MGMT-460-01-4202 syllabus PDF

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Images of Leadership MGMT 460-01 Spring 2020

Instructor Contact information Office hours

Class time / Room Required text Required

Course description

I. Professor / Instructor Reginald Bruce Ph.D. Office: 370 College of Business Telephone: 502-558-2778 Email: [email protected] Mon/Wed, 12:15-1:00 pm; Tue/Thu, 11:00-12:00, and by appointment

II. Course Information Monday and Wednesday, 11:00 AM to 12:15 PM College of Business 205  Kouzes, J. & Posner, B. (2017). The Leadership Challenge (Sixth Edition). San Francisco: JosseyBass.  Northouse, P. (2019) Leadership (8th Edition). Sage.  Various articles posted on Blackboard and referenced Internet sites. Dwight Eisenhower referred to leadership as: “Getting someone to do, what you want him to do, but because he wanted to do it.” Leadership differs greatly from “management,” yet the two are often confused. This semester, you will learn how to readily distinguish between leadership and management—through an understanding of how conscious deliberate behavior comes about. You also will learn how to recognize the behavioral practices of exemplary leaders. However, an understanding of leadership is much more than simply focusing on getting desired behavior from others. In fact, one could argue that, in a very real sense, “leadership begins in one’s home.” That is, to lead others, one must first learn to lead oneself. Toward that end, initially you will engage in a self1

assessment process—investigating and coming to grips with your own attributes, skills, preferences and style, values and beliefs, and those meaningful experiences that have helped to shape the person you have become. Later, after studying a leader, you will take the lessons from that study and assess whether or not you wish to develop yourself as a leader in the future. At the end of the semester, and your undergraduate career, you will formulate a 5 to 7 year personal development plan.

Prerequisites Learning objectives

Teaching / Learning pedagogy

Final drop date

This course will help the student develop and reinforce project management principles and tools. Successful project managers demonstrate strong management and leadership skills. Upon completion of this course, students will have an increased understanding of useful project management tools that can make them more effective in both their personal and professional lives. Management 301 As a result of completing this class, students will be able to: 1. Define and explain the differences between management and leadership, 2. Recognize and discuss the practices of exemplary leaders, 3. Articulate their own attributes, skills, personal preferences and style, values & beliefs, and meaningful experiences that have helped to shape who they are presently, 4. Assess whether they wish to develop themselves as leaders in the future, and 5. Formulate a 5-7 year personal development plan commencing with graduation. Course Activities: A variety of approaches are used in this course to meet the course objectives. Course activities include experiential exercises, lectures, seminar presentations, self-assessment tools, readings, case analyses, role playing, debates, films and videos, and extensive discussions. Typically, I will rely on presentations and brief lectures to summarize key issues. I will not spend very much time reiterating the assigned readings, although I will be glad to take the time to answer your questions. It is your responsibility to raise any questions you might have about the assigned readings. See: http://louisville.edu/calendars/academic/undergrad2

Expectations of outside time required for class

grad.html To be successful you should allow a minimum of 5 to 7 hours for reading, research and study time each week. If you attend class regularly, work diligently, stay on top of the readings and assignments, perform reasonably on tests, and participate enthusiastically in class, you will do very well in this course. I work on the assumption that all of you are capable of earning good grades in this course. But your final grade will inevitably depend on how you decide to allocate your time this quarter. With all of the commitments you have—including coursework, your job, your family, and other interests—you will probably have too many things to do and too little time in which to do them all. You will need to make some choices, decide on your priorities, accomplish what you can as well as you can, and accept the consequences. No extra credit will be available for this course.

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Grading scale

Grading scheme

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2 3

Date

III. Evaluation A+ = 98 to 100 A = 93 to 97 A- = 90 to 92 B+ = 88 to 89 B = 83 to 87 B - = 80 to 82 C+ = 78 to 79 C - = 70 to 72 C = 73 to 77 D+ = 68 to 69 D- = 60 to 62 D = 63 to 67 Below 60 = F Source Percentage Class participation 20% 20 Mid-term exam 15% 12.38 Final exam 15% Self assessment 15% 13 Leadership analysis (case) 15% 10? Leadership self assessment 10% 10 Personal development plan 10% 7?

IV. Schedule Topic

Jan 6 Jan 8

Introduction to course Introduction to leadership and management

Jan 13 Jan 15

Self assessment: A basic approach Trait perspective

Jan 22

Behavioral approach

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Readings and Activities Syllabus "A Review of  Leadership Theory and Competency Frameworks" -- Bolden, Gosling, Marturano, and Dennison (2003).  ChangingMinds.org (Great man theory)  TBD  Northouse Chpt. 2  E. Spencer (Trait theory & Cognitive Resource theory)  ChangingMinds.org (Trait theory) S. Puffer (1994)  “Understanding the Bear…”   Northouse Chpt. 4  E. Spencer (Leadership skills model)  ChangingMinds.org (Behavioral theories)

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Jan 27 & Jan 29

Situational/contingency theories

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Feb 3

Leader Member Exchange (LMX): The cross-over theory of leadership

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Feb 5

Transformational leadership and authenticity

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Prior to Feb 10

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Feb 10 & Feb 12

Northouse Chpts. 5 &

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Watch the video Jonestown: The Life and Death of Peoples Temple, on your own.

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Leadership and charisma

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E. Spencer (pp. 1220) ChangingMinds.org (Situational and contingency theories) Vroom, Yetton, Jago model Northouse Chpt. 7 ChangingMinds.org (Participative leadership) Northouse Chpts. 8 & 9 Collins (2001) “Level 5 Leadership” ChangingMinds.org (Transactional and Transformational leadership) Link to the video will be provided. Northouse Chpt. 13

D. Waldman & F. Yammarino (1999) “CEO Charismatic Leadership . . .” Barbuto, J. E. (1997)  “Taking the charisma out of transformational leadership.” Feb 17 Midterm examination (take between 9 am and midnight) Feb 19 Developing your leadership case Feb 24 Kouzes & Posner: Summarizing K&P Introduction and their body of work Chapters 1 & 2 Feb 26 Leadership case Mar 2 & Modeling the way K&P Chapters 3 & 4 Mar 4 Spring Break (Mar 9 – Mar 15) Mar 16 Inspiring a shared vision K&P Chapter 5  & Mar Wall Street Journal  (1993) “Straight 18 Shooter: Robert Eaton Thinks `Vision' Is 5

Overrated And He's Not Alone” [required] 12

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Mar 23 & Mar 25 Mar 30 Mar 31 thru Apr 3 Apr 6 & Apr 8 Apr 13 & Apr 15 Apr 20 Apr 23

Challenging the process

K&P Chapters 7 & 8

Personal goal setting: A valuable skill for life Leadership Discussions with Professor

TBD

Enabling others to act

Schedule your time using the Doodle link that will be provided K&P Chapters 9 & 10

Encouraging the heart

K&P Chapters 11 & 12

Leading yourself first K&P Chapter 13 Final Exam (take between 9 am and midnight) Also see: http://louisville.edu/registrar/finals.html

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Course communication

V. Additional Work Details In addition to Blackboard, the course will also use a Facebook site to share learning and information with each other. You will be responsible for the articles and videos that I link to on this FB group. https://www.facebook.com/groups/463886304260344/

Self assessment (Due 5 P.M. on Feb 21st)

This component will measure outcome #3. In the first month of the course, students will avail themselves of different assessment instruments, self-reflection, and seek wise counsel from trusted others. Self-assessment is a process by which you learn more about yourself—what you like, what you don't like, and how you tend to react to certain situations. As a result of these activities, students will write a self-assessment paper (8 to 10 pages in length). This assessment will include a review of one’s attributes, skills, personal preferences and style, values & beliefs, and meaningful experiences that have helped to shape who they are presently. Students will have to state their assumptions regarding the results of this assessment, and their assumptions of the data that led to their conclusions. Upon completing the assessment, students will have their projects (with names removed, for anonymity) reviewed not only by the professor, but also by two additional classmates. Feedback will be provided through a common scoring rubric. The scoring by the professor will be the only one used for grading purposes.

Leadership case (Due 5 P.M. on Mar 27th)

This component will measure outcomes #1 and #2. By the 3rd month, students will have completed an interview with an individual ascribed by someone to be a leader—not simply a manager or “boss.” Students also will have interviewed at least four additional individuals who have interacted closely with the subject of their case. These additional individuals could be colleagues, friends, family members, business partners, etc. On the basis of these interviews, students will develop mini-leadership cases telling their case subject’s leadership story. How did the individual develop his/her leadership from an early age onward? What experiences and which individuals shaped their character development? How does this person influence others to work toward a common goal? What specifically does the leader do (i.e., what are the behaviors that bring about the leadership?)? Finally, what outcomes are there of the individual’s leadership? (8 to 10 pages in length). 7

Leadership selfassessment ( Due 5 P.M. on Apr 10th)

Personal development plan ( Due 5 P.M. on Monday, Apr 20th)

Examinations

Upon completing the cases, students will have their projects reviewed not only by the professor, but also by one additional classmate. Feedback will be provided through a common scoring rubric. The scoring by the professor will be the one used for grading purposes. This component will measure outcome #4. How do you see yourself as a manager or a leader – taking into account what you have learned from your self-assessment, leadership case, and what you have learned from this class (discussions, lectures, and class exercises)? If you are currently leading or managing, how would you like to change? What do you see as your personal paradigm or image for leading others? What are the behaviors, beliefs, and assumptions that form your image of leading or managing? How did these behaviors, beliefs, and assumptions form – and are they what you want them to be? If not, what steps can you take in order change? In what areas is your current image of leading or managing rather “fuzzy,” and what do you plan to do to help bring clarity to your model for leading or managing? This component will measure outcome #5. Graduation time is now upon you. However, picture yourself 5 to 7 years into the future. This is your ideal future – where you hope to be if things go as planned. Describe your life then as you see it being. Looking back on those past 5 to 7 years, reflect on your success (i.e., you achieving the goals that were important to you). Remember that the best goals are specific, measureable, achievable, realistic, and time specific. What were the steps you took that led to your achievements? There will be two essay examinations that specifically will measure course outcomes #1 and #2. To do well on these examinations, you must not only have the specifics of the theories and practices that we cover down pat, but you also must be able to demonstrate critical thinking concerning the course material. Simply regurgitating information back to me will not result in a high score. The final exam is not cumulative. On the day of the exam, there is no in-class meeting. Your sole responsibility on that day is to take the exam. This course requires the use of Respondus LockDown Browser and Monitor, which requires a webcam for online exams. Students will 8

be recorded during the test to ensure use of only permitted resources. The webcam can be built into your computer or can be the type that plugs in with a USB cable. Watch this short video to get a basic understanding of LockDown Browser and the webcam feature. A student Quick Start Guide (PDF) is also available. A practice exam will be available for you to ensure that your installation of Lockdown Browser runs smoothly and that your webcam is working properly. The practice exam will remain available for the duration of the course with unlimited attempts so you can check your setup on different computers. Participation and The success of this course will depend on the quality of class class contribution discussions, exercises, and YOUR input. The following criteria will be used. Attendance is obviously necessary, but it is not sufficient. Contribution to the discussion of class material is expected of everyone and will be evaluated with respect to quality as well as quantity. If you make a reasonable effort to implement the following suggestions, it will improve the overall effectiveness of our discussions and your class participation score: Prepare for each class by reading assigned materials prior to class.  Enter into discussions enthusiastically.  Try to confine your comments to the topic.  Listen alertly and jot down useful information.  Provide constructive feedback and receive it appropriately. Throughout the semester, circumstances may require modifications to the course schedule. As much advance notice will be given if any changes are needed. If a class is cancelled as the result of the weather, you should plan on watching a video lecture (or lectures) that I will create to allow us to continue with the syllabus as planned. 

Changes in the syllabus

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VI. Student Responsibilities / College and University Issues This course will abide by University of Louisville student University of Louisville student conduct and responsibilities with regards to ethics and related issues: http://louisville.edu/dos/students/policies-procedures/studentconduct and handbook.html#codeofstudentconduct responsibilities This course will abide by College of Business student College of Business student conduct and responsibilities with regards to ethics and related issues: http://business.louisville.edu/students/college-of-business-academic-dishonestyconduct and policy responsibilities Religious holiday http://louisville.edu/diversity/resources/work-restricted-holy-day-policiescalendar.html conflict policy University policy http://louisville.edu/disability/policies-procedures on equal access Disability The University of Louisville is committed to equal opportunity for all academically qualified learners and does not discriminate based on Resource Center disability. The mission of the Disability Resource Center (DRC) is to coordinate services that ensure individuals with disabilities have equal access to take full advantage of the University's educational, social, and cultural opportunities. For more information, please visit the Disability Resource Center, Belknap Campus, Stevenson Hall, Louisville, KY 40292; (502) 852-6938, (502) 852-0924 fax. Title IX/Clery Act Sexual misconduct (sexual harassment, sexual assault, and sexual/dating/domestic violence) and sex discrimination are Notification violations of University policies. Anyone experiencing sexual misconduct and/or sex discrimination has the right to obtain confidential support from the PEACC Program 852-2663, Counseling Center 852-6585 and Campus Health Services 852-6479.

Final drop date

Reporting your experience or incident to any other University employee (including, but not limited to, professors and instructors) is an official, non-confidential report to the University. To file an official report, please contact the Dean of Student’s Office 852-5787 and/or the University of Louisville Police Department 852-6111. For more information regarding your rights as a victim of sexual misconduct, see the Sexual Misconduct Resource Guide. See: http://louisville.edu/calendars/academic/undergrad-grad.html

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