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Business Administration

BUS 4405 Leadership

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BUS 4405 - LEADERSHIP


Syllabus


Prerequisites: BUS 1101 Principles of Business Management


Course Description:

This course will support students in acquiring a leadership lens that features intellectual diversity, strategic thinking and managerial competencies needed in today’s business world based on knowledge economy. There are two integrateddimensions of leadership that this course will focus on: organizational and individual. Studying organizational leadership will provide answers to some of the above listed questions while developing an individual leadership skills set will support personal growth of each leader-student.

In this course, students will explore organizational leadership theories as well as examine how to strategically lead self and others while fostering a culture of performance. Students will use tools that leverage organizational and individual development. Through an integration of a variety of these tools, strategies, and theories, the students will develop knowledge, skills and attitudes (KSA) necessary in contemporary leadership development. These will include: individual skills assessment, appreciative inquiry, action planning, understanding group dynamics, tools for transforming groups into teams, mentoring and coaching instruments as well as familiarity with preliminary strategic environmental scans at the organizational level. Students will develop basic leadership KSA that will increase their individual leadership awareness, facilitate growth, and increase appreciation of diversity and business ethics as well as ensure solid relatedness to contemporary leadership issues.

Required Textbook and Materials:


UoPeople courses use open educational resources (OER) and other materials specifically donated to the University with free permissions for educational use. Therefore, students are not required to purchase any textbooks or sign up for any websites that have a cost associated with them. The main required textbooks for this course are listed below, and can be readily accessed using the provided links. There may be additional required/recommended readings, supplemental materials, or other resources and websites necessary for lessons; these will be provided for you in the course's General Information and Forums area, and throughout the term via the weekly course Unit areas and the Learning Guides.

  • This course does not contain a main textbook; resources to all required reading will be provided in the course Learning Guide for each week.

Some of the materials for this course can be found in this archive.


Software Requirements/Installation


No special requirements


Learning Objectives and Outcomes:


By the end of this course students will be able to:

  1. Examine leadership competencies related to becoming a strategic leader
  2. Evaluate transitional strategies and the tools to develop corporate foresight
  3. Develop and execute a time management strategy
  4. Evaluate a variety of duties and styles of a manager, and those of a leader.
  5. Apply diverse approaches to performance measures via mentoring, advising, coaching, negotiating, and resolving conflicts

Course Schedule and Topics


This course will cover the following topics in eight learning sessions, with one Unit per week. The Final Exam will take place during Week/Unit 9 (UoPeople time).


Week 1: Unit 1 Introduction to Leadership
Week 2: Unit 2 Leadership and Emotional Intelligence
Week 3: Unit 3 Strategic Leadership
Week 4: Unit 4 Leadership and Corporate Foresight
Week 5: Unit 5 Leading Diversity
Week 6: Unit 6 Decision Making and Ethics
Week 7: Unit 7 Leading Radical Organizational Change
Week 8: Unit 8 Interpersonal Leadership
Week 9: Unit 9 Review and Final Exam


Learning Guide


This course will cover the following topics in eight learning sessions, with one Unit per week. The Final Exam will take place during Week/Unit 9 (UoPeople time).


Unit 1: Introduction to Leadership

  • Introduce yourself in the Course Forum
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz

Reading Assignment


Unit 2: Leadership and Emotional Intelligence

  • Peer-assess Unit 1 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz

Reading Assignment


  • Goleman, D. (1998), What Makes a Leader?  Inside the Mind of a Leader -- The Best of the Harvard Business Review. 
  • Michael, A. (2008).  Mentoring and Coaching: Topic Gateway Series No. 50.   Chartered Institute of Management Accountants. Retrieved from: http://docplayer.net/17078485-Mentoring-and-coaching.html
  • Hussain, A (2017) The 7 habits of highly effective people, we all want to succeed. Retrieved from: https://blog.hubspot.com/sales/habits-of-highly-effective-people-summary
  • Ruderman, M.N. et al (2001). Making the Connection: Leadership skills and Emotional Intelligence. Leadership In Action, 21 (5), pgs. 3-7.
  • Westburn, J & Ireson, J. (n.d.) Leadership Development & Personal Effectiveness. National College for School Leadership. Please read page 4-52.

Unit 3: Strategic Leadership

  • Peer-assess Unit 2 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz
  • Take the Graded Quiz

Reading Assignment


Central Intelligence Agency (2016, March 24) CIA Vision, Mision, Ethos & Challenges. Retrieved from https://www.cia.gov/about-cia/cia-vision-mission-values/index.html.

  • To see an example of a clear mission, vision, and values statement of an organization that uses a learning approach, but is not in the field of learning

DeCarlo, S (2010, April 21) The World’s leading companies. Forbes. Retrieved from http://www.forbes.com/2010/04/20/global-2000-leading-world-business-global-2000-10-intro_2.html

  • To see what could happen when mission, vision, and values are well-aligned and read about leading companies. What lessons could be learned from these examples?

Guillot, W.M (2005).  Strategic leadership defining the challenge. Air Power, 2(1), pg. 113-128.

  • Read the document to familiarize yourself with a military approach to strategic leadership. Pay special attention to the questions and answers provided by the author of this text. Note similarities and differences between the military culture and the cultures with which you are familiar. What is different? What is the same?


Horwitch, M. and Callahan, M. (2016) How leaders inspire cracking the code. Bain and Company. Retrieved from http://www.bain.com/publications/articles/how-leaders-inspire-cracking-the-code.aspx  

N.A.  (2012). JISC. Defining and articulating your vision, mission, and values. Retrieved from https://www.jisc.ac.uk/guides/vision-mission-and-values

Machiavelli, N., & Wootton, D. (1995). The Prince. Indianapolis: Hackett Pub. Co. Available through the Gutenberg Project: http://www.gutenberg.org/files/1232/1232-h/1232-h.htm

  • Read Chapter 21

Paine, N. & Masie, N. (Eds.) (2010).  Learning Perspectives. Licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

  • Read part 1 and part 2 only.  Reading Prompt: Pay special attention to the strategic learning approaches described throughout the two chapters of this book. While reading, and instead of making your own notes, consider the existing strategic leadership questions that are based on the text, such as: What problem are we trying to solve?  What are we trying to avoid?  These questions will become your strategic leader toolbox 

Simons, R (2010). Seven strategic questions: a simple approach for better execution. Harvard Business School. Retrieved from http://hbswk.hbs.edu/item/6493.html

  • To further hone your strategic questioning skill, and read about seven strategic questions essential in the business world. In what way do these questions apply to leaders and organizations at the same time?

Unit 4: Leadership and Corporate Foresight

  • Peer-assess Unit 3 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz

Reading Assignment


ARUP (2017). An Introduction to Corporate Foresight. Retrieved from driversofchange.com.   Download the PDF by clicking here: http://www.driversofchange.com/projects/an-introduction-to-corporate-foresight/

Machiavelli, N., & Wootton, D. (1995). The prince. Indianapolis: Hackett Pub. Co. Available through the Gutenberg Project: http://www.gutenberg.org/files/1232/1232-h/1232-h.htm       

N.A. (2010) What is Organization Future Orientation?  Future Orientation Blog. Retrieved from: http://futureorientation.net/2010/07/29/what-is-organizational-future-orientation/ Please read all five responses to "What is Organizational Future Orientation?" (Visit each and every response).

Revisit:

Paine, N. & Masie, N. (Eds.) (2010).  Learning Perspectives. Licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

  • Parts 1 and 2 - Re-visit your questions that followed reading part 1 and part 2 in Unit 3

DeCarlo, S (2010, April 21) The World’s leading companies. Forbes. Retrieved from http://www.forbes.com/2010/04/20/global-2000-leading-world-business-global-2000-10-intro_2.html

Unit 5: Leading Diversity

  • Peer-assess Unit 4 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz

Reading Assignment

Diversity in the workplace: benefits and challenges and solutions.  The Multicultural Advantage.  Retrieved from https://edis.ifas.ufl.edu/pdffiles/HR/HR02200.pdf

Rice, K (n.d.). Leading diversity; a comparative analysis. The Multicultural Advantage. Retrieved from http://www.multiculturaladvantage.com/recruit/diversity/Leading-Diversity-Comparative-Analysis.asp

Coats, K (2012). Leading diversity: the work leaders cannot ignore. Tomorrow today. Retrieved from http://www.tomorrowtodayglobal.com/2012/12/05/leading-diversity-the-work-leaders-cannot-ignore-2/

Brescoll, V.L. (2011). What do leaders need to understand about diversity. Yale Insights. Retrieved from http://insights.som.yale.edu/insights/what-do-leaders-need-to-understand-about-diversity

11 Pros and Cons of Diversity in the Workplace (n.d.). Retrieved from https://greengarageblog.org/11-pros-and-cons-of-diversity-in-the-workplace

Bloom, B.S. & Nadler, L. (2015, Sept. 14) Leadership and developing diversity and inclusion. Retrieved from http://www.nwlink.com/~donclark/leader/diverse.html

Hudson Banks, K (2010, June 10) Diversity in Leadership. Psychology Today. Retrieved from 
http://www.psychologytoday.com/blog/race-matters/201006/diversity-in-leadership

Implicit Association Test

Please visit Harvard University's Project Implicit site and choose three of the quizzes to search for your bias(es). And remember, you do have bias/es. We all do.

It is well known that people don't always "speak their minds," and it is suspected that people don't always "know their minds." Understanding such divergences is important to scientific psychology.

This web site presents a method that demonstrates the conscious/unconscious divergences much more convincingly than has been possible with previous methods. This new method is called the Implicit Association Test, or IAT for short.  Some examples:

  • Weight (Fat-Thin IAT).This IAT requires the ability to distinguish faces of people who are obese and people who are thin. It often reveals an automatic preference for thin people relative to fat people.
  • Age (young-old IAT). This IAT requires the ability to distinguish old from young faces. This test often indicates that people have automatic preference for young over old.
  • Countries ('Canada-United States' IAT). This IAT requires the ability to recognize photos of national leaders and other national icons. The results revealed by this test provide a new method of appraising nationalism.

In addition, this site contains various related information. The value of this information may be greatest if you try at least one test first.  ** You will be asked to 'Agree' to the projects Terms of Service before gaining access to the tests.

Click here to go the tests: https://implicit.harvard.edu/implicit/canada/selectatest.jsp

Unit 6: Decision Making and Ethics

  • Peer-assess Unit 5 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz
  • Take the Graded Quiz

Reading Assignment

Arsham, H (1994, Febr. 25) Leadership decision making. Retrieved from: http://home.ubalt.edu/ntsbarsh/opre640/partXIII.htm

  • Read Sections 1-11

McNamara, C (n.d.) Complete Guide to Ethics Management: An Ethics Toolkit for ManagersRetrieved from:http://managementhelp.org/businessethics/ethics-guide.htm#anchor26548.

  • Please read all of the included highlighted documents, which can be read by simply scrolling down through the entire document, or by clicking on each highlighted topic, which will bring you directly to that section.

Unit 7: Leading Radical Organizational Change

  • Peer-assess Unit 6 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz

Reading Assignment

  • Vries de, K, Guillen Ramo, L, & Korotov, K (2009) Organizational Culture, Leadership, Change and Stress.  INSEAD.

Unit 8: Interpersonal Leadership

  • Peer-assess Unit 7 Written Assignment
  • Read the Learning Guide and the Reading Assignment
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Make entries to the Learning Journal
  • Take the Self-Quiz
  • Read the Unit 9 Learning Guide carefully for instructions on the Final Exam
  • Take the Review Quiz
  • Submit the Course Evaluation

Reading Assignment


  • Devijver, S (n.d.) A Strategy of Constant Change. To learn more about a variety of strategies related to initiating change, please read the Discover chapter (pages 17-38)
  • Rowe, M. (n.d.) Negotiation; Theory and Practice N101.  MIT.

Unit 9: Course Review and Final Exam

  • Read the Learning Guide and take the Review Quiz, if you haven't already done so
  • Prepare for, take, and submit the Final Exam
  • The Final Exam will take place during the Thursday and Sunday of Week/Unit 9 (UoPeople time); exact dates, times, and other details will be provided accordingly by your instructor


Course Requirements


Written Assignments
Some units in this course require that you complete a Written Assignment. You are required to submit your assignments by the indicated deadlines and, in addition, to peer assess three (3) of your classmates’ assignments according to the instructions found in the Assessment Form, which is provided to you during the following week. During this peer assessment period, you are expected to provide details in the feedback section of the Assessment Form, indicating why you awarded the grade that you did to your peer. Failure to submit Written Assignments and/or Assessment Forms may result in failure of the course.

Discussion Assignments & Response Posts/Ratings
Some units in this course require that you complete a Discussion Assignment. You are required to develop and post a substantive response to the Discussion Assignment in the Discussion Forum. A substantive response is one that fully answers the question that has been posed by the instructor. In addition, you must extend the discussion by responding to at least three (3) of your peers’ postings in the Discussion Forum and by rating their posts. Instructions for proper posting and rating are provided inside the Discussion Forum for each week. Discussion Forums are only active for each current and relevant learning week, so it is not possible to contribute to the forum once the learning week has come to an end. Failure to participate in the Discussion Assignment by posting in the Discussion Forum and responding to peers as required may result in failure of the course.


Learning Journal
Your instructor may choose to assign specific topics and/or relevant questions as a weekly Learning Journal entry for you to complete, but you are still encouraged to also use it to document your activities, record questions/problems you may have encountered, reflect on the learning process, and draft answers for other course assignments. The Learning Journal must be updated on a weekly basis, because its entries will be assessed by your instructor directly as a part of your final grade. The Learning Journal will only be seen by your instructor.

Quizzes
This course will contain three types of quizzes – the Self-Quiz, the Graded Quiz, and the Review Quiz. These quizzes may contain multiple choice, true/false, or short answer questions. The results of the Self-Quiz will not count towards your final grade. However, it is highly recommended that you complete the Self-Quiz to ensure that you have adequately understood the course materials. Along with the Reading Assignments, the results of the Self-Quiz should be used as part of an iterative learning process, to thoroughly cover and test your understanding of course material. You should use the results of your Self-Quiz as a guide to go back and review relevant sections of the Reading Assignments. Likewise, the Review Quiz will not count towards your final grade, but should also be used to assist you in a comprehensive review and full understanding of all course material, in preparation for your Final Exam. Lastly, the results of the Graded Quiz will count towards your final grade. Specific instructions on the format and content of the Graded Quiz will be provided by your instructor.

Final Exam

The Final Exam will take place during the Thursday and Sunday of Week/Unit 9, following the completion of eight units of work. The format of the Final Exam is similar to that of the quizzes, and may contain a combination of different question types. You will have one attempt to take the exam, and it will be graded electronically. Specific instructions on how to prepare for and take the Final Exam will be provided during Week 8 (located inside the Unit 9 Learning Guide). Final Exams must be taken without the use of course learning materials (both those inside and outside the course). If particular materials are allowed for use during the exam, these will be noted in the exam’s instructions.

The Final Exam for this course must be done under the supervision of a proctor. Since you already secured your proctor before registering for this course, this is a reminder that you should coordinate with him/her before you take the exam. Please note, you will not be permitted to change proctors during the course. As a reminder, students are required to successfully complete proctored exams spaced throughout their program of study at UoPeople, in order to verify the student’s identity in confirming a degree and diploma upon graduation.

Course Forum
The Course Forum is the place to raise issues and questions relating to the course. It is regularly monitored by the instructors, and is a good place to meet fellow students taking the same course. While it is not required to participate in the Course Forum, it is highly recommended.


Course Policies

Grading Components and Weights

Each graded component of the course will contribute some percentage to the final grading scale, as indicated here:

Discussion Assignments 20%
Written Assignments 20%
Learning Journals 10%
 Graded Quiz (2 @ 10%) 20%
Final Exam 30%
TOTAL 100%

 


Grading Scale
This course will follow the standard 100-point grading scale defined by the University of the People, as indicated here:

Letter Grade
Grade Scale Grade Points
A+ 98-100 4.00
A 93-97 4.00
A- 90-92 3.67
B+ 88-89 3.33
B 83-87 3.00
B- 80-82 2.67
C+ 78-79 2.33
C 73-77 2.00
C- 70-72 1.67
D+ 68-69 1.33
D 63-67 1.00
D- 60-62 0.67
F Under 60 0.00


Grade Appeal
If you believe that the final grade you received for a course is erroneous, unjust, or unfair, please contact your course instructor. This must be done within seven days of the posted final grade. For more information on this topic, please review the Grade Appeal Procedure in the University Catalog.

Participation
Non-participation is characterized by the lack of an assignment submission, inadequate contributions to the Discussion Forums, and/or lack of peer feedback to Discussion/Written Assignments. Also, please note the following important points about course participation:

  • Assignments must be submitted on or before the specified deadline. A course timeline is provided in the course schedule, and the instructor will specify deadlines for each assignment.
  • Any student showing non-participation for two weeks (consecutive or non-consecutive) is likely to fail the course automatically.
  • Occasionally there may be a legitimate reason for submitting an assignment late. Most of the time, late assignments will not be accepted and there will be no make-up assignments.
  • All students are obligated to inform their instructor in advance of any known absences which may result in their non-participation.


Academic Honesty and Integrity
If and when you submit any work that requires research and writing, it is essential to cite and reference all source material. Failure to acknowledge your sources properly is known as "plagiarism," which is effectively passing off an individual's words or ideas as your own. University of the People adheres to a strict policy of academic honesty and integrity. Failure to comply with these guidelines may result in sanctions by the University, including dismissal from the University or course failure. For more information on this topic, please review the Academic Integrity Policy in the University Catalog.

Unless otherwise stated, any materials cited in this course should be referenced using the style guidelines established by the American Psychological Association (APA). The APA format is widely used in colleges and universities across the world and is one of the style and citation formats required for publication in professional and academic journals. Purdue University's Online Writing Lab (OWL) is a free website that provides excellent information and resources for understanding and using the APA format and style. The OWL website can be accessed here: https://owl.purdue.edu/owl/purdue_owl.html


Code of Conduct
University of the People expects that students conduct themselves in a respectful, collaborative, and honest manner at all times. Harassment, threatening behavior, or deliberate embarrassment of others will not be permitted. Any conduct that interferes with the quality of the educational experience is not allowed and may result in disciplinary action, such as course failure, probation, suspension, or dismissal. For more information on this topic, please review the Code of Conduct Policy in the University Catalog.