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School of Business LDR/300 Version 1 Innova ive Leadershi!
Co!yrigh " #00$ by %niversi y of &hoeni'( )ll righ s reserved(
Course Description *his course !rovides a founda ion of unders anding of leadershi! and i s role in +anaging !eo!le and sys e+s( *his course ,ill cover -ey leadershi! ele+en s such as effec ive leadershi! behavior. !o,er and influence. he differences be ,een leadershi! and +anage+en . leading change. in ra!reneurshi!. and ho, an innova ive +indse i+!ac s !eo!le and sys e+s in a con inually changing global and vir ual environ+en ( Policies /acul y and s uden s/learners ,ill be held res!onsible for unders anding and adhering o all !olicies con ained ,i hin he follo,ing ,o docu+en s0 • • %niversi y !olicies0 1ou +us be logged in o he s uden ,ebsi e o vie, his docu+en ( Ins ruc or !olicies0 *his docu+en is !os ed in he Course Materials foru+(
%niversi y !olicies are sub2ec o change( Be sure o read he !olicies a he beginning of each class( &olicies +ay be sligh ly differen de!ending on he +odali y in ,hich you a end class( If you have recen ly changed +odali ies. read he !olicies governing your curren class +odali y( Course Materials 3ahavandi. )( 4#0005( The art and science of leadership 4#nd ed(5( %!!er Saddle River. 360 &ren ice 7all( 7ughes. R( L(. Ginne . R( C(. 8 Cur!hy. G( 6( 4#00$5( Leadership: Enhancing the lessons of experience 49 h ed(5( Bos on. :)0 :cGra,;7ill/Ir,in( )ll elec ronic +a erials are available on he s uden ,ebsi e(
Week One: The Difference Between Leadership and Management
Objectives 1.1 Differen ia e be ,een leadershi! and +anage+en ( 1.2 Iden ify obs acles o effec ive leadershi! 1.3 Iden ify co++on +easures of leadershi! success( Read Ch( 1. #. 8 < of Leadership: Enhancing the Lesson of Experiences. Review Ch( 1 of The Art and Science of Leadership. Read his ,ee-=s >lec ronic Reserve Readings( artici!ate in class discussion hrough discussion o!ics and res!onses in discussion hreads See due da es in :ain /oru+ 3$
utorial .ers( )or&at your !a!er consis en .3 Iden ify .ays o avoid +anagerial derail+en ( 2.ha .2 Co+!are and con ras leadershi! rai s( 2. o 1.0@0.. as long as he or she is no +en ioned in he readings( (ddress he follo.ea& (ssign&ent Invidually a-e he library u orial in he %niversi y Library( )s a ea+ res!ond o he follo.ing Dues ion and !os your ans.ord !a!er in .ing !oin s in your !a!er0 • In .i h )&) guidelines( :onday Day ? :onday Day ? # 1@0 Week Two: Characteristics of Leadership Details Objectives 2. Co++en on he !os s of he o her ea+( Due Sa urday Day @ 1@ .ee-=s >lec ronic Reserve Readings( artici!ate in class discussion hrough discussion o!ics and res!onses in discussion hreads See due da es in :ain /oru+ :onday Day ? 3$ Due Points Readings artici!ation "ee#l$ %u&&ar$ # Librar$ Researc+ .ha .ays is his !erson a leaderA In .* Devise +e hods o develo! leaders( Read Ch( 9. are hey differen A • Bha obs acles has his !erson encoun ered as a leaderA • Is his !erson an effec ive leader based on co++on +easures for successA • &rovide a ra ionale for your ans.er in he hread !rovided in he :ain Classroo+.1 >'!lain ho.hich you selec a !as or !resen !ublic or !oli ical figure. Read his .ays is his !erson a +anagerA • Bha differen leadershi! roles and func ions does his !erson fulfillA 7o.C of Leadership: Enhancing the Lessons of Experience. Read Ch( < of The Art and Science of Leadership. are hese roles si+ilarA 7o.Course Design Guide LDR/300 Version 1 # "ee#l$ %u&&ar$ 'ndividual Leadershi! and :anage+en &a!er "rite a ?00. leaders can balance co+!e ing values and !riori ies( 2.
ea& (ssign&ent Co+!le e your *ea+ Char er and sub+i i o your Learning *ea+ /oru+( Begin his assign+en by individually revie. *his is an inde!enden ea+ assign+en ( >ach of he ea+ assign+en .hich you sho. you can use he Ci e ool o crea e a reference( 1ou need o +a-e sure he reference crea ed agrees . +o ives.ing0 Course :a erials &eriodical and 6ournals Boo-s %se he research facili y of he %F& Library o loca e your e'a+!les for !eriodicals and 2ournals and boo-s( &os your docu+en o he hread !rovided in he :ain Classroo+ and res!ond o he !os s fro+ he o her ea+s( -ote0 Bhen you o!en he research docu+en s ha you find in your search.i h he e'a+!le referencing for ha y!e of docu+en ( -ote.ill find he research u orial under Library Services( Selec EVei.Course Design Guide LDR/300 Version 1 3 Bhy is i i+!or an o use acade+ic sources and rade 2ournals for 7R research( -ote0 1ou . e'a+!les ci a ions and references for a leas one each of he follo. *his is an inde!enden ea+ assign+en ( >ach of he ea+ assign+en .ill be graded se!ara ely( >ach ea+ +e+ber .ill be e'!ec ed o !ar ici!a e in he crea ion of he ci a ions and references docu+en and o also res!ond o he discussion in he +ain classroo+( 1ou need o be ac ive in bo h he ea+ foru+ and he classroo+ o earn !oin s for he assign+en ( *hursday Day 3 Due Sa urday Day @ < 1@ Week Three: Leadership and Power Details Objectives 3.ing he Sa+!le &a!er and he >'a+!les of Ci a ions and References in CB>( Crea e a docu+en in .ea& C+arter ( ( Citations and Re/erences . he Research *u orial( -ote.er.ill be graded se!ara ely( >ach ea+ +e+ber .1 )nalyGe he in erac ion a+ong leadersH sources of !o.ill be e'!ec ed o !ar ici!a e in for+ula ing your res!onse o he Dues ion on he i+!or ance of acade+ic sources and rade 2ournals and o also res!ond o he discussion in he +ain classroo+( 1ou need o be ac ive in bo h he ea+ foru+ and he classroo+ o earn !oin s for he assign+en ( Learning . and influence ac ics( Due Points .
es )irlines Co(I S arbuc-sI 3a ional /oo ball LeagueI Sony Cor!ora ion of )+ericaI Sunday Day 9 C0 :onday Day ? 3$ artici!ation "ee#l$ %u&&ar$ 'ndividual Leadershi! and &o.ing organiGa ions o use as your co+!any in he !rofile0 • • • • • )!!leI Sou h.ing in your !rofile0 • Co+!are. Bee.ord !rofile( %elect one of he follo. do +anagerial differences based on gender !lay hereA )or&at your !a!er consis en .erful Be er 7alf( (nswer he Dues ions a he end of he :ini Case( (ddress he follo.ea& Leadershi! &rofile 1our co+!any=s vice !residen of hu+an resources has a!!roached your ea+ for assis ance in recrui ing and develo!ing your organiGa ion=s fu ure leaders( *he vice !residen has as-ed your ea+ o brains or+.and. *he &ri+e :inis er=s &o. In erne .con ras of co++on leadershi! rai s in his indus ry . .?@0.<@0. 7ighligh @(3 in Leadership: Enhancing the Lessons of Experience( Bha role. if any. and !re!are a .i h )&) guidelines( Learning .*hree readings "rite a 1.erful Be er 7alf :ini Case Review *he &ri+e :inis er=s &o. o #.* Iden ify uniDue challenges o leaders in non!rofi organiGa ions( Readings Read Ch( @ of Leadership: Enhancing the Lessons of Experience.ould you charac eriGe 7o Ching=s +o ivesA • Revie. Read his .. Read Ch( @ 8 ? of The Art and Science of Leadership.ri en !rofile( Resources.3 Iden ify s ra egic forces on +anage+en and leadershi!( 3. %niversi y Library.2 Differen ia e a+ong s ra egic leadershi! y!es( 3. research.er &a!er # 1@0 'nclude he follo.ee-=s >lec ronic Reserve Readings( artici!ate in class discussion hrough discussion o!ics and res!onses in discussion hreads See due da es in :ain /oru+ :onday Day ? Resource.Course Design Guide LDR/300 Version 1 < 3.ing0 • Revie. he Leader :o ives in Ch( @ of Leadership: Enhancing the Lessons of Experience( 7o.
indus ry leaders balance co+!e ing values and !riori ies • &ro!osal o avoid +anagerial derail+en and failure )or&at your !rofile consis en .ere involved in +any non+anagerial o!era ions.<@0. gradua e.ee-=s >lec ronic Reserve Readings( artici!ate in class discussion hrough discussion o!ics and res!onses in discussion hreads See due da es in :ain /oru+ :onday Day ? 1our uncle o. Read his .een high school gradua ion and college( 1ou .Course Design Guide LDR/300 Version 1 @ • :e hods for develo!ing leaders in his indus ry • S ra egies for ho. !roduc develo!+en !ro2ec leader( If you acce! his !osi ion.ns a +idsiGed +anufac uring business for .hich you .i h su!eriors and !eers( *.1 Iden ify basic leadershi! s-ills( *. Read Ch( C of The Art and Science of Leadership. you acce! he 2ob offer( "rite a 1.ing concerns0 • Revenue on he business= s andard !roduc s has dro!!ed significan ly in he !as 3 years( • *here are no ne.i h )&) guidelines( Week Four: ndi!idual Leadership "t#les Details Objectives *..i h !eer +anagers and i++edia e su!ervisors( )f er careful considera ion.ing conce! s0 :onday Day ? 3$ Due Points Readings artici!ation "ee#l$ %u&&ar$ 'ndividual S ra egies for Building >ffec ive Rela ionshi!s &a!er # #00 .ord !a!er and address he follo. you +us address he follo. o #.or-ed be . you seee+!loy+en ( 1our uncle has offered you a !osi ion as he ne.3 >'!lain he role of leaders in !ar ici!a ory +anage+en ( Read Leadershi! S-ills &ar # 8 3 of Leadership: Enhancing the Lessons of Experience. ideas on he horiGon( • 3o one is leading !ro2ec +anagers( • *he las !ro2ec leader lef he business because of conflic s .?@0.2 De er+ine +e hods leaders use o build effec ive rela ionshi!s . fro+ dis ribu ion o +anufac uring e'!erience( )s a ne.
Read Leadershi! S-ills &ar < of Leadership: Enhancing the Lessons of Experience.i h su!eriors and !eers • Bha role you . Read his . cul ure.i h he +erger of . in.de! h analysis of he . s ra egy.i h )&) guidelines( Learning . s ruc ure.ea& :erger Dile++a &a!er . regarding he organiGa ion=s blended leadershi!0 :onday Day ? C0 Due Points Readings Learning .1 &ro!ose +e hods for leaders o an ici!a e and ada! o change( 2.o candida es in he e'ercise and a ra ionale for your final reco++enda ion( re!are ans.o candida es and heir Dualifica ions in er+s of environ+en .i h )&) guidelines( Sunday Day 9 C0 Week Fi!e: De!eloping Leadership in a Changing World Details Objectives 2.ing. and leadershi!( 01!lain .i h o her co+!anies in he indus ry( Concerned e+!loyees are loo-ing for s rong +anagerial direc ion( 1our con rac reDuires ha you address he follo.o +idsiGed co+!anies ha have been co+!e i ors for years( *he !ur!ose of he +erger is o acDuire significan +ar-e share and co+!e e .Course Design Guide LDR/300 Version 1 9 • Basic leadershi! s-ills you need o succeed • :e hods you use o build effec ive rela ionshi!s .2 Iden ify .ee-=s >lec ronic Reserve Readings( 1our consul ing grou! has been re ained o hel! .ill !lay regarding !ar ici!a ory +anage+en in he business )or&at your !a!er consis en . such as he 2unior high school in he e'ercise( )or&at your !a!er consis en .or-shee ( Review he .ri en.3 &ro!ose +e hods for crea ive !roble+ solving( Read Ch( 13 of Leadership: Enhancing the Lessons of Experience. echnology.hich leadershi! each candida e re!resen s( (ddress uniDue challenges of leaders in a non!rofi organiGa ion.ea& %nders anding S ra egic /orces &a!er Resource.1 in The Art and Science of Leadership( rovide a .ers o he %nders anding S ra egic /orces . The Art and Science of Leadership Read >'ercise ?.ays leaders can +anage conflic ( 2.
ays o +anage organiGa ional conflic ( ro!ose +e hods for crea ive !roble+.arding ea+ !ar ici!a ion for each s uden s in your ea+( Sunday Day 9 90 :onday Day ? # Optional Discussion $uestions "ee# One Discussion 3uestions • Bha are so+e differences be .ill be used as a basis for a. do hese differences affec an organiGa ionA Bha are so+e decisions leaders +us +a-eA Bha are so+e decisions +anagers +us +a-eA • Bhy is i i+!or an o have effec ive leaders and +anagersA Bhen is i a!!ro!ria e o lead or +anageA %nder .wo Discussion 3uestions • Bhen +igh a leader=s values and !riori ies conflic . !ersonally or have heard abou ( By .solving o hel! +i iga e he s ress on e+!loyees and he blended +anage+en ea+( "rite a !a!er based on he scenario( )or&at your !a!er consis en .ould you define successful leadershi!A Bha s andard do you a!!ly . he sec ion on genera ional differences in Ch( < of The Art and Science of Leadership( Bha are so+e genera ional differences in your . should hese ools be usedA • 7o.hen evalua ing leadershi! successA Is i !ossible o !redic success based on organiGa ional cul ures or o her fac orsA &rovide e'a+!les o su!!or your ans.ea& artici!ation "ee#l$ %u&&ar$ Sub+i a Lear ning *ea+ >valua ion o your Individual /oru+( >valua ion should cover Bee-s 3.een leadershi! and +anage+en A 7o.er roleA Bha is he effec of each role a a de!ar +en al levelA • Bha is effec ive leadershi!A Bha obs acles +ay hinder effec ive leadershi!A Bha ools effec ively reduce leadershi! obs acles in an organiGa ionA Bhen and ho.Course Design Guide LDR/300 Version 1 ? ro!ose +e hods o an ici!a e and ada! o necessary organiGa ional change( 'denti/$ .@ *ea+ )ssign+en s( 1our evalua ions .ea& 0valuation and .or-!laceA Bha effec do hey have on a leader=s abili y o balance values and !riori iesA &rovide e'a+!les( .ha circu+s ances should a leader or +anager a-e a follo.i h hose of his or her organiGa ionA Bha ools are available o hel! leaders balance co+!e ing values and !riori iesA Bha su!!or +us an organiGa ion !rovide o hel! leaders in he s ruggle of co+!e ing values and !riori iesA &rovide s!ecific e'a+!les( • Revie.ha +easures are hese leaders successfulA "ee# . .er( • Bha are co++on +easures of successful leadershi!A Iden ify .i h )&) guidelines( Learning .o successful leaders you -no.
i h su!eriors and !eersA • Bha cons i u es !ar ici!a ory +anage+en A %nder .ould ha!!en if he leader used his ac icA 7o.ould you define effec ive rela ionshi!s in a !rofessional se ingA 7o. does an individual=s !ersonali y affec his or her leadershi! rai sA Bha rai s serve a leader .er and influence in an organiGa ional se ingA 7o.er and influence !osi ively affec an organiGa ionA 7o.een and in de!ar +en sA • 7o. +ay !o.side of !o. . +ay hese s-ills be used in an organiGa ional se ingA Bha +e hods +ay you use o i+!rove your s-ill se o beco+e a +ore effec ive leaderA • 7o.+ree Discussion 3uestions • 7o. .er( &rovide an e'a+!le( Bha organiGa ional fac ors con ribu ed o he leader=s behaviorA Bha .er be affec edA • Bha are differen y!es of s ra egic leadershi!A 7o.er( • Iden ify a !ublic or !oli ical leader( Bha -ind of !o.er does his leader !ossessA Bha influence ac ics does his leader nor+ally use based on his or her !o.een !o.hen in erac ing . do effec ive rela ionshi!s con ribu e o an organiGa ion=s successA Bha +e hods +ay an organiGa ion use o !ro+o e effec ive rela ionshi!s be .ould you define influenceA Bha are so+e dis inc ions be .ere conseDuences of he behaviorA "ee# )our Discussion 3uestions • Bha are he +os i+!or an s-ills a leader +ay !ossessA 7o.ould you !ro!ose !ar ici!a ory +anage+en A Bha are i s advan ages and disadvan agesA Bha role +us a leader assu+e in his +anagerial environ+en A • Bha obs acles e'is for leaders involved in !ar ici!a ory +anage+en A Bha +e hods +ay a leader e+!loy o overco+e hese obs aclesA .i h su!eriors and !eersA Bha s!ecific a!!roaches +us a leader e+!loy . . do hey affec an organiGa ion=s s ruc ureA Bha are he roles of s ra egic leaders in an organiGa ion=s +anage+en A Bha in ernal and e' ernal fac ors affec s ra egic leadershi! abili yA • Bha are so+e e'a+!les of non!rofi organiGa ionsA Bha uniDue challenges e'is for heir leadersA Bha charac eris ics and ools +igh a non!rofi organiGa ion=s leader u iliGe o overco+e hese challengesA • In The Art and Science of Leadership.A If no .ellA Bha rai s do no A >'!lain your ans.ha .aysA "ee# . 3ahavandi .er and influence nega ively affec an organiGa ionA &rovide s!ecific e'a+!les o su!!or your ans.ould you define !o.Course Design Guide LDR/300 Version 1 C • 7o.er( • Bha e'a+!les of +anagerial derail+en have you e'!erienced in an organiGa ional se ingA Could hey have been avoidedA If so.erA &rovide a s!ecific e'a+!le of an influence ac ic his !erson has no used( Bha . +ay !o.hy no A • Bha +e hods e'is o develo! leaders in an organiGa ionA Bha +e hods does your organiGa ion useA BhyA 7ave any +e hods been coun er!roduc iveA In .ri es abou he dar. ho. do effec ive leaders build rela ionshi!s .ha condi ions . .ould his or her !o. .erA 7o.
based on a !erson=s !osi ionA • Bha are so+e !osi ive and nega ive resul s you have e'!erienced because of organiGa ional changeA If you had been in leadershi! or +anage+en .er( • 7o.of )!ollo Grou!. . are !roble+s rou inely solved in organiGa ionsA )s a leader. ho. does conflic affec an organiGa ionA Bha conflic resolu ion s ra egies e'is for organiGa ional leadersA In .ays badA 7o.ha +e hods .ha si ua ions +ay hese s ra egies be usedA • Bha are so+e reasons e+!loyees and +anagers resis changeA )s a leader.ould you !ro!ose for crea ive !roble+.i h %niversi y of &hoeni'I edi orial s andards and !rac ices( . s!onsorshi!. .ould you handle he si ua ion differen lyA &rovide a ra ionale for your ans. and Bindo.ould you define conflic A Is conflic al.sI.Course Design Guide LDR/300 Version 1 $ "ee# )ive Discussion 3uestions • &rovide an e'a+!le of change ha +ay a-e !lace in an organiGa ion( 7o.s 3*I are regis ered rade+ar-s of :icrosof Cor!ora ion in he %ni ed S a es and/or o her coun ries( )ll o her co+!any and !roduc na+es are rade+ar-s or regis ered rade+ar-s of heir res!ec ive co+!anies( %se of hese +ar-s is no in ended o i+!ly endorse+en . . Bindo. +ay ha change be !erceived.solvingA • 7o. .ould you use o hel! e+!loyees and +anagers ada! o changeA Cop#right %niversi y of &hoeni'I is a regis ered rade+ar. or affilia ion( >di ed in accordance . Inc( in he %ni ed S a es and/or o her coun ries( :icrosof I.ha +e hods .
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