MG4H5E Half Unit
The Altruistic Leader
This information is for the 2020/21 session.
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.
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).
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.
- 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 (60%) and in-class assessment (10%).
Assessment will be done through a case analysis (60%), group assessment (30%) and in-class assessment (10%).
Important information in response to COVID-19
Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.
Total students 2019/20: Unavailable
Average class size 2019/20: Unavailable
Controlled access 2019/20: No
Value: Half Unit
Personal development skills
- Team working
- Problem solving
- Commercial awareness