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Leadership and Management

MGT302  

CodeMGT302
SchoolEBSL
Module Level3
Module CodeMGT302
ClassGE|EL|MA|MI|
AvailabilityDE|SA|
Semester1
Credits15
ECTS Credits7.5
Contact Hours48
Self Study Hours102
Course AimsNew paradigms of Management and Leadership studies reflect not only required attributes, skills as well as competencies, but also methods and techniques used to require these skills. The Council for Excellence in Management and Leadership believes that risk-taking, enterprise, initiative and managing oneself and others will equip managers and managerial leaders to grasp the right opportunities and to deal with creativity and innovation. The report of the Advisory Group recognizes the lack of people management skills, as well as an under-development of the ability to take action. Hence, stronger management and leadership abilities are needed; far more related to practical and applicable skills including a more encouraging environment for development processes.

Under the umbrella of a 'learning society', The National Committee of Inquiry into Higher Educations believes that the future will require higher education to enable the individual to take responsibility not only for her/himself, but also for the society as a whole. Hence, 'lifelong learning skills', include not only knowledge and understanding, and intellectual skills across a wide range and in depth of business and management areas, but should also be more self-aware by providing a strong interpersonal focus.

Considering the above, Leadership and Management students in conjunction with Creative Management and Psychology & Dramatic Arts students are given the opportunity to link business theory to managerial practice via the formation of LCP Experience.
Course ContentIn October 2004 undergraduate leadership and management students at the EBS-L created LCP Experience. LCP Experience (a combination of three modules: Leadership and Management, Creative Management, Psychology and Dramatic Arts) links business theory to managerial practice. Whereas Leadership and Management is a final year core module, Creative Management (final year course) as well as Psychology and Dramatic Arts (first year course), are both option modules. Psychology and Dramatic Arts students are led ('directed') by final year students to encourage a 'so called' reward system which enhances personal growth processes.

Whilst Creative Management Students are providing the Creative Resources, Leadership and Management students are the managerial umbrella of LCP.

Core Skills Content

Learning outcomes go hand in hand with skills reflecting all 4 psychological domains. Leadership and Management students are primarily assessed against cognitive and conative skill development processes and secondarily against affective and behavioural skills.
Learning OutcomesA10, B10, B12, C11, C12, D9, D10, D11, D12
PresentationThe National Committee of Inquiry into Higher Education believes that higher education in management and leadership studies should sustain a culture which demands disciplined thinking on the one side, but also the encouragement of curiosity by challenging existing ideas and generating new ones on the other. Having been criticized in the past for being too theoretically, but less practically driven, case study approaches in management and leadership development are seen as dated and the approach to apply experiential learning increases. This also implies a conversion of the lecturer's traditional role, she or he should be rather seen as a personal coach, facilitator, mentor, who is listening then presenting and drawing out conclusions rather than delivering the 'last word'.

To generate an independent learning culture and a unique and challenging learning experience the module provides a strong link between theory and practice. The experiential action learning approach generates that students capitalize on their current and prior experiences by constantly reflecting on themselves and others (peers). Learning outcomes will therefore be measured against product outcomes. Hence, the module generates both formative and summative assessment. The strong individual and peer focus allows also to take cultural and ethical diversity into consideration. The external focus on assessment allows students to measure their performance against industry standards. Students take full responsibility of progress made by justifying their own development/transformation processes within review/evaluation sessions.
Reading RecommendedAlimo-Metcalf M, Ford J, Harding N, and Lawler J, (2000). Leadership development in British Organisations, Careers research forum, October 2000.
Beech, N, Cairns, G, and Robertson T, (2000). Transient transfusion; Or the wearing-off of governance of the soul, Personnel Review 29 (4): 460-473.
Bell, E, & Taylor, S, (2002). From Outward Bound to Inward Bound: Affective Management, paper presented at the Second European Academy of Management Conference, Stockholm, May, 2002.
Caulkin, S, (2000). Arts for art's and business sake, The Observer, November 12, 2000.
Corrigan P, (1999) Shakespeare on Management, Kogan Page.
Council for Excellence in Management & Leadership (2001) Management and Leadership Development: Building Future Supply, Report of the Advisory Group.
Crawley R, and Quacquarelli N. (2002) New models of executive education for the 21st century, The Guardian Tuesday January 15.
Creswell, J. W,(2002) Educational research: Planning, conducting, and evaluating quantitative and qualitative research. Upper Saddle River, NJ: Merrill Prentice Hall.
Dawids, M, (2003)The language scared off the corporate world, Berlingske Tidende, Learning Lap Denmark.
Fenwick, L, (2001) The art of communication, Arts & Business National Newsletter, Issue 2
Handy, C, (2001) Arts & Business Week, London.
Hafrey, L, (2003) Literature, Ethics and Authority, Course Outline, MIT/Sloan.
Heelas, P, (1998) Religion, Modernity and Postmodernity, Blackwell, Oxford.
Joss, R, in George, C, (2002) Leadership: Beware the Fast Track to Failure, Seminar series, offered to second-year MBA students at Stanford Business School, News Release.
Kets de Vries, M.F.R. (2002) Can CEOs Change? Yes, but only if they want to, INSEAD R&D, Working Paper, Insead.
Kirkeby, O, F, (2002) The Music of Management, Some metaphysical aporias of leadership, paper presented at the Second European Academy of Management Conference, Stockholm.
Kultanen, T, & Rytkoenen T, (2002) Emotional Intelligence and Work Counselling in the Process Intensive Leadership Development Program, paper presented at the Second European Academy of Management Conference, Stockholm.
Lagace, M, (2001) Why Leaders Need Great Books, HBS Working Knowledge, HBSWK Publish.
Learning Lap Denmark, (2003) The Consortium in the press, Research Consortia, Michael Dawid's Danish Radio, P1 orientering.
Mitroff, I and Denton E, (2000) A Spiritual Audit of Corporate America: A Hard Look at Spirituality, Religion and Values in the Workplace, Jossey-Bass.
Morris, M in Coutu D, (2001). The Dance of Creativity, Harvard Working Knowledge, HBSWK Publish.
Mumford, M.D., Marks, M.A, Connelly, M.s., Zaccaro, S.J., & Reiter-Palmon R, (2000) Development of leadership skills: Experience and Timing, Leadership Quarterly, 11, 87-114.
Nevins M and Stumpf, S, (1999) 21st century leadership: redefining management education. Strategy and Business, Vol 3, Issue 16.
Reason, P, (2001) Handbook of Action Research: Participative inquiry and practice, Sage Publications.
Stahle, P, & Groenroos, M, (2002) Dynamic Intellectual Capital: Knowledge Management in Theory and Practice, Vantaa: Tummanvuoren kirjapanino.
Stenstroem, E, (2000). Kostiga Foeretag, EFI, Stockholm.
Welch J in Lagace, M, (2001) Don't Be a Jerk, HBS Working Paper, HBSWK Publish, June, 2001.
Wolf, M.J., (1999) The Entertainment Economy, How Mega-Media Forces are transforming our lives, Random House.
Useful websites

http://www.hbsp.harvard.edu/products/cases/collections.html
http://mitsloan.mit.edu/research/
http://learning.mit.edu/
http://onlineethics.org/cases/index.html
http://www.pfdf.org/
http://www.behavior.net/
http://www.musicandmanagement.com/
http:/www.management and leadershipcouncil.org/press/release5.htm
Rickards, T, http://education.guardian.co.uk/egweekly/story/0,5500,652229,00.html
The Council For Excellen
Asseseement MethodsSelf/peer evaluation measured against learning & product outcomes.


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