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IILM Institute for Higher Education

Module Manual: Integrated Leadership Perspective Academic Year: PGP 2012 2014 Credits: 2

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1. Introduction to the Module and Module Objective Course Introduction: The Integrated Leadership perspective course at IILM is a capstone course that synthesis and brings together the learning of the earlier courses. It merges the organizational perspectives in a series of interdisciplinary cases structured to describe challenges faced by leaders of organizations of differing size, scope, and sector. The course has been adapted from the Yale School of Management Course by the same name. The course will be taught by means of 4 detailed cases that help students understand the multi-dimensional environment that an organization operates in and how a leader decides and faces the challenges to take the organization further. The 4 cases and 6 readings will be across entrepreneurial, new, growing and mature businesses and how the situations present a different leadership challenge each time. Learning Outcomes: Students will learn to apply the tools they learnt across courses in economics, accounting, finance, customer and competitor and be able to put them together in a business context simulated by means of various cases. Students will be able to understand how gaps & opportunities are identified and in the existing market and how leaders work with their organizations to capture & fill each gap by an appropriate strategy. Students will learn how organizations handle the challenges of finding new partners, expanding geographically and growing. The course also provides an opportunity to students to learn how organizational challenges when met with appropriate leadership styles result in desired outcomes. Students will also spend time in understanding what great leaders have in common? What separates those who become great leaders from those who are merely good? And is there a lesson to be learned for management professionals by studying those who rose to the most dizzying heights? 2. Introduction to the Tutors 2.1 Area Chair: Name : Dr Pragya Sonawane Phone Number: 01246675693 Email ID: pragya.sonawane@iilm.edu Cabin Location: Cabin no.23, first floor 2.2 Module Leader: Dr Pragya Sonawane, pragya.sonawane@iilm.edu 2.3 Tutors Dr Pragya Sonawane, http://iilm.edu/faculty/profiles/pragya.sonawane.html 3.Module Pre-Requisites:
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A full understanding of tools and techniques taught in year 1 and the ability to share work related experiences in class. Ability to patiently read, listen and participate in class discussion 4. Module Overview

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Session

Session Plan The first session focuses on the basics of leadership and decision making, discussions on leadership styles and how they have evolved Session 1 & over the years. 2

The session focuses on leadership that engages employees to focus on the customers in the Session 3 & South West Airlines 4 case.

The session focuses on leadership that emerges Session 5 & in Crisis- What is the 6 most effective way to handle an unprecedented crisis This session focuses on the leadership challenges associated Session 7 & with organizations in 8 transition.

Learning Outcome Readings Students will be able Daniel Golemans to understand Leadership that gets 130827-OB402-V1 leadership styles and results HBR, Marchleadership decision April 2010 making Reading 1 Top ten attributes of effective leaders : The Balance scored Card Report : HBSP Reading 2 What Leaders Really Do. John P. Kotter, Best of HBR Reading 3 Students examine South West Airlines: how opportunities In a different World: and existing gaps in HBSP Case 1 the market are Leadership is a identified and how Conversation: HBR leaders think about June 2012 Reading 4 positioning and developing their organizations to fill those gaps. Students will learn The Ordinary Heros how leaders emerge, of the Taj: HBR, May decide, delegate and 2011 Reading 5 execute in times of The Chilean Mine crisis Case: HBSP Case 2 Students examine how entrepreneurial organizations handle the challenges of raising new capital, finding new partners, expanding geographically, and growing Builds an overall understanding of leadership traits of some of the leaders and their decision making style. Fab India Overseas Ltd. HBSP Case 3

Learning from Leaders The session examines the various traits exhibited by some of the popular social and business leaders.

Session 9&10
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Mahatma Gandhi http://www.youtube.c om/watch? v=mVwCeGxTN-A: Gandhi: His triumph changed the world forever JRD Tata : The life of JRD and his contribution to the Tatas http://www.youtube.c om/watch? v=VmC55SpFrI4: Steve Jobs : The real leadership lessons of Steve Jobs : HBR April 2012. Reading 6

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5. Assessment Pattern: A. For students with above 60% attendance there are three components to the assessment and are detailed below Case Presentation (Group) 25% (5) Individual write-ups 50% (10) Course Participation -25% (5)

1. Case Analysis Presentation (Group) 25% (5): Groups of students will work on any of the four cases provided in the course pack and make a presentation on the same. The format of presentation is given below Case Facts Key Issues/Challenges Answers to specific questions Answers to questions from audience Specific Case Questions are given at the end of this document. 2. Individual Write-ups 50% (10): Students need to submit individual write-ups for each class. The readings will be provided in advance. 3. Course Participation - 25% (5): Participation and responses in class will be monitored and measured for this component. Case Questions for Submission South West Airlines, Session 3 & 4 1. Why has South West been so much more successful than its competitors? 2. How has the original strategy been altered in recent years? 3. What kinds of things over which SWs leadership has some control could go wrong? What should be done to make sure they dont happen? Is there a need for change by SWs leadership in the face of competitive moves and general economic conditions? Chilean Mining Rescue, Session 5 & 6 1. What leadership and team actions allowed the miners to survive, physically and psychologically, until they were found? 2. What problem(s) did the engineers and geologists have to solve? What strategies and actions did Sougarret and the rest of the rescue team employ in their efforts to solve these problems? 3. What problem(s) did President Pinera and Minister of Mining, Laurence Golborne have to solve? What strategies and actions did they employ in response? 4. Whats your assessment of these decisions and actions? Fabindia Overseas Pvt. Ltd., Session 7 & 8 1. What are the reasons behind Fabindias growth? What role does Fabindias social mission play in the strategy and performance of the firm?
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2. Can Fabindia grow further? How? What will be the effects of growth? 3. What should their priorities be? GE Case Questions, Session 11 & 12 1. How does a large, complex diversified conglomerate defy the critics and continue to grow so profitability? How have Jack Welchs various initiatives added value? 2. What is your evaluation of Welchs approach to leading change? How important has he been to GEs success? 3. How difficult a challenge did Welch face in 1981? How effectively did he take change? B. Students with less than 60% attendance will submit an individual coursework on An Indian business leader listed in Reading 7 and discuss a) The Leadership style of the leader. b) What are key challenges he/she faced? c) What strategies did the leader adopt? Discuss & debate. d) What is your view on the key leadership and business lessons from this leader? 6.1 Teaching Map This table shows main delivery methods which are used across module and its stages: Methods of Delivery Module T1 * Notes T1 : Lectures T2 : Seminars / Tutorials T3 : Live projects/ Presentations T4 : Case Discussion T5 : Guest Lectures / Industrial Visit T6 : Lab session 6.2 Curriculum Map This table shows the main learning outcomes which are developed and/or assessed in this module: Methods of Delivery Module L1 * L2 * L3 * L4 * L5 * L6 * L7 * L8 * L9 * T2 T3 T4 * T5 * T6

Notes: L1: An understanding of organizations, their external context and their management. L2: An awareness of current issues in business & management which is informed by research & practice in the field.
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L3: An understanding of appropriate techniques sufficient to allow investigation into relevant business & management issues. L4: The ability to acquire & analyze data and information. L5: The ability to apply relevant knowledge to practical situation. L6: The ability to work & lead effectively in a team based environment. L7: An improvement in both oral & written communication skills. L8: Be cognizant of the impact of their individual & corporate actions on society and recognize ethical business practices. L9: Be sensitive to the social economic and environmental responsibilities of business. 6.3 Assessment Map This table shows main assessment methods which are used across module and its stages: Methods of Assessment Module A1 * A2 * A3 A4 A5 *

Notes: A1: Individual test/ Assignment A2: Group Assignment/ Project A3: Open Book Examination A4: Close Book Examination A5: Group Presentation / Course Participation

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RUBRICS Rubrics for Integrated Leadership Perspectives Fail F 0 Unsatisfactory E 1 Average D 2 Good C 3 Very Good B 4 Excellent A 5

Criteria

Class Participation (5 marks)

Conceptual Understanding Did not attend a single and ability to class bring forth new perspectives

Attended few sessions and could not participate even after asked by the faculty

Attended all the Attended and actively Attended most of sessions and also participated in all the Attended half the the sessions and actively participated discussions. Also gave sessions and participated without with right answers. all the correct answers participated only any initiation from However the ability to and came out with after asked by the the faculty, however give newer interesting faculty could not give all the perspectives on perspectives for right answers different topics was various topics. limited.

Group Presentation (5 marks)

*Participation of Members Presentation *Engaging incomplete Audience irrelevant. *Relevance 5 marks

Dominates Contributes very discussion, not little or at times allowing students that break the to contribute or flow of the creates discussion. distractions by Comment is playing with items. irrelevant and Comments are not language is relevant or goes is general. 2 back to previous and members discussion. participating and Language is so very little contact confused that it's with the audience. difficult to Most group understand where members speak comments fits. only to part of the Only 1 members audience. participates and Presentation is addresses the Disorganized. audience.

Comments or Contributes regularly comments is optimal. contribute to discussions and Steps in when there are sometimes. allows others to share silences to move Sometimes talks comments as well. discussion along but over others. Contributions is keeps quiet or allows others to contribute. Comments may related to topic and Sensitive to when to repeat what has support is provided. comment. Contributions been already said Clarification questions enhance discussion and and language is are asked and brings in relevant fairly general. Few language is clear. All personal knowledge. Able members group members to indicate gaps to topic. All group members participating and participate and equally participate and answering questions addresses the queries. addresses all the question asked by audience. Most group members asked by the audience Not able to answer speak to the entire very well. All group all questions asked. audience. Presentation members speak to the audience Presentation is is organized and entire Presentation is visually Complete. complete. organized and complete.

Frequency of

*Understanding of the Question *Analysis *Supportive Information with examples *Grammar and Structure *Organization and writing Style

May simply May deal with all part Understand and deals paraphrase or May deal with the May deal with one of the question in a with all part of restate the question in a part of the question more general way. question in depth. question. There is superficial way. in some depth and Limited analysis and Fails to demonstrate Provides effective there is weak supports the answer no analysis and Inappropriate any understanding of analysis of question. and analysis done. Lacks with some factual has incompetent, analysis the concepts under Supports with supporting supporting inappropriate information. May concern. Lacks substantial relevant information given. information. May contain minor errors responses. evidence of any information and Contains many May contain major contain few errors that do not detract knowledge related to application of more major or minor errors and is very and is weakly from overall essay. the subject. examples . May weakly organized organized and Clearly organized and errors, contain insignificant written. disorganized and and written. written, but not errors, well organized poorly written exceptional. and also well written.

Individual Write-ups (10 marks)

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