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Syllabus:

Organizational Leadership Development, 7.5 Credits

Swedish name: Organisatoriskt ledarskapande

This syllabus is valid: 2011-09-05 valid to 2011-09-11 (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 addresses leadership and leadership development as processes directed towards organisational development, professional development, group development, personal development and identity formation and how to manage and support such processes. Leadership development is analyzed and discussed from different perspectives using the different logics of the most prominent leadership theories. A specific focus is directed towards the Human Resources┬┤ role when building leadership capacity in organisations. Leadership development is also investigated from a diversity perspective.

Expected learning outcomes

After the course the students should have acquired ability to - Understand and apply concepts and theories that are central to leadership and leadership development - Understand and problematize diversity aspects of leadership and leadership development - Understand and problematize different leader roles and how the Human Resource function can support leadership development in an organisation - Critically examine leadership 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 organised through lectures, literature seminars and group-based case work. All seminars are compulsory. The teaching activities, including course specific information and communication with students, will partly be carried out with support from information and communication technology (ICT), which demands specific technical equipments and skills. The course will be given in English.

Examination modes

The course examinations will be both written and oral. The examination will both be continual (literature seminars and case work) and final (written exam). 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 counselor. Students who receive the grade Fail at the third examination are requested to assign to the examinations the next time the course is given. Reexaminations 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 counselor.

Literature

Valid from: 2011 week 36

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

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

Northouse Peter Guy.
Leadership : theory and practice
5. ed. : Thousand Oaks : Sage : cop. 2010 : xvi, 435 s. :
ISBN: 978-1-4129-7488-2 (pbk.)
Mandatory
Search Album, the University Library catalogue

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