Edith Cowan University

Faculty of Business and Law

Unit Plan
Unit Code:MAN3121 Unit Title: Leadership III Trimester: Two (ACBT) Year: 2012

Faculty of Business and Law | Telephone: 134328 | Calls outside Australia (61 8) 6304 0000 Email enquiries@ecu.edu.au | Web: www.business.ecu.edu.au

School of Management
Edith Cowan University Faculty of Business and Law Telephone +(618) 6304 5666 Facsimile +(618) 6304 5633 Email: businessandlaw@ecu.edu.au www.business.ecu.edu.au CRICOS IPC 00279B Prepared by: Matthew Bambach Version: July 2012

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School of Management MAN3121 Leadership III

Lecturer ACBT
Name Lasantha Wickremesooriya Room no Contact number/s Email Consultation times

Unit Coordinator
Name Matthew Bambach Room no 2.454a Contact number/s 6304 5278 Email m.bambach@ecu.edu.au Consultation times By Appointment

Other staff contacts

Name Glenda Scott Role Course Coordinator Room no Jo2.455 Contact number 6304 5496 Email glenda.scott@ecu.edu.au

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This is from the unit outline (as per the course handbook):
EDITH COWAN UNIVERSITY FACULTY OF BUSINESS AND LAW SCHOOL OF MANAGEMENT
UNIT TITLE : UNIT CODE : CREDIT POINTS : FULL YEAR UNIT : MODE OF DELIVERY : Leadership III MAN3121 15 No On-campus Off-campus

DESCRIPTION Leadership is a fundamental part of professional development in any field - business, government, sporting, cultural or not-for-profit. This unit encourages students to consider the concept of leadership, through examining the difference between leadership and management, theories of leadership, styles of leadership, ethics in leadership, leading diverse workforces, and leading in times of change. Students are also helped to develop their skills in areas such as negotiation, communication, collaboration and coaching through reflection on practical activities in classes, assignments and life experience, in the workplace or elsewhere. Students do not need to be in employment. LEARNING OUTCOMES On successful completion of this unit students should be able to: 1. demonstrate broad knowledge of the different approaches to leadership in the academic literature; 2. identify different leadership styles and their relationship to different organisational contexts; 3. discuss the special requirements of leadership in organisational change; 4. discuss the skills required by a leader and their development; 5. analyse the leadership of other leaders; and 6. explain attributes of effective followers. UNIT CONTENT 1. Nature & importance of leadership. 2. Followership. 3. Theories of leadership. 4. Styles of leadership. 5. Ethics & leadership. 6. Power & politics. 7. Collaboration, motivation and coaching. 8. Communication & conflict resolution. 9. Entrepreneurship & creativity. 10. Strategic leadership, change & succession planning. 11. Leadership of diversity. 12. Teamwork.

TEACHING AND LEARNING PROCESSES On-campus students attend a three hour, weekly seminar. An important feature of the unit will be the analysis of practical examples of leadership through case studies that will be submitted as a report. These emphasise work-based learning. Off-campus students access the program via MyECU/Blackboard. Regular online access is required. GRADUATE ATTRIBUTES

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ability to communicate ability to work in teams critical appraisal skills ability to generate ideas cross-cultural and international outlook

ASSESSMENT Grading Schema 1 Item Project Examination Item Project Examination On-Campus Assessment Leadership Project Final Exam Off-Campus Assessment Leadership Project Final Exam Value 50% 50% Value 50% 50%

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Introduction
Leadership is increasingly seen as vital to success in many fields of business and the professions. Still, it remains an elusive concept for many people. What exactly is leadership? How is it different to management? Are leaders born with special abilities, or can anyone develop them? This unit unravels some of these mysteries, showing how successful individuals lead others by engaging rather than directing them, and offering students opportunities to identify and develop their own leadership potentials. We examine theories of leadership, styles of leadership, the importance of teamwork, the relationship between leadership and motivation, and the skills of coaching, creativity in leadership, and leading in diverse workplaces, amongst other topics. Leadership potential can only be developed through reflection on your life experiences and personal capabilities. The teaching and assessment tasks therefore invite you to use academic theories and research findings to reflect on your past experiences as a leader - in school, sport, and family as well as in work - to help you identify areas of strength and areas for development. Considerable untapped leadership potential exists in all of us: engaging it involves a lifelong process of growth. This unit aims to help you begin that journey. I am here to help so if you have any questions along the way, please do not hesitate to contact me. I wish you every success in the Unit.

Matthew

Expectations of lecturers and students

This unit is conducted in accordance with the Student Charter (available at: http://www.ecu.edu.au/prospectus/charter/). Lecturers and students must all be mindful of common courtesies and allowing each person the opportunity to contribute and to gain as much as possible from the unit.

Teaching and learning approach

There will be regular seminars as per the unit schedule. Students should be organised, disciplined and work consistently throughout the semester. Students are expected to undertake the reading, attend lecturers seek out other resources, participate in activities and draw on their own experiences. The lecturer will be available to support the students.

Annotated reading list

Textbooks Dalglish, C & Miller, P. (2010), Leadership: understanding its global impact. Prahan: Tilde University Press The text books provide a very sound platform for the unit but does not cover all perspectives of leadership. Journals and books provide more recent research and critical perspectives. Students are encouraged to read widely, to identify questions and to build a holistic understanding of leadership. Other significant references and resources Australian Institute of Management. (2002). The heart and soul of leadership. Sydney: McGraw-Hill.

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A useful practical Australian guide. Bennis, W., Spreitzer, G., & Cummings, T. (2001). The future of leadership. San Francisco: John Wiley & Sons. Bennis W. & Thomas, R.J. (2002). Geeks and geezers: How era, values, and defining moments shape leaders. Warren Bennis is one of the top academic writers on leadership, with considerable research experience but also a broad view. Burns, J. (1978). Leadership. New York, Harpers & Row. A classic - if not the classic: Burns is one of the founders of modern leadership theory. Cox, E. (1996). Leading women. Milsons Point: Random House. Eva Cox is a well known Australian writer, focussing here on womens perspectives on leadership. Daft, R. L. (2002). The Leadership Experience, Second Edition, Fort Worth: Harcourt. Ron Daft is another widely cited academic, writing here for a popular audience. Daft, R. & Prola-Merlo, A. (2009) The leadership experience: Asia pacific edition one. Albany: Cengage Learning Dalglish, C. & Evans, P. (2007), Leadership in the Australian context: case studies in leadership. Prahan: Tilde University Press Dubrin, A., Dalglish, C. & Miller, P. (2006). Leadership. (2nd ed). Milton, Qld, Australia: John Wiley & Sons. Goleman, D., Boyatzis, D. & McKee, A. (2002). The new leaders: Transforming the art of leadership into the science of results. London: Little Brown. Daniel Goleman is a journalist who popularised academic research on Emotional Intelligence. Handy, C. (1989). The age of unreason. London: Penguin Business Books. Mant, A. (1994). Leaders we deserve. Melbourne: Currency Productions. Mant, A. (1997). Intelligent leadership. St Leonards: Allen and Unwin. Alastair Mant is an Australian professor working mostly in the UK, and having advised governments here and there on leadership. His views are sometimes provocative and always interesting. Northouse, P. (1997). Leadership, theory and practice. Thousand Oaks: Sage Publications. A useful text. Pierce, J., & Newstrom, J. (2000). Leaders and the leadership process, Readings, Self-Assessments and Applications ( 2nd ed.). Boston: McGraw Hill. Another useful text. Sinclair, A. (1998). Doing leadership differently: Gender, power and sexuality in a changing business culture. Melbourne, Melbourne University Press. Amanda Sinclair is one of Australias leading experts on leadership, taking an approach here that is quite different from many above. Storey, J. (2011). Leadership in organisations: current issues and trends. Milton Park: Routledge Yamamarino, F. & Avolio B. J. (2002). Transformational and charismatic leadership: The road ahead. San Francisco: JAI Press. These authors are at the forefront of research on transformational leadership, and have worked with Bernard Bass the author most associated with this model. Yukl, G. (2002). Leadership in organizations (5th ed). Upper Saddle River: Prentice Hall International. A widely used and cited text.

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Journals It is anticipated that you will consult a range of journals during the course, particularly in the preparation of your assignments. The following list, although not exhaustive, contains a variety of journals which cover material related to the field of leadership. Those not found in ECU libraries can be located in the libraries of the other tertiary institutions in Perth, or in the state library. Electronic journals can be accessed via the ECU library homepage, both on campus and off-site. Access is simple and requires no special requirements beyond internet access and your login details. ADDITIONAL READING BEYOND THE TEXT IS A REQUIREMENT FOR THE SUCCESSFUL COMPLETION OF THE COURSE.

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Study Schedule
This schedule provides a listing of the topics covered in this unit. The weekly allocations provide a guide of the recommended time to spend on each module. Use the current semester calendar to track your progress against the actual dates. Week Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Topics Leading in the Global Context Leadership Ethics & Values Followership and self awareness Leadership Traits Theories Of Leadership Charismatic & Transformational Leadership Power & influence Leader communication Culture & Leadership Text Reading & Activities Ch. 1 Activity 1.1 (p9-10) Ch. 2 Activity 2.4 (p35-36) Ch. 3 Daft & Pirola Ch6 (PdF on B.B). Ch. 4 Activity 4.1 (p68 -69), Activity 4.2, 4.3, 4.4, 4.5 (p73-79) Ch. 5 Activity 5.6, Activity 5.10 (p113) Ch 6 Activity 6.1 (p137) Ch 8 Activity 8.1 (p177 - 181), Activity 8.2 (p185), Ch 9 Activity 9.1 (p206), Activity 9.2, 9.3 (p209 -210), Activity 9.7 (p225) Ch 7 Activity 7.2 (p160) Assessment Due

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Week 10 Week 11 Week 12 Ch 10 Leading Teams Leading change & strategic leadership Review & Exam Tips Ch 11 & 12 Leadership Project Due

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Assessment details
Assessment Leadership Project Exam Date (due) Week 11 Venue, day & time to be advised Marks/Weighting 50 Marks 50 Marks

Leadership Project
Submission information
Weighting Date/Week/Time Place Format This assignment accounts for 50% of the assessment in this unit Week eleven at the start of the class. Hardcopy in class (soft copy may be requested) Report / Development Plan

You are required to develop a leadership development plan as per the guidelines in pages 61 & 62 of your text book. What leadership style or position do you aspire to? What are your leadership strengths and weaknesses. Compare your current attributes with those desired in the future How will you develop your leadership capacities? How will measure if your leadership has improved? Your challenge is to ensure you demonstrate knowledge of the leadership that you have learnt throughout the unit and draw upon your learning from each weekly topic(s) as you discuss your development plan. Each week you are required to complete a self assessment activity which will help you in your analysis of your own leadership and thinking about the areas you need to develop. Include your completed activities as an appendix (marks will given for this). You are strongly encouraged to complete the weekly activities as per the schedule in this unit plan. Students are likely to experience significant stress if left to the end of semester. The marker will be looking for you to draw upon each of the following in presenting your development plan: Your text, modules and required readings Your completed self assessment activities (and if your wish other relevant activities you have undertaken eg a personality test) Your wider reading on leadership and topics covered in this unit.

Faculty of Business and Law Web: www.business.ecu.edu.au

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Your leadership development plan is intended for use as a resource for your ongoing reference in your leadership careers. This assignment brings together your learning over the entire semester. Purpose This assignment provides the opportunity for you to explore more deeply the material covered in this unit and apply it to yourself as a leader. It will provide you with a plan to develop yourself further as a leader. Guidelines Work on your development plan each week. This should include review of notes from course materials, completion of self assessment activities, personal reflection and wider reading. Final Copy The final copy of your assignment should contain Cover page (you name, student number, the name of your lecturer, the day and time of your seminar, and the due date) Table of contents (on a separate page) Headings with clear sections for each question. Reference list Appendices (ie self assessment activities) Marking criteria In grading your assignment the following marking criteria will be used by your lecturer:
NOT AT ALL TOTALLY

DEMONSTRATED UNDERSTANDING OF LEADERSHIP THEORY EVIDENCE OF LEARNING FROM ALL AREAS ACROSS THE UNIT. DEPTH OF EVALUATION OF OWN LEADERSHIP JOURNEY EVIDENCE OF WIDER READING AND LEARNING FROM A VARIETY OF SOURCES (INCLUDING QUALITY OF SOURCES) CONTENT REQUIREMENTS MET (LEADERSHIP ASPIRED TO, STRENGTHS AND WEAKNESSES, DEVELOPMENT OF CAPABILITIES, MEASUREMENT OF IMPROVEMENT) SELF ASSESMENT (ACTIVITIES ENCLOSED, ANALYISIS, APPROPRIATE INCLUSION IN DISCUSSION) TEXTUAL SKILLS (SPELLING, GRAMMAR ETC) APA REFERENCING

Demonstrated understanding of leadership theory.

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Depth of evaluation of own leadership journey. Evidence of learning from lectures and materials of this unit. Evidence of wider reading and learning from a variety of additional sources Quality of the article / source, the summary and the depth of your critical analysis (literature reviews)

Learning Outcomes Completing this assignment will help you improve the following: Development as a leader Self analysis Enterprise, creativity and initiative Reflection and writing skills Applying of theories of leadership

Exam
Weighting Date/Week Time Place Format The exam accounts for 50% of the assessment in this unit. Exam period To be advised To be advised Exam format

Preparation
The exam will cover a range of material covered in the unit. Students should have an understanding of all topics. Your lecturer will provide further information on the exam during the lectures (and maybe a few hints that will help focus your study). Enjoy the unit! Good Luck! Matthew

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Addendum Email protocol

All emails should be sent from your student email account or via Blackboard, otherwise anti-spam filters may prevent it from being delivered to your lecturer. When using email to communicate with lecturers or tutors, you should always make sure that your message contains the following: 1. A subject that contains the unit code, and clearly describes the nature of your query or request. Your lecturers receive many emails a day, and may also teach more than one unit, so if your email does not contain the unit code, it is not possible to place your message in context. If the subject does not indicate the nature of the message, it may well remain unanswered. 2. Change the default setting on your email program to include previous messages in replies, and make sure that previous messages are included in an ongoing exchange. Your lecturer deals with many students. Having a copy of the previous exchanges included in your message will expedite a response. You should still make sure that the subject indicates what the email is about. 3. Address your lecturer appropriately by name. 4. State your question or request clearly and concisely. 5. Insert a signature at the end of your email that contains: a. your name in full as it appears in SIMO b. your student number c. the campus at which you attend classes for the unit in question (also indicate if you are an off campus student) Your lecturer will inform you if there are additional requirements for communicating by email. While lecturers cannot be available on line all day, in normal circumstance your lecturer will reply within 2 working days.

Unit and Teaching Evaluation (UTEI)

At the end of the semester, all students will be requested to complete the ECU UTEI online survey. This survey will ask questions concerning your level of satisfaction with the unit, your lecturer and your tutor. Your feedback is needed to help us to improve the quality of our courses. We endeavour to use the feedback we receive from the UTEI survey to improve the quality of the unit when it is next run. Towards the end of the semester you will receive an email notification about how to complete the UTEI survey. Please take the time to complete it for us. There are small incentives offered to encourage participation and your feedback is anonymous and confidential.

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UTEI dates for 2012

TBA

Assignments Extensions for submission dates

Any student who wishes to defer the submission of an assignment must apply to the lecturer before the due date for an extension of the time within which to submit the assignment. The application must be in writing and must set out the grounds on which deferral is sought. An assignment submitted after the fixed or extended time for submission shall incur a penalty to be calculated as follows: where the assignment is submitted not more than 5 working days late, the penalty shall, for each working day that it is late, be 5% of the maximum assessment available for the assignment; or where the assignment is more than 5 working days late, a mark of zero shall be awarded.

Exams Illness on the day of an exam

This happens very rarely. If you should find yourself in this unusual and difficult position you should not attend the exam as you could not perform to your best. However, if not attending you must see a doctor and submit the doctors certificate with your request for a deferred exam on the grounds that you were ill at the time of exam.

Failing a unit
Failing a unit 3 times may result in you being excluded from the unit, the major to which the unit belongs, or even the course. Clarification and further assistance can be obtained by contacting the Student Information Office, Joondalup campus building 6 or Mt Lawley campus building 10 or by email at businessandlaw@ecu.edu.au.

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