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    Leading Others

    Track:All Tracks
    Follow-up / Interfaces:Leading Self / Principles of Leadership
    Pre-requisites:Pre-reading and preparation tasks
    Didactics:Lecture, individual tasks, group tasks plenum discussions
    Exam:Term Paper
    ECTS points:2
    Lecturer:Dr. Mark Baker

    Aims and objectives:

    This course continues the personal competency development begun in the Leading Self seminar by extending the participant’s emotional awareness and skills towards leadership of others. It is designed as a practicum approach to developing a leadership level understanding of the task, relationship and systemic skills required for effective leadership. Through utilizing the Leadership Task Model together with the participant’s own work experiences, each participant is guided towards developing their leadership potential for influencing and motivating employees, co-workers and superiors in their workplace.

    General learning objectives:

    The participants of the MBA program should gain specific knowledge about the tasks and values of leadership, based on the research on leadership effectiveness and follower expectations.
    Participants have developed through team analysis the form, function and value for the organization of leaders, managers and employees.
    Based upon this systemic understanding of leadership, graduates have a structured ability to understand planning, organizing, executing and monitoring skills of leadership.
    Participants develop their specific skills in providing followers with goal orientation, support, motivation and time optimization.
    Through self-assessment, paricipants have the opportunity to assess their levels on Goleman´s six leadership styles and Hersey´s Power Bases.
    Participants develop skills in analysing situations and utilizing the transactional and transformation decision making styles.
    Participants are introduced into how to create a team or orgaization culture through engaging the followers in a vision.
    Participants develop an individual vision of their leadership potential together with an individual development plan.

    Course textbooks: 

    Baker, M. (2010) Participatory Management: Managing Relationships, The Workbook

    Goleman, D., Boyatzis, R., McKee, A., Primal Leadership, Realizing the Power of Emotional Intelligence (Harvard Business School, 2004) 

    Content of Leading Others: 

    1.The Form, Function and Value of Leadership, Management and Employees

    • Definition of Leadership
    • Leadership Tas Model - meeting follower expectations
    • Developing consensus on how a system works
    • The P.O.E.M of leadership
    • Transactional and Transformational styles and decision making
    • Monitoring - 6 Questions of Accountability
    • 12 basic values in organizations

    2. Situational Leadership 

    • Three leadership orientations
    • Readiness levels for performance - ability and willingness
    • Readiness levels and leadership orientations
    • Understanding the employee development cycle

    3. Leadership Styles and Power Bases

    • Self-assessment on Goleman´s six leadership styles
    • Analyzing each leadership style for appropriateness on the employee development cycle
    • Self-assessment on Hersey´s power bases
    • Analyzing each power base for appropriateness on the employee development cycle
    • Analyzing leadership style and power base preferences against personal experiences

    4. Team Leadership

    • Self analysis of functional team roles and preferences
    • Understanding the development cycle of Teams
    • Leading a multi-generational team

    5. Time Optimization 

    • Workload Optimization - scheduling, priorities and time to completion
    • Meeting Optimization - P.O.E.M. of effective meetings

    6. Developing a Transactional Leadership Style 

    • Transactional and Transactional leadership styles
    • Transactional consciousness and decision making

    7. Developing a Personal Leadership Vision

    • Reflection on the values and behaviors of effective leadership
    • Developing a personal vision of leadership potential  

    8. Creating a Culture Through Engaging in a Vision

    • Stages of creating a team/department/organization culture
    • Value and purpose of a vision
    • Providing motivation and support during culture engagement

    9. Growth Practices for Leaders

    • Recommended growth practices for managers

    Recommended supplemental readings:

    Gladwell, M. (2005), Blink, The Power of Thinking Without Thinking, New York, Back Bay Books

    Hersey, P., Kenneth B. and Dewey J., (2004) Management of Organizational Behavior, Leading Human Resources, Eighth Edition, Prentice-Hall of India, New Dehli

    Kotter, J., (1990), A Force for Change, How Leadership Differs from Management, The Free Press, New York

    Kotter, J., (1996), Leading Change, Harvard Business School Press, Boston

    Pellerin, C., (2009) How NASA Builds Teams, John Wiley & Sons, New Jersey

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