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Syllabus:

Leadership, Negotiation, and Decision-Making, 7.5 Credits

Swedish name: Leadership, Negotiation, and Decision-Making

This syllabus is valid: 2020-12-21 and until further notice

Course code: 2FE207

Credit points: 7.5

Education level: First cycle

Main Field of Study and progress level: Business Administration: First cycle, has at least 60 credits in first-cycle course/s as entry requirements

Grading scale: VG Pass with distinction, G Pass, U Fail

Responsible department: Business Administration

Revised by: Rector of Umeå School of Business and Economics, 2020-10-08

Contents

The course aims to create an understanding of leadership, negotiation, and decision-making, with a focus on the individual leader and his or her actions. Both the development of different traditional perspectives on leadership and contemporary and critical perspectives are central to this course. The student should develop an understanding of the relationship between decision-making, negotiation strategies and how a leader is perceived. Ethics and power are important aspects in this course.

The course is given and examined in English.

Expected learning outcomes

After completing this course, the student should be able to:
  • explain and critically discuss different theories and theoretical perspectives in leadership, negotiation and decision-making, as well as models that describe how leaders are perceived (leadership style),
  • analyse a leader's decision-making and role in negotiations,
  • analyse how decision-making and strategies in negotiations affect how a leader is perceived,
  • critically examine the role and meaning of ethics in leadership, decision-making and negotiations.
  • communicate central concepts for the course in English, both orally and in writing

Required Knowledge

60 credits in Business Administration. At Basic level (A-level) and Intermediate level (B-level) or equivalent whereof approved 45 credits.

Proficiency in English equivalent to Swedish upper secondary course English B, English/6.

Form of instruction

This course consists of four parts, and provides an introduction to theories of leadership. The first part focuses on how a leader is perceived, and examines contemporary perspectives and critical perspectives on leadership. The second part focuses on decision-making, starting with an examination of the decision-maker. Factors influencing decision-making (such as risk aversion and rationality) are also discussed during this part of the course. The third part focuses on negotiation, emphasizing relevant tasks, methods and skills. The three first parts include exercises, which help students practice and reflect on their own behaviour in regard to each area. The fourth part of the course focuses on the interaction between leadership, decision-making and negotiation.

Learning is supported by lectures, workshops, seminars and written as well as oral assignments.

Examination modes

Examination consists of active participation in seminars, completion of written individual assignments and a written individual hall exam. A passing grade is required for each part.

See each separate module and below.

The following grading system is used:
Pass with distinction (Väl godkänd, VG, 75% or more),
Pass (Godkänd, G, 50% or more)
and Fail (Underkänd U, less than 50%).

Grades on the course are awarded when the student has passed all examinations and compulsory course elements. The course is given and examined in English.

To receive the grade Pass with distinction (VG) in the 30 credits course consisting of four modules of the same size, the student must have achieved Pass with distinction (VG) in at least three out of four modules. In shorter courses for example 7,5 credit courses, 15 credit courses or 22,5 credits courses Pass with distinction (VG) is given when the student has achieved at least 75% of the total weighted points.

A student who does not pass at the time of the written examination will be offered an opportunity to sit a further examination within two months. Beyond that, additional examination opportunities normally arise every academic year, one week prior to the start of the autumn term. If required by specific circumstances, the Director of Studies may decide on other forms of examination

In case of failure on seminar participation or individual and group assignments, compensating assignments must be completed in accordance with instructions given, no later than two weeks after the completion of the module. Mandatory assignments (seminars, written assignments, cases, computer assignments etc.) that have not been handed in within stipulated time must be done the next time the course is offered. If the form of examination does not permit repetition other forms of re-examination may be used.

When a student has failed an examination on two occasions, he or she has a right to have another grading teacher. A written request for an alternative examiner should be handed to the director of studies no later than two weeks before the next examination opportunity.

A student who has passed an examination can not redo the examination to get a higher grade.

If a student fails to present a photo ID at the occasion of a written exam in an exam room will not be allowed to take the exam.

Disciplinary action may be taken against students who uses unauthorized help aids or in some other way tries to mislead on a test or when another type of task is being evaluated. Rules and regulations concerning the production of academic texts and correct referencing will be applicable to all written assignments. (see instructions in the thesis manual, Thesis Writing in Business Administration). Urkund records may be used for control. In addition, Umeå University rules and regulations for education and research applies.

Educational activities are designed to facilitate students towards achieving expected learning outcomes and can explain, supplement and provide contrast to the course literature and other relevant course materials.

Other regulations

Academic credit transfers are according to the University credit transfer regulations.

Literature

Valid from: 2020 week 52

Course literature

LEADERSHIP

Studying leadership : traditional and critical approaches
Schedlitzki Doris, Edwards Gareth
Second edition : Los Angeles : SAGE Publications : 2018 : xxvi, 451 sidor :
ISBN: 9781473958616
Mandatory
Search Album, the University Library catalogue

DECISION-MAKING

Craft, J. L. (2013). A review of the empirical ethical decision-making literature: 2004–2011. Journal of business ethics, 117 (2), 221-259. Elias, S. (2008). Fifty years of influence in the workplace: The evolution of the French and Raven power taxonomy. Journal of Management History, 14 (3), 267-283. Kahneman, D. (2003). A perspective on judgment and choice: mapping bounded rationality. American psychologist, 58 (9), 697.

Leana, C. R. (1986). Predictors and consequences of delegation. Academy of Management Journal, 29 (4), 754-774. Sitkin, S. B., & Weingart, L. R. (1995). Determinants of risky decision-making behavior: A test of the mediating role of risk perceptions and propensity. Academy of management Journal, 38 (6), 1573-1592. Tannenbaum, R., & Schmidt, W. H. (1973). How To Choose a Leadership Pattern. Harvard Business Review.

De Dreu, C. K., & Boles, T. L. (1998). Share and share alike or winner take all?: The influence of social value orientation upon choice and recall of negotiation heuristics. Organizational behavior and human decision processes, 76 (3), 253-276. Fleck, D., Volkema, R., Pereira, S., Levy, B., & Vaccari, L. (2014). Neutralizing Unethical Negotiating Tactics: An Empirical Investigation of Approach Selection and Effectiveness. Negotiation Journal, 30 (1), 23-48.

Lewicki, R. J., & Robinson, R. J. (1998). Ethical and unethical bargaining tactics: An empirical study. Journal of Business Ethics, 17 (6), 665-682. Miller, O. (2014). The Negotiation Style: A Comparative Study between the Stated and in-Practice Negotiation Style. Procedia-Social and Behavioral Sciences, 124, 200-209.

Tinsley, C. H. (2001). How negotiators get to yes: predicting the constellation of strategies used across cultures to negotiate conflict. Journal of Applied Psychology, 86 (4), 583.

Course reference literature

Additional individual literature focusing on specific topics may be needed to be able to complete assignments.

Umeå School of Business, Economics and Statistics USBE. Thesis writing in Business Administration. Thesis manual. (latest edition)
USBE Företagsekonomi :
https://www.umu.se/en/student/usbe/thesis-and-degree-project-work/