MG4H5E      Half Unit
The Altruistic Leader

This information is for the 2018/19 session.

Teacher responsible

Dr Connson Locke NAB 4.16


This course is compulsory on the Executive MSc in Social Business and Entrepreneurship. This course is not available as an outside option.

Course content

This course focuses on leadership, particularly within the context of a social business. The course draws heavily from research in organisational behaviour, psychology, and sociology in order to examine the knowledge, skills and analytical capabilities needed to exercise leadership and influence. It attempts to strike a balance between theory and practice by providing a solid grounding in theory and research which students must apply to real life scenarios.

The course examines topics such as: power and influence; organisational justice; motivation and rewards; leadership styles; cross-cultural management; organisational culture and change.


Ten sessions of three hours each, delivered over two modules (teaching blocks).  

Formative coursework

Students will be given a practice case analysis to prepare them for the summative case analysis. For the group project, groups will submit their choice of presentation topic in order to receive formative feedback.

Indicative reading

  • DiStefano, J. J., and Maznevsky, M. I. (2000). "Creating value with diverse teams in global management". Organizational Dynamics, 29(1), 45-61.
  • Gagne, M. & Deci, E.L. (2005) "Self-determination theory and work motivation". Journal of Organizational Behaviour, 26, 331-362.
  • Keltner, D., Gruenfeld, D. H. & Anderson, C. (2003). "Power, approach, and inhibition". Psychological Review, 110, 265-284.
  • Kerr, S. (1995). "On the folly of rewarding A, while hoping for B". Academy of Management Executive, 9(1), 7-14.
  • Kim, T-Y., & Leung, K. (2007) "Forming and reacting to overall fairness: A cross-cultural comparison". Organizational Behavior and Human Decision Processes, 104, pp. 83-95.
  • Locke, C.C. & Anderson, C. (2015) "The Downside of Looking Like a Leader: Power, Nonverbal Confidence, and Participative Decision-Making". Journal of Experimental Social Psychology (58), pp. 42-47.
  • Schein, E. H. (2010). "How leaders embed and transmit culture" (Chapter 13, E-book pp.235-258). In Organizational Culture and Leadership. San Francisco: John Wiley & Sons.

Additional readings will be available on Moodle.


Case analysis (55%), presentation (30%) and in class assessment (15%).

Assessment will be done through a 1,500 word case analysis (55%), group presentation (30%) and in-class quizzes (15%).

Key facts

Department: Management

Total students 2017/18: Unavailable

Average class size 2017/18: Unavailable

Controlled access 2017/18: No

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

  • Leadership
  • Team working
  • Problem solving
  • Communication
  • Commercial awareness