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Syllabus:

Organizational Leadership Development, 7.5 Credits

Swedish name: Organisatoriskt ledarskapande

This syllabus is valid: 2011-08-29 valid to 2011-09-04 (newer version of the syllabus exists)

Course code: 2PE102

Credit points: 7.5

Education level: First cycle

Main Field of Study and progress level: Education: First cycle, has less than 60 credits in first-cycle course/s as entry requirements

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

Responsible department: Department of Education

Contents

Education is a scientific discipline where knowledge is created about the processes through which the human being is formed and about the changes in social, cultural and historical circumstances in which these processes are embedded.The pedagogical field deals with, for example, different aspects of upbringing, education, learning, teaching and other processes. Questions, for example, can be raised regarding how and why certain values, knowledge and skills arise, how and why they are maintained, and how they vary within and between generations, groups and individuals. The course targets the pedagogical aspects involved in leadership development in organisations. It thereby addresses different kinds of leadership processes directed towards organisational development, professional development, group development and personal development and how to manage and support such learning processes. A special focus is directed towards the Human Resources’ role and relation to the formal leaders at different organisational levels when building leadership capacity in organisations. Concepts such as leader(ship) development and change management are also investigated from a diversity perspective addressing issues such as gender, race, ethnicity, sexual orientation, faith and disability.

Expected learning outcomes

After the course the students should have acquired ability to: - Understand and apply concepts and theories that are central to leader(ship) development - Understand and problematize social intersectional approaches to leader(ship) processes - Understand and problematize different leader roles and how the Human Resource function can support leader(ship) development in an organisation - Critically examine leader(ship) processes in a case study and propose theoretically based change strategies

Required Knowledge

Univ: A minimum of 30 ECTS credits of previous studies. Students within the Study Programme in Human Resource Management: Passed examinations in course 1-3 at the programme

Form of instruction

The teaching is normally organised through lectures, seminars, group exercises and tutorials. The teaching activities may, as a whole or partly, be carried out with support from information and communication technology (ICT), which demands specific technical equipments and skills. There may be compulsory modules. The course will be given in English.

Examination modes

The course examinations may be written or oral. The examination may be continual or final. The course is graded using three grades: Pass with distinction, Pass and Fail. The course work is examined at an ordinary examination and a scheduled re-sit examination in close connection to the course. A third examination opportunity is offered at the end of August. Participation in the third re-sit requires a notification to the study counsellor. Students who receive the grade Fail at the third examination are requested to assign to the examinations the next time the course is given. Re-examinations based on the same curriculum are guaranteed within two years after the first course registration. A student has the right to change examiner for a course based on a written request to the head of department after two failures in the same course or part of a course. ACADEMIC CREDIT TRANSFER Earlier studies that correspond to the course contents may require credit transfer. The review is individual. For more information, contact the study counsellor.

Literature

Valid from: 2011 week 35

Leadership: Current theories, research, and future directions
Avolio Bruce J., Walumbwa Fred O., Weber Todd J.
Annual Review of Psychology (2009), 60, pp. 421-449. :
Mandatory

Creating Leaders or Loyalists? Conflicting identities in a leadership development
Carden Lila L., Callahan Jamie L.
Human Resource Development International (2007), 10(2), pp. 169-186 :
Mandatory

Day David V.
Leadership Development: a review in context
The Leadership Quarterly (2000), 11(4), pp. 581-613. :
Mandatory

Questioning the Notion of Feminine Leadership: a critical perspective on the gender labeling of leadership
Due Billing Yvonne, Alvesson Mats
Gender, Work and Organization (2000), 7(3), pp. 144-157. :
Mandatory

Black Women’s Leadership Experiences: examining the intersectionality of race and gender
Gaetane Jean-Marie, Williams Vicki A., Sherman Sheila L.
Advances in Developing Human Resources (2009), 11(5), pp. 562-581. :
Mandatory

Garavan Thomas N.
A Strategic Perspective on Human Resources Development
Advances on Human Resource Development (2007), 9(1), pp. 11-30. :
Mandatory

Towards Defining Leadership Competence around the World: What Mid-Level Managers Need to Know in Twelve Countries
Kowske Brenda, Anthony Kshanika
Human Resource Development International (2007), 10(1), 21-41. :
Mandatory

Leadership in Teams: A functional approach to understanding leadership structures and processes
Morgeson Frederick P., DeRue D. Scott, Karam Elizabeth P.
Journal of Management (2010), 3(1), pp. 5-39. :
Mandatory

Shortland Sue
Feedback within Observation: continuing professional development and unexpected consequences
Innovations in Education and Teaching International (2010), 47(3), pp. 295-304. :
Mandatory

Wang Jia
Developing Organizational Learning Capacity in Crisis Management
Advances in Developing Human Resources (2008), 10(3), pp. 425-445. :
Mandatory