Study Guide

Objectives (course unit)

The course is focused on contemporary leadership theories, practices and skills that are needed to lead oneself and others ethically and effectively in a fast changing business environment.

After completing of the course, students will be able to:
1) define the role and responsibilities of a manager and leader in different organisations
2) understand their individual life motives that impact their leadership behaviour
3) create strategies for motivating and leading others in different situations
4) apply some essential leadership theories and practices in a fast changing environment
5) help other succeed by using some coaching techniques

Content (course unit)

- Motivation theories and 16 life motives
- Leading yourself & stress management
- Modern leadership theories, practices and styles
- Change management
- Coaching skills

Prerequisites (course unit)

First year BBA studies

Further information (course unit)

Main learning methods are practical exercises and skills training with other students. Presence in lectures is required.

Assessment criteria, satisfactory (1-2) (course unit)

The student defines the role and the responsibilities of a manager and a leader. He/she has a vague knowledge of his/her own individual life motives and superficial understanding about motivating and leading others. With the help of others, he/she can solve simple people-related problems using some of the leadership theories and practices. The student is able to apply some very basic coaching skills to certain extent. He/she can give feedback but mainly considers and assesses things from his/her own point of view without being able to assess his/her own behaviour critically or showing strong empathy towards others.

Assessment criteria, good (3-4) (course unit)

The student explains the role and the responsibilities of a manager and a leader. He/she identifies some of his/her individual life motives and is able to draw conclusions to his/her actions based on the information. The student applies usual strategies for motivating and leading others. He/she can solve some people-related problems with the help of the most common leadership theories and practices. The student is able to apply some coaching skills but still needs a lot of practice to help others develop better. He/she can give feedback actively and constructively but is not very well able to assess his/her own leadership behaviour critically.

Assessment criteria, excellent (5) (course unit)

The student understands the role and the responsibilities of a manager and a leader. He/she analyses his/her own actions and behaviours with the help of his/her individual life motives. The student creates new strategies for motivating and leading others. He/she combines leadership theories and practices for solving challenging people-related cases. The student is able to apply some coaching skills in a professional manner. He/she uses feedback systematically to help others develop and is able to assess his/her own leadership behaviour critically.

Location and time

09.01.2024 14.00 - 17.00 B5-20
Introduction of the course, team building, leading a team

16.1.2024 14.00 - 17.00 B5-20
Leadership theories, Leadership practices, line management

• 23.1.2024 14.00 - 17.00 B5-20
Leading yourself, model the way

• 30.1.2024 14.00 - 17.00 B5-20
Inspire a shared vision & Encourage the heart: Motivation

• 6.2.2024 14.00 - 17.00 B5-20
Enable others to act: Changing individual behaviour, giving and receiving feedback / Coaching skills

•13.2.2024 14.00 - 17.00 B5-20
Challenge the process: Leading change (students are responsible)

•20.2.2024 14.00 - 17.00 B5-20 or Online (it is up to team)
GROUP EXAM (Online or Campus it is up to team)

Exam schedules

20.2.2024 14.00 - 17.00 Online Group Exam

Assessment methods and criteria

1) Open book group exam "Challenging leadership cases" - Grading: 0-5
The group exam consists of several realistic cases where the students can apply their knowledge about different aspects of leadership. The cases will be solved in small teams that are created in the beginning of the course.
2) Individual "My Leadership Handbook" - Grading: 0-5
The handbook is good (3) if
• Lectures and discussions are clearly utilized
• Three of the suggested sources have been used
• The topics have been reflected through the person's own life and/or work experiences
• Peer group feedback has been used for the final version of the Handbook¨
• References have been used and marked correctly
3) Group Presentations / Teaching sessions -Grading 0-5

Assessment scale

0-5

Teaching methods

Interactive lectures
Reading
Exercises
Group exam
Writing "My Leadership Handbook"

Learning materials

Kouzes and Posner - The Leadership Challenge
Cameron and Green - Making Sense of Change Management
Articles and other resources as given during the lectures

Student workload

135 hours, 5 cr, consisting of about 20 hours of face-to-face lectures and over 100 hours of individual and group work

Practical training and working life cooperation

This course will build on the students' current and previous practical leadership experiences.

International connections

International cases will be used.

Further information

In the group exam, references need to be used due to the Chat GBT. Hence, the students need to show where the information has been taken.

Objectives (course unit)

The course is focused on contemporary leadership theories, practices and skills that are needed to lead oneself and others ethically and effectively in a fast changing business environment.

After completing of the course, students will be able to:
1) define the role and responsibilities of a manager and leader in different organisations
2) understand their individual life motives that impact their leadership behaviour
3) create strategies for motivating and leading others in different situations
4) apply some essential leadership theories and practices in a fast changing environment
5) help other succeed by using some coaching techniques

Content (course unit)

- Motivation theories and 16 life motives
- Leading yourself & stress management
- Modern leadership theories, practices and styles
- Change management
- Coaching skills

Prerequisites (course unit)

First year BBA studies

Further information (course unit)

Main learning methods are practical exercises and skills training with other students. Presence in lectures is required.

Assessment criteria, satisfactory (1-2) (course unit)

The student defines the role and the responsibilities of a manager and a leader. He/she has a vague knowledge of his/her own individual life motives and superficial understanding about motivating and leading others. With the help of others, he/she can solve simple people-related problems using some of the leadership theories and practices. The student is able to apply some very basic coaching skills to certain extent. He/she can give feedback but mainly considers and assesses things from his/her own point of view without being able to assess his/her own behaviour critically or showing strong empathy towards others.

Assessment criteria, good (3-4) (course unit)

The student explains the role and the responsibilities of a manager and a leader. He/she identifies some of his/her individual life motives and is able to draw conclusions to his/her actions based on the information. The student applies usual strategies for motivating and leading others. He/she can solve some people-related problems with the help of the most common leadership theories and practices. The student is able to apply some coaching skills but still needs a lot of practice to help others develop better. He/she can give feedback actively and constructively but is not very well able to assess his/her own leadership behaviour critically.

Assessment criteria, excellent (5) (course unit)

The student understands the role and the responsibilities of a manager and a leader. He/she analyses his/her own actions and behaviours with the help of his/her individual life motives. The student creates new strategies for motivating and leading others. He/she combines leadership theories and practices for solving challenging people-related cases. The student is able to apply some coaching skills in a professional manner. He/she uses feedback systematically to help others develop and is able to assess his/her own leadership behaviour critically.

Location and time

09.01.2024 12.00 - 14.00 B5-20
Introduction of the course, team building, leading a team

16.1.2024 11.00 - 14.00 B5-20
Leadership theories, Leadership practices, line management

• 23.1.2024 11.00 - 14.00 B5-20
Leading yourself, model the way

• 30.1.2024 11.00 - 14.00 B5-20
Inspire a shared vision & Encourage the heart: Motivation

• 6.2.2024 11.00 - 14.00 B5-20
Enable others to act: Changing individual behaviour, giving and receiving feedback / Coaching skills

•13.2.2024 11.00 - 14.00 B5-20
Challenge the process: Leading change (students are responsible)

•20.2.2024 11.00 - 14.00 B5-20 or Online (it is up to team)
GROUP EXAM (Online or Campus it is up to team)

Exam schedules

20.2.2024 11.00 – 14.00 Online Group Exam

Assessment methods and criteria

1) Open book group exam "Challenging leadership cases" - Grading: 0-5
The group exam consists of several realistic cases where the students can apply their knowledge about different aspects of leadership. The cases will be solved in small teams that are created in the beginning of the course.
2) Individual "My Leadership Handbook" - Grading: 0-5
The handbook is good (3) if
• Lectures and discussions are clearly utilized
• Three of the suggested sources have been used
• The topics have been reflected through the person's own life and/or work experiences
• Peer group feedback has been used for the final version of the Handbook¨
• References have been used and marked correctly
3) Group Presentations / Teaching sessions -Grading 0-5

Assessment scale

0-5

Teaching methods

Interactive lectures
Reading
Exercises
Group exam
Writing "My Leadership Handbook"

Learning materials

Kouzes and Posner - The Leadership Challenge
Cameron and Green - Making Sense of Change Management
Articles and other resources as given during the lectures

Student workload

135 hours, 5 cr, consisting of about 20 hours of face-to-face lectures and over 100 hours of individual and group work

Practical training and working life cooperation

This course will build on the students' current and previous practical leadership experiences.

International connections

International cases will be used.

Further information

In the group exam, references need to be used due to Chat GBT. Hence, the students need to show where the information has been taken.

Objectives (course unit)

The course is focused on contemporary leadership theories, practices and skills that are needed to lead oneself and others ethically and effectively in a fast changing business environment.

After completing of the course, students will be able to:
1) define the role and responsibilities of a manager and leader in different organisations
2) understand their individual life motives that impact their leadership behaviour
3) create strategies for motivating and leading others in different situations
4) apply some essential leadership theories and practices in a fast changing environment
5) help other succeed by using some coaching techniques

Content (course unit)

- Motivation theories and 16 life motives
- Leading yourself & stress management
- Modern leadership theories, practices and styles
- Change management
- Coaching skills

Prerequisites (course unit)

First year BBA studies

Further information (course unit)

Main learning methods are practical exercises and skills training with other students. Presence in lectures is required.

Assessment criteria, satisfactory (1-2) (course unit)

The student defines the role and the responsibilities of a manager and a leader. He/she has a vague knowledge of his/her own individual life motives and superficial understanding about motivating and leading others. With the help of others, he/she can solve simple people-related problems using some of the leadership theories and practices. The student is able to apply some very basic coaching skills to certain extent. He/she can give feedback but mainly considers and assesses things from his/her own point of view without being able to assess his/her own behaviour critically or showing strong empathy towards others.

Assessment criteria, good (3-4) (course unit)

The student explains the role and the responsibilities of a manager and a leader. He/she identifies some of his/her individual life motives and is able to draw conclusions to his/her actions based on the information. The student applies usual strategies for motivating and leading others. He/she can solve some people-related problems with the help of the most common leadership theories and practices. The student is able to apply some coaching skills but still needs a lot of practice to help others develop better. He/she can give feedback actively and constructively but is not very well able to assess his/her own leadership behaviour critically.

Assessment criteria, excellent (5) (course unit)

The student understands the role and the responsibilities of a manager and a leader. He/she analyses his/her own actions and behaviours with the help of his/her individual life motives. The student creates new strategies for motivating and leading others. He/she combines leadership theories and practices for solving challenging people-related cases. The student is able to apply some coaching skills in a professional manner. He/she uses feedback systematically to help others develop and is able to assess his/her own leadership behaviour critically.

Location and time

08.03.2023 11.00 – 14.00 B3-27 Introduction of the course, team building, leading a team
15.03.2023 11.00 – 14.00 Online Leadership theories, line management, Leadership practices
22.03.2023 11.00 – 14.00 B3- 27 Leading yourself, model the way
29.03.2023 11.00 – 14.00 Online Enable others to act: Coaching skills & Changing individual behavior, giving and receiving feedback
05.04.2023 11.00 – 14.00 B3-27 Inspire a shared vision & Encourage the heart: Motivation
12.04.2023 11.00 – 14.00 Online Challenge the process: Leading change
19.04.2023 11.00 – 14.00 Online Group Exam

Exam schedules

19.04.2023 11.00 – 14.00 Online Group Exam

Assessment methods and criteria

1) Open book group exam "Challenging leadership cases" - Grading: 0-5
The group exam consists of several realistic cases where the students can apply their knowledge about different aspects of leadership. The cases will be solved in small teams that are created in the beginning of the course.
2) Individual "My Leadership Handbook" - Grading: 0-5
The handbook is good (3) if
• Lectures and discussions are clearly utilized
• Three of the suggested sources have been used
• The topics have been reflected through the person's own life and/or work experiences
• Peer group feedback has been used for the final version of the Handbook¨
• References have been used and marked correctly

Assessment scale

0-5

Teaching methods

Interactive lectures
Reading
Exercises
Group exam
Writing "My Leadership Handbook"

Learning materials

Kouzes and Posner - The Leadership Challenge
Cameron and Green - Making Sense of Change Management
Articles and other resources as given during the lectures

Student workload

135 hours, 5 cr, consisting of about 40 hours of face-to-face lectures and 95 hours of individual and group work

Practical training and working life cooperation

This course will build on the students' current and previous practical leadership experiences.

International connections

International cases will be used.

Assessment criteria - fail (0) (Not in use, Look at the Assessment criteria above)

The student has not participated in the group exam or has not submitted a complete "My Leadership Handbook".

Assessment criteria - satisfactory (1-2) (Not in use, Look at the Assessment criteria above)

The student can describe the role and the responsibilities of a line manager. The student remembers some leadership practices and change models and is able to mention them in the group exam. The student analyses the leadership cases, including the motivation factors, but the analysis stays on a superficial level. Suggestions are given for improving the leadership situations but they remain quite shallow and simple. The student has participated in the mandatory lectures but the reflection in the Handbook about the topics shows only superficial understanding of the course topics. The student participates in the team tasks but does not contribute very positively to the team's exam outcome as evaluated by the other team members.

Assessment criteria - good (3-4) (Not in use, Look at the Assessment criteria above)

The student can apply the different roles and the responsibilities of a line manager when solving challenging leadership cases. The student uses leadership practices and change models in a constructive and logical way in the group exam. The student analyses the leadership cases, including the motivation factors, and the analysis is quite detailed. Concrete, realistic and understandable leadership suggestions are given for improving the situation. The student has participated in all or most lectures and the reflection in the Handbook about the topics shows quite good understanding of the course topics. Main leadership theories and practices have been compared with student's own prior experiences about leadership. The student participates well team tasks and contributes positively to the team's exam outcome as evaluated by the other team members.

Assessment criteria - excellent (5) (Not in use, Look at the Assessment criteria above)

The student can justify the different roles and the responsibilities of a line manager when solving challenging leadership cases. The student uses leadership practices and change models in a constructive and very logical way in the group exam. The student analyses the leadership cases, including the motivation factors, and the analysis is detailed. Realistic, creative and understandable leadership suggestions are given for improving the situation. The student has participated in all or most lectures and the reflection in the Handbook about the topics shows thorough understanding and critical thinking about the course topics. Main leadership theories and practices have been compared with student's own prior experiences about leadership and new interpretations and and solutions for the future have been developed. The student leads him/herself well under pressure and contributes very positively to the team's exam outcome as evaluated by the other team members.

Objectives (course unit)

The course is focused on contemporary leadership theories, practices and skills that are needed to lead oneself and others ethically and effectively in a fast changing business environment.

After completing of the course, students will be able to:
1) define the role and responsibilities of a manager and leader in different organisations
2) understand their individual life motives that impact their leadership behaviour
3) create strategies for motivating and leading others in different situations
4) apply some essential leadership theories and practices in a fast changing environment
5) help other succeed by using some coaching techniques

Content (course unit)

- Motivation theories and 16 life motives
- Leading yourself & stress management
- Modern leadership theories, practices and styles
- Change management
- Coaching skills

Prerequisites (course unit)

First year BBA studies

Further information (course unit)

Main learning methods are practical exercises and skills training with other students. Presence in lectures is required.

Assessment criteria, satisfactory (1-2) (course unit)

The student defines the role and the responsibilities of a manager and a leader. He/she has a vague knowledge of his/her own individual life motives and superficial understanding about motivating and leading others. With the help of others, he/she can solve simple people-related problems using some of the leadership theories and practices. The student is able to apply some very basic coaching skills to certain extent. He/she can give feedback but mainly considers and assesses things from his/her own point of view without being able to assess his/her own behaviour critically or showing strong empathy towards others.

Assessment criteria, good (3-4) (course unit)

The student explains the role and the responsibilities of a manager and a leader. He/she identifies some of his/her individual life motives and is able to draw conclusions to his/her actions based on the information. The student applies usual strategies for motivating and leading others. He/she can solve some people-related problems with the help of the most common leadership theories and practices. The student is able to apply some coaching skills but still needs a lot of practice to help others develop better. He/she can give feedback actively and constructively but is not very well able to assess his/her own leadership behaviour critically.

Assessment criteria, excellent (5) (course unit)

The student understands the role and the responsibilities of a manager and a leader. He/she analyses his/her own actions and behaviours with the help of his/her individual life motives. The student creates new strategies for motivating and leading others. He/she combines leadership theories and practices for solving challenging people-related cases. The student is able to apply some coaching skills in a professional manner. He/she uses feedback systematically to help others develop and is able to assess his/her own leadership behaviour critically.

Location and time

08.03.2023 14.00 – 17.00 B3-27 Introduction of the course, team building, leading a team
15.03.2023 11.00 – 14.00 Online Leadership theories, line management, Leadership practices
22.03.2023 14.00 – 17.00 B3- 27 Leading yourself, model the way
29.03.2023 14.00 – 17.00 Online Enable others to act: Coaching skills & Changing individual behavior, giving and receiving feedback
05.04.2023 14.00 – 17.00 B3-27 Inspire a shared vision & Encourage the heart: Motivation
12.04.2023 14.00 – 17.00 Online Challenge the process: Leading change
19.04.2023 14.00 – 17.00 Online Group Exam

Exam schedules

19.04.2023 14.00 – 17.00 Online Group Exam

Assessment methods and criteria

1) Open book group exam "Challenging leadership cases" - Grading: 0-5
The group exam consists of several realistic cases where the students can apply their knowledge about different aspects of leadership. The cases will be solved in small teams that are created in the beginning of the course.

2) Individual "My Leadership Handbook" - Grading: 0-5
The handbook is good (3) if
• Lectures and discussions are clearly utilized
• Three of the suggested sources have been used
• The topics have been reflected through the person's own life and/or work experiences
• Peer group feedback has been used for the final version of the Handbook¨
• References have been used and marked correctly

Assessment scale

0-5

Teaching methods

Interactive lectures
Reading
Exercises
Group exam
Writing "My Leadership Handbook"

Learning materials

Kouzes and Posner - The Leadership Challenge
Cameron and Green - Making Sense of Change Management
Articles and other resources as given during the lectures

Student workload

135 hours, 5 cr, consisting of about 40 hours of face-to-face lectures and 95 hours of individual and group work

Practical training and working life cooperation

This course will build on the students' current and previous practical leadership experiences.

International connections

International cases will be used.

Assessment criteria - fail (0) (Not in use, Look at the Assessment criteria above)

The student has not participated in the group exam or has not submitted a complete "My Leadership Handbook".

Assessment criteria - satisfactory (1-2) (Not in use, Look at the Assessment criteria above)

The student can describe the role and the responsibilities of a line manager. The student remembers some leadership practices and change models and is able to mention them in the group exam. The student analyses the leadership cases, including the motivation factors, but the analysis stays on a superficial level. Suggestions are given for improving the leadership situations but they remain quite shallow and simple. The student has participated in the mandatory lectures but the reflection in the Handbook about the topics shows only superficial understanding of the course topics. The student participates in the team tasks but does not contribute very positively to the team's exam outcome as evaluated by the other team members.

Assessment criteria - good (3-4) (Not in use, Look at the Assessment criteria above)

The student can apply the different roles and the responsibilities of a line manager when solving challenging leadership cases. The student uses leadership practices and change models in a constructive and logical way in the group exam. The student analyses the leadership cases, including the motivation factors, and the analysis is quite detailed. Concrete, realistic and understandable leadership suggestions are given for improving the situation. The student has participated in all or most lectures and the reflection in the Handbook about the topics shows quite good understanding of the course topics. Main leadership theories and practices have been compared with student's own prior experiences about leadership. The student participates well team tasks and contributes positively to the team's exam outcome as evaluated by the other team members.

Assessment criteria - excellent (5) (Not in use, Look at the Assessment criteria above)

The student can justify the different roles and the responsibilities of a line manager when solving challenging leadership cases. The student uses leadership practices and change models in a constructive and very logical way in the group exam. The student analyses the leadership cases, including the motivation factors, and the analysis is detailed. Realistic, creative and understandable leadership suggestions are given for improving the situation. The student has participated in all or most lectures and the reflection in the Handbook about the topics shows thorough understanding and critical thinking about the course topics. Main leadership theories and practices have been compared with student's own prior experiences about leadership and new interpretations and and solutions for the future have been developed. The student leads him/herself well under pressure and contributes very positively to the team's exam outcome as evaluated by the other team members.