MANAGEMT 7086NA - Fundamentals of Leadership

Ngee Ann Academy - Quadmester 3 - 2021

"To lead is to live with danger. Although it may be exciting to think of leadership as inspiration, decisive action, and powerful rewards, leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and working with organizational and political conflicts. Those who choose to lead take the risks and sometimes are neutralized for doing so." Ronald A Heifitz An essential skill of leadership in our time is the ability to work with people to tackle challenges and changes which are not only technical in nature but which require people (including ourselves) to change. In Fundamentals of Leadership, we will identify the challenges of leadership in the second decade of the 21st Century. We will explore habitual responses to many modern challenges and identify why they often do not work (John Kotter, a leading scholar on Change suggests that around 75% of change initiatives fail). We will explore other responses and use the classroom to help us to understand the role of culture, systems, authority and leadership in people-based change. Positioned at the beginning of the MBA, Fundamentals of Leadership encourages you to think about the nature of what you will study over the whole Program. It also encourages you to explore and develop personal skills central to leadership. By exploring self-awareness, and developing a personal leadership philosophy students will be well placed to broaden their understanding of other individuals and social groups at work.

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Course Details

Course Code	MANAGEMT 7086NA
Course	Fundamentals of Leadership
Coordinating Unit	Management
Term	Quadmester 3
Level	Postgraduate Coursework
Location/s	Ngee Ann Academy
Units	3
Available for Study Abroad and Exchange	Y

Course Staff

Course Coordinator: Mrs Lorraine Caruso

Course Timetable

The full timetable of all activities for this course can be accessed from .

Course Learning Outcomes

At the conclusion of this course, students should be able to:

1. Distinguish between leadership and strategic leadership, identify examples of the practice of strategic leadership and reflect on the effectiveness in specific contexts.

2. Identify, diagnose and analyse key business systems in the workplace from a leadership perspective and redesign these systems to maximise people and business performance.

3. Undertake a process of professional leadership transformation through the development of a wide array of strategic leadership skills.

4. Gain and develop insights on self and others in a workplace context and ask deep, probing questions and provide courageous feedback to colleagues that helps them to learn.

5. Identify, source, evaluate, interpret and analyse both primary and secondary data to inform the leadership of a change initiative.

University Graduate Attributes

This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

University Graduate Attribute	Course Learning Outcome(s)
Deep discipline knowledge informed and infused by cutting edge research, scaffolded throughout their program of studies acquired from personal interaction with research active educators, from year 1 accredited or validated against national or international standards (for relevant programs)	CLO 1,2,5
Critical thinking and problem solving steeped in research methods and rigor based on empirical evidence and the scientific approach to knowledge development demonstrated through appropriate and relevant assessment	CLO 1,2,3,5
Teamwork and communication skills developed from, with, and via the SGDE honed through assessment and practice throughout the program of studies encouraged and valued in all aspects of learning	CLO 1,2,3,4
Career and leadership readiness technology savvy professional and, where relevant, fully accredited forward thinking and well informed tested and validated by work based experiences	CLO 1,2,3,4,5
Intercultural and ethical competency adept at operating in other cultures comfortable with different nationalities and social contexts able to determine and contribute to desirable social outcomes demonstrated by study abroad or with an understanding of indigenous knowledges	CLO 1,2,3,4,5
Self-awareness and emotional intelligence a capacity for self-reflection and a willingness to engage in self-appraisal open to objective and constructive feedback from supervisors and peers able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate	CLO 4

Learning Resources
Required Resources

Text Book:

Rainey, D 2014, Full-Spectrum Strategic Leadership, Information Page Publishing, USA.
In addition to the textbook, there will be a range of readings provided in MyUni to reflect the theoretical and applied perspectives of corporate entrepreneurship.

Recommended Resources
Additional Reading and References:

Students may wish to read more widely in specific subject areas, something that the BUSINESS SCHOOL wholeheartedly encourages. There are many general texts on management and leadership, and on managerial skills that students may find useful. Perhaps of greatest assistance though are readings from leading academic journals, current business journals and the better newspapers. Relevant journals include:
- Academy of Management Journal (USA),
- Academy of Management Review (USA),
- Administrative Science Quarterly (USA),
- Australian Journal of Public Administration,
- California Management Review,
- Harvard Business Review (USA),
- Journal of Management and Organisation,
- Journal of Conflict Resolution,
- Journal of Management,
- Leadership Quarterly,
- Personnel Psychology (USA)
Full texts of a great many of the articles that appear in these journals can be accessed via the 成人大片’s library databases. There are numerous references at the conclusion of each reading which will supplement your learning of particular topics. I will point out additional articles on various topics for those who are inspired to delve more deeply during the course.
Online Learning

Important messages, topic notes, power point slides, case studies, Discussion Boards and other materials relating to the course will be placed on MyUni throughout the course. MyUni can be found at ( )
Learning & Teaching Activities

Learning & Teaching Modes

No information currently available.

Workload

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

This is a standard ‘3 Unit’ MBA course which requires approximately 156 hours of student effort. These 156 hours includes the time spent in class, working in your groups and undertaking assessment as well as reading and assignment preparation.

Learning Activities Summary

The course is structured across 6 modules linked sequentially across 3 x 2 full day intensive workshops.

Schedule

Module 1 – An introduction to strategic leadership
1. Leadership vs strategic leadership
2. The current business environment
3. Leadership and sustained performance

Module 2 – Building professional relationships
1. Critical underpinnings in building relationships
2. Stakeholder relationships
3. Strengthening connectedness

Module 3 – Leading change
1. Insights and concepts on leading change
2. Providing clarity through change
3. Aligning change with human motivation

Module 4 – Leading entrepreneurship
1. Culture in the entrepreneurial organisation
2. Structure in the entrepreneurial organisation
3. Leading entrepreneurship

Module 5 – Creating environments aligned with human motivation
1. Leading the development of business processes
2. Leading for continuous improvement
3. Leading through influence

Module 6 – Sustaining success
1. Full spectrum strategic leadership
2. Emotional Intelligence
3. Tomorrow’s leader

The University's policy on Assessment for Coursework Programs is based on the following four principles:

Assessment must encourage and reinforce learning.
Assessment must enable robust and fair judgements about student performance.
Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
Assessment must maintain academic standards.

Assessment Summary

The assessment structure gives consideration to students commencing their MBA and allows for progressive development in academic writing and critical evaluation of application of practice, from a discussion paper through to a report structure.

Assessment 1 - Free Format Discussion

Equivalent 1,500 words

Assessment 2 - Essay

Equivalent 1,500 words

Assessment 3 - Report

Equivalent 2,500 words

Assessment Detail

No information currently available.

Submission

No information currently available.

Course Grading

Grades for your performance in this course will be awarded in accordance with the following scheme:

M10 (Coursework Mark Scheme)
Grade	Mark	Description
FNS		Fail No Submission
F	1-49	Fail
P	50-64	Pass
C	65-74	Credit
D	75-84	Distinction
HD	85-100	High Distinction
CN		Continuing
NFE		No Formal Examination
RP		Result Pending

Further details of the grades/results can be obtained from Examinations.

Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

Final results for this course will be made available through .

Student Feedback

The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
Student Support
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.

The 成人大片 is committed to regular reviews of the courses and programs it offers to students. The 成人大片 therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator

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