| Title: | Leadership & Org. Behaviour |
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| Long Title: | Leadership & Org. Behaviour |
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| Field of Study: |
Business & Management
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| Valid From: |
Semester 1 - 2019/20 ( September 2019 ) |
| Module Coordinator: |
DON CROWLEY |
| Module Author: |
Jane Leonard |
| Module Description: |
The module will provide learners with opportunities to explore the principles of Organisational Behaviour to understand the behaviour of individuals and groups in organisations.
The module aims to critically develop student knowledge in the fundamental theoretical and practical issues to do with the management of organisations. The module aims to equip learners with the insights and skills to develop their personal management and leadership styles.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| LO1 |
Interpret organisational problems in terms of leadership, individual, interpersonal, and group
processes |
| LO2 |
Critically evaluate the impact of power and influence within organisations |
| LO3 |
Critically assess the importance of metaphors and mental models in organisations as a way to create a common language and interpret events |
| LO4 |
Strategically select team development and team evaluation models to create a collaborative and innovative team culture. |
| Pre-requisite learning |
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list. |
| No incompatible modules listed |
Co-requisite Modules
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| No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
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| No requirements listed |
Module Content & Assessment
| Indicative Content |
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The need for Leadership
Importance of ethical Leadership. Evolving theories of leadership. Mastering the Art and the Science of Leadership. Contingency approaches to leadership, Blanchard and Hershey, Vroom- Jago Models
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Leadership and Insight
Developing emotional intelligence. Metaphors, mental models and assumptions. Independent thinking, Personal Mastery, Relationship builder and Boundary Spanner.
Developing cultural intelligence.
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Followership
The art of Followership. What followers want from a leader. Styles of followership. Developing your team. Motivation,reward and recognition, building resilience.
Leader as follower, strategies for managing up
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Motivation
Leadership and motivation. Needs- based theories of motivation. Process-based theories of motivation.
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Leader as Social Architect
Leading collaborative teams. Creating a culture where experts and creatives can thrive.
Transform individual efforts of people and slices of genius,into a single,coherent work of collective genius.
Breaking down silos, creating common purpose, shared values and collaborative work practices.
Prioritising time and attention spans.
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Managing High-Performing Teams
Mintzberg 10 manager roles.Manager as key determinant in team performance and culture, team development strategies, team dynamics, team development models, managing dysfunctional teams, managing norms and culture, 9-panel metrics.
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Influence processes in organisations
Nudge theory. Two systems of human thinking – Reflective and Automatic systems. Choice architecture, human decision making and behaviour. Criticisms of Nudge theory.
Politics and power in organisations
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| Assessment Breakdown | % |
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| Course Work | 100.00% |
| Course Work |
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| Assessment Type |
Assessment Description |
Outcome addressed |
% of total |
Assessment Date |
| Other |
Create a multimedia resource, a short (5 to 6 minute) group video production, detailing core concepts from module |
1,2 |
30.0 |
Week 8 |
| Reflective Journal |
Learners are required to reflect on their development as leaders. Connecting the theories and concepts to their own organisation |
1,2,3 |
50.0 |
Every Second Week |
| Presentation |
Presentation synthesising the contribution of Leadership and Behavioural Science to organisational effectiveness |
1,2,4 |
20.0 |
Sem End |
| No End of Module Formal Examination |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
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The institute reserves the right to alter the nature and timings of assessment
Module Workload
| Workload: Full Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Lectures and facilitated workshops |
3.0 |
Every Week |
3.00 |
| Independent Learning |
Student undertakes independent study and research to support project completion. |
4.0 |
Every Week |
4.00 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
| Lecture |
Lectures and facilitated workshops |
2.0 |
Every Week |
2.00 |
| Independent Learning |
Student undertakes independent study and research to support project completion. |
5.0 |
Every Week |
5.00 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
2.00 |
Module Resources
| Recommended Book Resources |
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- R. L. Daft 2001, The Leadership Experience, 6th Ed., Cengage Learning Stanford [ISBN: 9781435462854]
- Linda A. Hill,Greg Brandeau, Emily Truelove, Kent Lineback 2014, Collective Genius: The Art and Practice of Leading Innovation, Harvard Business School Publishing Boston [ISBN: 9781422130025]
- Chris Grey 2017, A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Organizations, 4th Ed., Sage London [ISBN: 9781473948235]
- Chris Ernst, Donna Chrobot-Mason 2011, Boundary Spanning Leadership: Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations, McGraw-Hill New York [ISBN: 9780071638876]
| | Supplementary Book Resources |
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- John P. Kotter 1999, John P.Kotter on What Leaders Really Do, HBS Press USA [ISBN: 0875848974]
| | Recommended Article/Paper Resources |
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- Emerald Insight Various articles, International Journal of Organization Theory & Behavior
| | Other Resources |
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- Website: The Phillips Kay Partnership Ltd 2017, The Heart of The Art
- Website: http://www.mintzberg.org
- Website: Center for Creative Leadership 2018, The 5 Most Important Competencies for
Function Leaders
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Module Delivered in
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