MG4H5E      Half Unit
The Altruistic Leader

This information is for the 2021/22 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.

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 (60%) and in-class assessment (10%).

Assessment will be done through a case analysis (60%), group assessment (30%) and in-class assessment (10%).

Course selection videos

Some departments have produced short videos to introduce their courses. Please refer to the course selection videos index page for further information.

Important information in response to COVID-19

Please note that during 2021/22 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 differing needs of students in attendance on campus and those who might be studying online. For example, this may involve changes to the mode of teaching 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.

Key facts

Department: Management

Total students 2020/21: Unavailable

Average class size 2020/21: Unavailable

Controlled access 2020/21: No

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

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