Modern Leadership Skills (5cr)

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

Location and time

The course will start on September 3 and end on October 12th. Lectures twice a week.

Exam schedules

Mandatory open book group exam on "Challenging leadership cases" on October 10, 2018.

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: pass/fail

The handbook is approved if
• Lectures and discussions are clearly utilized
• At least one of the suggested course books has 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
• The form of the report is in accordance with TAMK's official reporting guidelines

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

Student workload

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

Content scheduling

- September 3-9: Introduction of the course, leadership theories (online)
- September 11: Leadership theories and practices, team building (Päivi)
- September 12: Leading yourself, model the way (Päivi)
- September 18: Inspire a shared vision (Juha)
- September 19: Encourage the heart: Motivation (Päivi)
- September 25: Enable others to act: Coaching skills (Päivi)
- September 26: Changing individual behaviour, giving and receiving feedback (Juha)
- October 3: Challenge the process: Leading organisational change (Päivi)
- October 5: Challenge the process: Leading organisational change (Juha)
- October 8: Leading a team (Päivi)
- October 10: Group exam
- October 22-28: Finalising Handbooks, giving feedback to colleagues

Completion alternatives

None

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

From the teacher Päivi Mayor.

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.

Assessment criteria - pass/fail (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".