MG4H5E      Half Unit
The Altruistic Leader

This information is for the 2019/20 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

Leadership involves managing oneself and others, thus the understanding of human psychology is critical for effective leadership. Instead of studying the many constantly changing theories of leadership, this course will instead provide you with a foundation in organisational behaviour, which draws from research in psychology and sociology, to understand the behaviour and attitudes of people in organisations. The theories and research will address these topics generally, and we will place them in the context of social business by applying them to case studies and problems faced by leaders of social businesses.

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 one module (teaching block).  

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.


Coursework (30%), case analysis (55%) and in class assessment (15%).

Assessment will be done through a case analysis (55%), group assessment (30%) and in-class assessment (15%).

Key facts

Department: Management

Total students 2018/19: Unavailable

Average class size 2018/19: Unavailable

Controlled access 2018/19: No

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

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