-making on the global
stage
|
| Course prerequisites |
The course is open to undergraduate students.
Entry level for non-native English speakers minimum B2
(intermediate).
Course duration is 10 weeks x 3 lessons once a week. |
| Examination |
|
Leadership
Communication: Theory and Practice:
|
| Exam
ECTS |
7,5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Individual exam |
| Size of written product |
Max. 5 pages |
|
References and bibliography are not part of the 5
pages. |
| Assignment type |
Written assignment |
| Duration |
72 hours to prepare |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Winter and Summer |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
The re-exam will take the same
format as set exam.
|
|
| Course content and structure |
|
Content, structure:
Leadership demands the ability to set goals, compose visions,
prioritise strategy, and uncover company value. All of which must
take place within an environment which is open to change,
organisational process, and subject to the vagaries of emergent
events.
The leader may be embedded in the firm behind the scenes in an
important nurturing capacity, or equally appear prominent in
response to crisis management. This course comprehensively explains
the role of leadership in this complex business environment and
unravels its most important functions.
Special attention is paid to language, the ability to persuade,
cajole as well as befriend and support company employees, including
supporters in the wider public arena. Concepts explored include:
Charisma
Creating narratives
Spontaneity
Empathy
Mentoring
Improvisation
Persuasive argumentation
Risk taking
Power negotiation
Prominent social thinkers will be mentioned in this connection
(Aristotle, Machiavelli, Ricoeur, Weber, Foucault) and their impact
on the leadership concepts of transformational, charismatic,
authentic, transactional, and ethical leadership.
|
| Teaching methods |
There will be two directions in teaching the
course.
One will take the form of lectures, in-depth discussion of key
texts, and a clear elaboration of their significance within a
social and business context.
The other will be practise oriented where groups of students will
take up various role-playing to become familiar with the
leader-follower duality. Special attention will be paid to the use
of effective argumentation,and the necessary language required to
effectuate a successful leadership role.
Peer response and evaluation will be encouraged. |
| Feedback during the teaching period |
| This takes place in connection with ongoing
course exercises in class, comprising peer student response and
presentations. In addition there is personal office hours every
Monday afternoon. |
| Student workload |
| Attending lectures |
30 hours |
| Preparing for lectures |
30 hours |
| Making exercises/assignments |
44 hours |
| Preparing for exam |
82 hours |
| Exam |
20 hours |
|
| Expected literature |
|
Recommended literature
:
Compendium, ca.200 pages drawn from texts which include:
Aristotle: Nichomachean Ethics, tr. Bartlett and Collins 2011
J. B.Ciulla, Ethics: The Heart of Leadership.1998
J.M.Burns. Leadership.1978
R. Rieke, M. Sillars,T.Peterson, Argumentation and Critical
Decision Making, 2008
M. Alvesson, Leadership Studies. 1996
J. Conger and R. Kanungo, Charismatic Leadership in
Organizations.1998
D. Goleman, The New Leaders,2002
J. Lippman-Blumen, The Allure of Toxic Leaders.2005
G.Yukl, Leadership in Organizations. 2006
|
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