94-804 transformational leadership for global enterprises ... · transformational leadership in...

94-804 Transformational Leadership For Global Enterprises- Class Syllabus This syllabus is subject to slight modification

F 17- Linda Chaousis

“The principles of leadership remain constant; it's how leadership is put into practice that keeps getting smarter.

Can leadership be taught? The answer is simple. Yes, leadership, like all skills, can be taught. The literature is clear on the essential components, styles, and dynamics. Educational materials and programs abound.

But can leadership be learned? The answer to that question isn't obvious. It seems that leadership, one of the scarcest and least enduring components of human capital, is not learned easily or well.”

From Fastcompany.com

Transformational Leadership in Global Enterprises 2

95-854 K TRANSFORMATIONAL LEADERSHIP FOR GLOBAL ENTERPRISES Carnegie Mellon University Australia

H. John Heinz III College of Public Policy and Management Australia

Class Location: Class Room 2 Level 2 Carnegie Mellon University, 220 Victoria Square, Adelaide

Instructor: Linda Chaousis Adjunct Faculty Creative Director, Linda Chaousis International Wellness Advocate, Our Thrive Collective

Mobile: 0417805827

Email: [email protected] or [email protected]

In all email correspondence start the subject line with {Transformational Leadership}

ZOOM: https://zoom.us/j/2420000396 SMS me first on 0417 805 827 to set up a time on ZOOM

Office hours: by appointment

COURSE OBJECTIVES

The game is changing on the world stage! This requires a new type of leadership and new types of strategies. We will look at the role of the leader in the emerging world. The context of global leadership has significantly changed in the past 5 years. Technology and social media have been game changers that some still ignore.

Regardless of your title, and regardless of the job you have you will have to display leadership qualities if you want to get ahead, get noticed and close the gap between your aspirations and your reality.

Good leadership is driven from inner values and convictions. It is important to understand what research has shown us that makes up good leadership. It is important to identify how to match your leadership style to a situation, person or organisation’s culture. A lot of people espouse principles of good leadership but are very poor at practicing them.

If you prove yourself to be a good leader you will virtually guarantee your success in whatever field you choose. Good leaders are rare. Whether you are leading in a global enterprise or a local organization,


good leadership principles are the same. Regardless of your context, you will have to learn how to lead and communicate across social media platforms.

This course will discuss the evidence base for transformational leadership, a variety of models of transformational leadership, what that means for you and how to match the right leadership model (it can be one that you create from the ones we discuss in class) to your personality, style and work context.

LEARNING OUTCOMES At the conclusion of this course students will be able to:

• Discern between transformational and transactional leadership; • Develop leadership paradigms to match our emerging global and digital society; • Discuss and debate good practice leading in a culturally diverse environment; • Identify the organizational barriers-and solutions- to transformational leadership; • Strengthen their emotional intelligence to become a more effective leader.

GRADING

• Your Insights submissions 30 • Group case study in class 20 • Your Project-Paper

and presentation 40 • Class participation 10

100

Class participation includes quality of homework, participation, responsibility taken for assignments-including quality and timeliness- and engagement in class discussions, your group’s feedback on your participation and instructor’s general assessment of effort and contribution in the course.

GRADED ASSIGNMENTS

Assignments are to be professionally presented to the same standard that you would submit a document to the Executive group in your workplace. A grade of A or A+ is for students who go well above the expected requirements through their own initiative. Workplace quality, analysis, integration of principles and responsibility taken for assignment will be considered in the grade. Points- either class participation or assignment points- will be deducted for unprofessional presentation, late submission by any other means than instructed in the syllabus.

GRADED ASSIGNMENT # 1 THREE ESPOUSED TO PRACTICED PERSONAL INSIGHTS An important part of learning and good practice in your work role, is reflection. One of the most common problems in leadership today is that many people can ‘espouse’ leadership theory, but


unfortunately, it is a minority of people who actually practice good leadership, whether they are leading with a title or without one. To individualise this class I have set this assignment. For three weeks (before midnight Monday night) you are to do the following:

1 Listen to the podcasts, read the articles distributed in class, watch the videos and source at least one article or video that resonates with you in relation to leadership- there are no required books for this class, so you have a very light reading load.

2 Submit either via Canvas a word document, a link to an mp3 file you recorded or link to a video you recorded. a. Resources (books, articles, videos) that you accessed b. Key ‘messages’ you received from your research for this week and class c. Your personal view about the elements of Transformational Leadership from all

of the sources we’ve introduced d. What this means for you and how you will conduct yourself at work e. Questions that you are reflecting on or new paradigms or frameworks that you

see emerging.

Submit either via Canvas a word document, or an mp3 file or video each week on the due dates. I will read or view is and interact with you in an ‘on line’ coaching manner. The aim of this is to help build your leadership skills and give you the leading edge skills that transformational leadership can provide. This is a graded assignment. Each Insight submission points and will be graded each week so you know how you are tracking and can immediately improve if needed. I will mark them Excellent, Good, Average, Below Average and assign a final grade to the activity when all have been submitted. You should use each of the categories in your Insight to receive EXCELLENT. If you don’t have any comment on a category, mention that and why or what else you need to do to make a comment.

Insights are due on the following Fridays: November 17 November 24 December 1


GRADED ASSIGNMENT #2 INDIVIDUAL PROJECT- DUE December 8

Based on your Insight submissions, our class discussions and your own experience you will be required to write a 7-10 page paper answering the following questions. You will present key points of your paper in a panel/interview format in class. You will be able to refer to your notes.

The aim of this exercise is for you to apply critical thinking and analysis to what you have now shaped as your leadership philosophy and approach. Support this by your readings and the models discussed in class. More details will be given in class.

Each week in class we will discuss one or two of these questions.

Questions:

• To you, what is transformational leadership and what are its components? • How would you apply Adaptive Leadership? • How would you apply the CASE model-as a leader or someone without formal authority? • Few, if any of you will return to your home country to be a CEO of a global enterprise. It

is a process of steps and development. Describe where you are today in your leadership journey and what you will do in the next 1, 2, and five years to build the skills to be a major leader in a global enterprise (it may be your own business or it may be a multinational business). This includes development you might undertake and what actions and behaviours you will demonstrate on the job.

• If you have no formal authority, what can you do to demonstrate leadership? • In your opinion what are the 5 most important things a leader should do in their role

internally in the organisation and what are 5 things every leader needs to consider from a global perspective? Why?

• In a global and digital world, what changes need to be made to ‘traditional leadership paradigms’ and how would you contribute to that?

Questions should be answered with reference to

• Class discussion • Readings and research • Analysis of the options in each situation • Your honest intention of behaviour at CMUA in study groups and after graduation.

GRADED ASSIGNMENT #3 There will be a case study completed in class as a group.


OTHER ASSIGNMENTS AND READINGS Throughout the course, non graded assignments (homework) may be given. It is expected they will be submitted to a professional workplace standard and that your contribution to class will reflect having read the required reading. These will contribute toward your class participation and professionalism mark. These assignments are designed to help you build research and ideas for your major assignments- therefore effort invested in these will assist with more competent major projects. READINGS You will be expected to refer to the readings in your folder in your Insights Submission. You will be expected to source at least one article or video each week. You will need to purchase two Harvard Business Review Articles from Nereeshnee. Level 5 Leadership by Jim Collins, and Leadership Lessons from India by Peter Capelli, Harbir Singh, Jitendrav. Singh and Michael Useem PODCASTS AND VIDEOS Each week there will be a podcast summarizing key class discussion points and clarifying questions from class. SCREEN CASTS OF SLIDES Screencasts of PowerPoint slides will be on Blackboard after each class for your reference. They will be uploaded by Friday morning.

It is recommended that you at least skim Bass, Bernard and Riggio, Ronald, Transformational Leadership Second Edition, 2006. (listed as an additional reading- copies are in the library)

CLASS TOPICS

Classes will be interactive with a combination of tutorials, group activities, case studies, videos and discussions and debates about the readings.

WEEK 1 - 27 Oct

LEADERSHIP-TOOLS, CONTEXT and WHY YOUR CAREER ADVANCEMENT DEPENDS ON THIS-EVEN IF YOU ARENT A LEADER!

TRANSFORMATIONAL LEADERSHIP FRAMEWORKS Introduction

• Course expectations • What is transformational leadership? Evidence based framework (Burns and Bass) • Kotter’s Change Framework • Other frameworks? • Leadership continuums and models • Current state of leadership in organisations- (if time does not permit, we will include this

in next weeks’ discussion)


• What this all means for you, your future and your leadership (if time does not permit, we will include this in next weeks’ discussion)

WHAT TO DO FOR NEXT WEEK?

• Purchase from Nereshnee and Read the Harvard Business Review Article Level 5 Leadership by Jim Collins

• Google articles on Transactional to Transformative Leaders and come to class prepared to discuss them.

• Read all the articles in the week 2 Canvas folder • Listen to the podcast summarizing today’s class • Submit your first Personal Insights assignment on November 17

WEEK 2 – 3 November

EPIC LEADERSHIP FAILURES AND EPIC SUCCESSES-HOW TO BE ON THE RIGHT SIDE OF THE LEADERSHIP FENCE

• The transformational leadership model (including the CASE model) • Level 5 leadership • Values based leadership • Two self assessments to identify your approach to Leadership


• Purchase Harvard Business Review Article from Nereshnee- Leadership Lessons from India

• Listen to the podcast summarizing today’s class • Submit your second Personal Insights assignment on November 24 •

10 NOVEMBER NO CLASS-I AM PRESENTING AT A CONFERENCE IN BRISBANE WEEK 3 – 17 November

THE GLOBAL CONTEXT

• What is it? • What does this mean? • What are the key challenges?


• What does this mean for leadership?

CULTURAL CONTEXTS

• Cross cultural leadership

OPERATIONALISING IT • What do these contexts mean for how we ‘do’ transformational leadership on a global

scale? • What has emerged in the past 5 years that are game changers? • Rosalinde Torres TED Talk • Your generation-follow your gut whenever you can.


• Listen to the podcast summarizing today’s class • Read the articles in week 4 section of the folder • Submit your final Personal Insights assignment on December 1

WEEK 4 - 24 November

THE INNER GAME OF LEADERSHIP

Emotional intelligence, leading from the heart, finding your authenticity,

LEADING FROM THE HEART—You’re joking right? ABSOLUTELY NOT!

• Research that validates the focus on people, development a job satisfaction in terms of productivity gains.

THE LEADER, THE PERSON, CHOOSING AUTHENTICITY

• Help! I’m an introvert. Developing your brand of leadership. • Dealing with being misunderstood or misrepresented VISUAL GROUP ACTIVITY


• Listen to the podcast summarizing today’s class • Read the articles in the week 5 section of the folder


WEEK 5 – 1 December

POSSIBLE GUEST SPEAKER

EMERGING FRAMEWORKS

• MANAGING THE UNEXPECTED • DESIGN THINKING • ADAPTIVE LEADERSHIP • OTHERS

• Transformational Leadership and the HRO Framework • Transformational Leadership and Design Thinking framework

LET’s GET REAL

• Closing the gap between espoused beliefs and actual practice • Adapting Transformational Leadership models to an existing culture and if you aren’t the

CEO.

• WHAT TO DO FOR NEXT WEEK? Prepare your presentation and submit an e-copy of your report and come prepared to present your conclusions from the paper.

WEEK 6 – 8 December Individual project due PRESENTATIONS TO THE CLASS

ADDITIONAL READING

The following book is packed with evidence to support the transformational leadership model. Almost every page describes some type of research undertaken to validate the viability of transformational leadership. There are copies of this book in the library.

Bass, Bernard and Riggio, Ronald, Transformational Leadership Second Edition, 2006.


EXPECTATIONS

It is expected that all students will

• Regularly review the syllabus to be fully aware of and up to date on what is required at what time.

• Abide by the University’s Academic Integrity Policy and be fully familiar with the guidelines relating to Plagiarism and Cheating. Neither will be tolerated and will be treated seriously according to the policy.

• Submit assignments in hard copy at the beginning of class on the due date. Pigeon hole numbers should be placed on them. Professional formatting and writing expression (workplace quality as though you were submitting it to your manager) is expected and will form a small part of the grade.

• Regularly check Blackboard for additional readings or non graded assignments • Submit all graded and non graded assignments on time. Late assignments will lose

points. • Attend every class unless there is an emergency or exceptional circumstances and your

absence is approved by the instructor. • Be on time for class.


GRADING SCALE

Grades for this course are calculated by adding up the total points received on assignments and reviewing overall performance. Cumulative grades are not posted on blackboard.

• 97%-100% A+ • 93%-96.99% A • 90%-92.99% A- • 87%-89.99% B+ • 84%-86.99% B • 81%-83.99% B- • 78%-80.99% C+ • 74%-77.99% C • 70%-73.99% C- • Below 70% R

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