MGT 312 Leadership in Organizations

Fall II 2007INSTRUCTOR: James Ramos

PHONE:

EMAIL:james@drjamesramos.net

FAX:

REQUIRED TEXTS:

Title The art and science of leadership, Ltd. Author(s) Nahavandi, A.Copyright (2006)Publisher Pearson EducationISBN 0-13-148541-5Edition 4th Edition.

This Course Requires the Purchase of a Course Packet: YES NO

Argosy UniversityCOURSE SYLLABUS

MGT312Leadership in Organizations

Faculty InformationFaculty Name: James RamosCampus:Contact Information:Office Hours:Short Faculty Bio:

Course description: This course examines the skills for understanding and leading individuals and groups in attaining both personal and organizational objectives. The basic concepts of motivation, control change, team building, and developing effective relationships in diverse work environments are examined. Proactive leadership devices such as organizational development, decision making, and influence techniques are presented.

Course Pre-requisites: None

Required Textbook:

Nahavandi, A. (2006). The art and science of leadership. 4th Edition. Pearson Education, Ltd. ISBN: 0-13-148541-5

Course length: 7.5 Weeks

Contact Hours: 45 Hours

Credit Value: 3.0

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Program Outcomes:

1. Communication1.1 Communicate business concepts effectively, both written and orally appropriate to the audience

2. Team2.1 Define the attributes of an effective team member and leader and the characteristics of an effective team in reaching specific business goals

3. Cognitive 3.1 Problem Solving – Given a business problem, select and defend a business solution chosen from specific alternatives 3.2 Information Literacy – Given a business research question, access information from a variety of sources, select appropriate sources to respond to a

business question4. Analysis/Application

4.1 Integration – Describe the interrelationship of the functional business areas of statistics, accounting, operations, finance, marketing, and strategy5. Ethics/Diversity

5.1 Diversity – Identify the issues and challenges related to diversity in current business organizations5.2 Ethics – Identify the issues and challenges related to ethics in current business organizations

6. Interpersonal Effectiveness Students will develop and improve positive relationship skills via effective communication, respect for others, appreciation of diversity and cultural sensitivity, and awareness of their impact on others. 6.1 Apply active listening communication skills in interpersonal and organizational scenarios to establish empathetic, collegial relationships that facilitate consensus building in working toward common goals and are appreciative of diversity and culture.6.2 Analyze the importance of effective nonverbal communication skills in developing strong interpersonal and organizational relationships that are

culturally sensitive and respectful of diversity.6. 3 Solicit and utilize feedback to develop adaptable strategies of facilitating dynamic interpersonal and organizational relationships.6. 4 Analyze the impact of technological advances on communication within interpersonal and organizational relationships.6. 5 Utilize effective communication and relationship skills in order to promote the growth of others and effect change.

Course Objectives:

1. Upon successful completion of this course, the student should be able to: (Program Outcome(s): 1, & 2)1.1. What is leadership?1.2. Discuss the most critical leadership question.1.3. Expand the sphere of influence.\1.4. Discuss “Leaders are not born: Choice intelligence revealed”.

2. Leadership vs. Management (Program Outcome(s): 1, & 2)2.1. Explain the principle that people cannot be managed, but can be led.2.2. Describe the turn-of-the-century leadership growth chart.2.3. Explain the concept of leadership in action.

3. Leadership theories and research (Program Outcome(s): 1, & 2)

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3.1. Explain traits, behaviors, and personality theories. 3.2. Discuss whether a leader requires soft skills or technical expertise.3.3. Explain a leader’s attribute bundle that consists of powerful use of traits and behaviors. 3.4. Identify the core leadership behaviors for greater success.

4. Leadership styles (Program Outcome(s): 1, & 2)4.1. Explain the 8 primary styles of leadership in action.

4.1.1. Key influencer4.1.2. Formal and structured4.1.3. Relaxed and informal4.1.4. Hands-on4.1.5. Hands-off4.1.6. Visionary4.1.7. Group or team4.1.8. Leaders in disguise

5. Individual leadership styles and how to apply them in management situations (Program Outcome(s): 1, & 2)5.1. Demonstrate learning from real-world leadership.5.2. Identify your individual style and applying that style in the real-world.5.3. Enumerate world-class standards of leadership excellence.

6. Contingency theory and approaches (Program Outcome(s): 2)6.1. Create a leadership contingency plan.6.2. Give reasons for your approach towards the contingency theory.6.3. Create plan to stay in alignment.

7. Personal aspects of leadership (Program Outcome(s): 1, & 2)7.1. Discuss ethics and leadership.7.2. Lead with integrity, values, and instinct.

8. Leaders as relationship builders (Program Outcome(s): 1, & 2)8.1. Analyze authenticity in the context of human relations and leadership. 8.2. Discuss whole-person approach to leadership.8.3. Study the critical components of people skill development.

9. Motivation and empowerment (Program Outcome(s): 2, & 4)9.1. Identify intrinsic vs. extrinsic motivation.9.2. Build the bridge to human performance.9.3. Enumerate the measures required to empower others.

10. Leaders as social architects (Program Outcome(s): 1, & 2)10.1. Develop Helicopter Thinking.10.2. Discuss “Leaders are social and organizational architects of the future”.10.3. Explain the concepts of Esprit de Corps!

11. Leadership through change (Program Outcome(s): 1, & 2)11.1. Explain leadership change cycle.11.2. Describe shifting paradigms in leadership.

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11.3. List the steps required for taking leaps of faith.12. Leadership and strategic vision and direction (Program Outcome(s): 1, & 2)

12.1. Enumerate the vision quest of a leader.12.2. Describe the actions required to inspire shared vision and direction.12.3. Explain the great divide between vision statements and mission statements.

13. Building leadership diversity (Program Outcome(s): 1, & 2)13.1. Explain the power of our diverse human capital.13.2. Encourage global diversity and rejuvenation.13.3. Discuss the power within the collective effort of humanity.

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14. Scientific management (Program Outcome(s): 1, & 2)14.1. Discuss the relationship between business and science.14.2. Explain the Einstein approach to leadership.14.3. Discuss leadership in awe.

15. Making order out of chaos (Program Outcome(s): 1, & 2)15.1. Explain how to get calm and stay focused. 15.2. Explain how to rely on your inner guidance system—pace yourself.15.3. Explain how to let average excellence shine.

16. Becoming a better leader (Program Outcome(s): 1, & 2)16.1. Discuss your call to action.16.2. Explain the importance of being passionate as a leader.16.3. Create your leadership legacy.

Assignment Table

Module Module Topics Readings Assignments1 What leaders should ask themselves

InfluenceNahavandiChapter 1

Discussion Questions:

1. Discuss five questions which leaders are likely to ask themselves. Analyze each of these questions and quote examples from your experience?

2. Why is the ability of leaders to expand their sphere of influence so important? Analyze how leaders influence others.

3. Identify a person in the role of a leader who can be a key influencer on others. Discuss your choice in class.

Assignments:

1. Sphere of influencea. Prepare a report on how you managed to expand your sphere of

influence with a specific person, group, or club. b. What were your obstacles? How did you overcome them? c. How did you compel others to follow your lead?

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2. Case study assignment: Dr. Jim Lewis, CEO of Red Sky IT Systems, in his I Have A Dream speech, influenced many shareholders and stakeholders. Criticize the content of the speech and analyze the instances when Dr. Lewis influenced the audience with his leadership qualities. The abbreviated case-study assignment is in the template.

2 Leaders are Nurtured and not Born Accountability of Leaders

NahavandiChapter 4

Review the Business Week magazine each week and highlight a snapshot of a moment when leadership can be seen in action. This can be a pull-quote from a story or a sample as long as a paragraph or more. Select an example that ties best to each week’s lesson plan. Do this each week, for eight weeks, and be prepared to discuss with class members when time permits.

Discussion Questions:

1. “Leadership must be learned and can be learned” — Peter Drucker, leadership guru, author, and consultant. Debate for or against this statement in class. Support your views with appropriate examples.

2. As you begin this program, what do you feel is your specific call to action? What is your leadership passion?

Assignments:

Final Project Assignment — A Day-in-the-life Leadership Performance Challenges

Two Performance Challenges are provided this week. Analyze each scenario and develop a list of solutions for it.

Scenario 1: Leadership Performance Challenge #1 — Productivity Affected by Personal Problems

1. List how a leader effectively counsels an employee who is unable to be productive or is distracted because of family pressures or personal problems.

2. List at least four recommendations and solutions for this scenario.

3. The final submission should be made to the facilitator either at the same

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time or at the end of the week.

Scenario 2: Leadership Performance Challenge #2 — Raising the Bar on Complacency

1. List how a leader effectively raises the bar on complacency.

2. List at least four recommendations and solutions for this scenario. 3 Leadership Research and Theories

Intelligence Quotient vs. Emotional Intelligence

Personality and Behavior in Leadership

Past Behavior Predicts Future Behavior

Intention Without Action Means Nothing

NahavandiChapter 2

Highlight a snapshot of a moment when leadership can be seen in action from the Business Week magazine.

Discussion Questions:

1. What does your behavior convey about your leadership abilities? Support your opinion by citing suitable examples.

2. If organizations have a board of directors, should leaders have a life board of directors? Analyze the though behind this question and provide reasons for your opinion.

3. When did you witness an example of past behavior influencing current leadership behavior? Was the influence good or bad and why? Discuss.

Assignments:

1. (OPTIONAL): Core Leadership Behaviors

Complete the Learning Lab worksheet on the 10 core leadership behaviors for greater success. The objective is to create a list of leadership behaviors for specific management roles within an organization by providing examples. Use the following list to get started:

The 10 core leadership behaviors and traits most desirable for success include:a. Integrityb. Trust and valuesc. Team buildingd. Listening

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e. Influencing and persuadingf. Competitive spiritg. Passion and intuitionh. Priority setting and decision-makingi. Sense of humorj. Vision and adaptability

2. Case study: Certified Carriers Inc.

A mini case study on best practices and leadership behaviors.

The students rate themselves on the attributes listed in the template and create a leadership criteria model that they share with the class. Later this becomes their barometer for personal leadership development and for identifying potential leaders. Create a report on the case study and submit the final work to the appropriate discussion thread by the end of the week.

3. Final Project Assignments:a. Create a 21st-century leadership growth chart using the sample

provided to you.

b. Select two leadership traits from the right column of the chart, Tomorrow’s Leader, and describe why these two traits best fit your style of leadership. Then from the right column select two leadership traits, which describe your weaknesses. Explain how you plan on improve in these two areas.

4 Personal Leadership Leadership and Relationship

Building

NahavandiChapter 3Chapter 4

Discussion Questions:

1. What is the difference between being a leader and a manager? Discuss

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Leadership in Action Leadership Styles Why must Leaders Learn to Coach

Others?

Highlight a snapshot of a moment when leadership can be seen in action from the Business Week magazine.

using appropriate examples.

2. How do you describe your primary leadership style? Do you have more than one primary style? If yes what are your styles?

3. Why is it necessary for leaders to learn to coach others?

Assignments:

1. Motivation empowermenta. Complete the diagnostic on motivation and empowerment provided in

the template.

b. There are two self-assessment exercises for the students to complete and evaluate. The purpose of the exercises is to instill entrepreneurial thinking and initiative.

2. Case study: Real-world coacha. Learning Lab: Use the template to create a real-world case study

about a coach who most influenced your leadership behavior.

b. Create a report on the case study, and submit the final work to the facilitator by the end of the week.

3. Final Project: Performance Analysis Toolkit

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The Performance Analysis Toolkit is a leadership diagnostic tool that is used primarily in three types of performance issues: management, organizational, and personal challenges. Think of a challenging situation that you faced in your organization and use the tool to show a specific leadership challenge. This is a quick reference tool that leaders can use to easily and quickly diagnose performance issues by asking questions about an individual’s performance, a management problem, or an organizational problem. They need to submit the assignment to the facilitator.

5 Leaders as Social Architects Leadership and Change Helicopter Thinking Paradigm Shifts in Business Leaders’ Change Cycle

NahavandiChapter 7Chapter 8Chapter 9

Highlight a snapshot of a moment when leadership can be seen in action from the Business Week magazine.

Discussion Questions:

1. If you can add a world-class standard to the list of six standards, what will it be and why will it be important for leadership excellence? Refer to the following list of world-class standards for leadership excellence: Better -- Doing things better year after year. Faster -- Keeping up with the speed of global business. Cheaper -- Providing more value per dollar and adding value to all

that a leader does. It does not mean developing cheap products or services.

More Flexible -- Knowing how to handle change. A leader sees change as a positive event that presents learning and growth opportunities.

More Innovative -- Thinking creatively and finding solutions. Upgradeable -- Upgrading people in all respects.

2. Are contingency plans important? Provide reasons for your answer and cite suitable examples.

3. Can you describe a time when you witnessed peak empowerment in an organization? If not what elements are necessary to create peak empowerment?

4. What in your opinion is an example of esprit de corps?

5. What is your vision quest? Does your quest make you a better leader than you were earlier? Explain.

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Assignments:

1. Open the Leadership Paradigm Shift Exercise activity worksheet to complete the assignment. The purpose of this exercise is to discuss paradigm shifts in business in a positive way.

2. Case study: Exploration Air Inc.Review the mini case study on the successful company Exploration Air Inc. and follow the assignment directions. Exploration Air Inc. expanded into areas completely unrelated to its original business. Its success was unprecedented due to extraordinary leadership and the CEO, whose behavior set the tone for ongoing creativity and success. Select parts of this case study that demonstrate tomorrow’s leadership style and values, trends, and flexibility to change and adapt to different markets worldwide. Write an essay.

3. Final Project Assignments:Complete the Forging a Value System Learning Lab exercise. This exercise explores the four facets of values-based leadership, including:

People’s values reflect how they see themselves. To reach other people and touch them, values should contain heart and

soul. Values determine how people make decisions as leaders. Values determine how people behave and how they spend their time

and money.

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6 Creating Order out of Chaos Chaos and the Power of Focus Contingency Modeling

NahavandiChapter 8

Highlight a snapshot of a moment when leadership can be seen in action from the Business Week magazine.

Discussion Questions:

1. Lack of focus diminishes a leader’s power or judgment. Do you agree or disagree with this statement? Analyze this statement based on your work experience.

2. Assume that you are a star among the supernovas of the galaxy. How do you let your average excellence shine? When and how does a supernova burn out? Analyze how to avoid burning out yourself.

3. Case study: Leadership contingency plana. Create a leadership contingency plan based on the five strategies of

managing human capital. This will be a personal case study. The strategies are:

Strategy 1: Use the organization’s environment to design the best possible workplace for the people and the talent you want to attract and maintain as a leader.

Strategy 2: Practice and prominently display the organization’s core values and principles.

Strategy 3: Encourage heroism and develop situational heroes who personify the culture, its values, and principles.

Strategy 4: Instill and then delegate the responsibility of maintaining the rights and rituals of the organization to subordinates.

Strategy 5: Build a network of people who keep the organization’s spirit alive and honored.

b. Write the case study in a Microsoft Word document and submit it to the facilitator.

Assignments:

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1. Final Project: Leadership Strategic PlanningComplete the Leadership Strategic Planning Learning Lab and exercise.

Goal setting is not enough. Embark on a voyage of discovery.

1. Challenge the status quo. 2. Stretch yourself. 3. Model the example. 4. Take action.

7 Calibrating the Leadership Compass Cosmology and Leadership

NahavandiChapter 8Chapter 9 (up to p. 163)

Highlight a snapshot of a moment when leadership can be seen in action from the Business Week magazine.

Discussion Questions:

1. How do the inner guidance systems of leaders assist them in times of crisis? Illustrate with an example.

2. There are numerous cycles in nature that affect human life. Discuss one such cycle with reference to people’s levels of productivity, energy, and creativity. How does leadership relate to this cycle of nature?

Assignments:

Bond between leadership and science

a. Provide one distinct example of a bond between leadership and science.

b. Conduct a brief interview by phone or in person with a scientist and a leader from any organization.

c. Ask both the same questions. How do their answers or approaches and philosophies interrelate?

8 Scientific management Business and Scientific Operations Sustaining Long-term Leadership

Legacies Leadership Builder Toolkit

NahavandiChapter 9 (up to p. 168)

Discussion Questions:

1. Why do famous scientists focus on simplicity? How can you apply the theories of simplicity to business? Are these valid and useful in today’s business climate? Discuss with an example.

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2. Discuss how a leader can help rejuvenate global diversity.

3. Do you believe that human capital is an organization’s greatest asset? Why or why not? Illustrate with an example.

Assignments:

1. (Optional)After this program how do you plan to demonstrate leadership in action? List the things you plan to do and provide a specific course of action for each item. Which is a scientific approach and which instinctive?

2. Case Study: United Kingdom Business School Review a mini case study on the scientific and business approach to measure your leadership ability. Think of new and effective ways to measure the performance of a business unit. You can ask yourself, “What are the measurements that matter most to me and why?” Then answer the questions provided in the mini case study.

3. Final Project: Leadership Legacy

Use the template provided to write your leadership legacy.

To create a leadership legacy you need to build a toolkit of resources that you can use and also pass to others.

One key approach is to understand that people best measure their leadership performance by building on their strengths and not weaknesses. Further assigning numbers to evaluate a person’s abilities can be demeaning and humiliating.

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Grading Scale Grading requirements

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A 100 – 93A- 92 – 90B+ 89 – 88B 87 – 83B- 82 – 80C+ 79 – 78C 77 – 73C- 72 – 70D+ 69 – 68D 67 – 63D- 62 – 60F 59 and below

Attendance/participation 25%Weekly Assignments 20%Final paper 35%Optional 10%Optional 10%

100%

Library:

All resources in Argosy University’s online collection are available through the Internet.  The campus librarian will provide students with links, user IDs, and passwords. 

Library Resources: Argosy University’s core online collection features nearly 21,000 full-text journals and 23,000 electronic books and other content covering all academic subject areas including Business & Economics, Career & General Education, Computers, Engineering & Applied Science, Humanities, Science, Medicine & Allied Health, and Social & Behavior Sciences.  Many titles are directly accessible through the Online Public Access Catalog at http://library.argosy.edu.  Detailed descriptions of online resources are located at http://library.argosy.edu/misc/onlinedblist.html.

In addition to online resources, Argosy University’s onsite collections contain a wealth of subject-specific research materials searchable in the Online Public Access Catalog.  Catalog searching is easily limited to individual campus collections.  Alternatively, students can search combined collections of all Argosy University Libraries.  Students are encouraged to seek research and reference assistance from campus librarians.

Information Literacy: Argosy University’s Information Literacy Tutorial was developed to teach students fundamental and transferable research skills. The tutorial consists of five modules where students learn to select sources appropriate for academic-level research, search periodical indexes and search engines, and evaluate and cite information. In the tutorial, students study concepts and practice them through interactions. At the conclusion of each module, they can test their comprehension and receive immediate feedback. Each module takes less than 20 minutes to complete. Please view the tutorial at http://library.argosy.edu/infolit/

Academic Policies

Academic Dishonesty/Plagiarism: In an effort to foster a spirit of honesty and integrity during the learning process, Argosy University requires that the submission of all course assignments represent the original work produced by that student. All sources must be documented through normal scholarly references/citations and all work must be submitted using the Publication Manual of the American Psychological Association, 5th Edition (2001). Washington DC: American Psychological Association (APA) format. Please refer to Appendix A in the Publication Manual of the American Psychological Association, 5th Edition for thesis and paper format. Students are encouraged to purchase this manual (required in some courses) and become familiar with its content as well as consult the Argosy University catalog for further information regarding academic dishonesty and plagiarism.

Scholarly writing: The faculty at Argosy University is dedicated to providing a learning environment that supports scholarly and ethical writing, free from academic dishonesty and plagiarism. This includes the proper and appropriate referencing of all sources. You may be asked to submit your course assignments through “Turnitin,” (www.turnitin.com), an online resource established to help educators develop writing/research skills and detect potential cases of academic dishonesty. Turnitin compares submitted papers to billions of pages of content and provides a comparison report to your instructor. This comparison detects papers that share common information and duplicative language.

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Americans with Disabilities Act Policy

It is the policy of Argosy University to make reasonable accommodations for qualified students with disabilities, in accordance with the Americans with Disabilities Act (ADA). If a student with disabilities needs accommodations, the student must notify the Director of Student Services. Procedures for documenting student disability and the development of reasonable accommodations will be provided to the student upon request.

Students will be notified by the Director of Student Services when each request for accommodation is approved or denied in writing via a designated form.  To receive accommodation in class, it is the student’s responsibility to present the form (at his or her discretion) to the instructor.  In an effort to protect student privacy, the Department of Student Services will not discuss the accommodation needs of any student with instructors. Faculty may not make accommodations for individuals who have not been approved in this manner.

The Argosy University Statement Regarding Diversity

The Argosy University provides equitable access through its services and programs to students of any social, geographic and cultural background, regardless of gender, and strives to prepare all candidates to work with and provide services to diverse populations.  Argosy demonstrates its commitment to diversity through the development and support of a diverse educational community.

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