Each week test knowledge with

quizzes

Each fortnight get feedback from

peers

Twice during the semester,

feedback on reflective journal

Assignment in week 12

Reflective journal in week 13

MGMT3302 LECTURE NOTES Learning Outcomes

• Understand and apply several leadership theories and perspectives • Investigate and prescribe change management strategies for organisations • Recognise your personal values, emotional intelligence and leadership style and develop an

action plan to improve your leadership potential • Understand your communication competence as a leader and know how to improve your

communication capability Use these leadership theories in real world situations!! Format “Not your regular unit”

• Online Lectures à knowing what you should do • Face to face workshops (every second week)!! à Learning how its done • Tutorials à learning how you do it

Online Lectures & Activities: • Every week about 45 minutes of lecture material put on LMS (NOT LCS) • Presents the theories, core material – what you should do? • Activities include:

o Weekly quiz (1% each) o Videos o Online surveys o Discussion forum

Face-to-face Workshops • Every second week 1,3,5,7,9,11 and 13 • Work in pre-specified tutorial groups during classes • Case studies and application of material – what would you do in a real situation • Use SPARK after wards

Tutorials • 1% participation • Exercises to learn about yourself and improve your skills • Working in groups

Assessment Tutorial Participation 10% (ongoing weekly) Online Quizzes 10% (testing the learning/theories/MCQ) Reflective Journal 5% (due week 12/linking theories to yourself/get feedback/resubmit) Essay 25% (3 topics to choose from/1500 word maximum) Final Exam 50% (learning the theories/application and analysis of short cases) Feedback Timetable

What is a Leader? A leader is someone who provides clear directions and emphasizes a vision to their followers. No overarching definition. No one simplistic definition of leadership. We agree that leadership has to involve an influencing process between a leader and a follow Leadership is explained by:

• Leaders dispositional characteristics (individual differences, traits/skills/personality) • Leaders behaviours (what the leader actually does) • Follower perceptions and attributions of the leader • Context of the leadership (situation in which it is being held)

Emergence (becoming a leader) VS Effectiveness (good leader)

“There is a distinct

difference between being

seen as a leader, and being an

effective leader once you are in that situation”

An individual can either… emerge as a leader but not be an effective leader… potentially be an

effective but does not emerge as one … emerge as a leader and be effective Leader Development Expansion of an individual’s capacity to be effective in leadership roles and processes 30% due to genetics but weaker when brought up in rich social environment Leadership Development: “enhancing the capacity of teams and organisations to engage successfully in leadership tasks” Leadership Skills

EMERGENCE

• You are seen/known as a leader by your peers

• And/or you place yourself in situations which may allow you to be viewed as a leader

• For example: A person high in extroversion might be more readily identified by their peers as a leader

EFFECTIVENESS

• You are a 'good' leader• For example: a leader who is

able to flexibly use a range of skills and competencies to achieve positive goals and outcomes in collaboration with their followers

•Speaking and writing•Active learning and active listening•Reading Comprehension

Cognitive

•Social perceptiveness•Corrdination•Persuasion

Interpersonal

•Management of material & financial resources•Operation analysis•Management of personnel resources

Business

• Visioning, Systems perception• Identification of consequences and key causes• Problem identification and solution appraisal

Strategic

WEEK 2 PART 1 SELF CONCEPT AND LEADER IDENTITY Self Concept à how you see yourself. Who are you? More than just one “self”

• Group Identities: Gender, occupation, culture etc. • Personal identities: sporty, intellectual, party animal etc.

It is NOT self-image or self esteem. Leadership and Group Identity Each group has a group prototype à Characteristics that members have in common, what distinguishes them from other groups? à Idealized image of the group

How do different people stack up against that prototype? Person D would not associate themselves with this group. Person C is the most likely leader of the group.

Effects • Affects beliefs about leaders group orientedness • More likely to trust in leaders intentions • Affects emergence and effectiveness • Other effects: follower satisfaction, task performance, creativity

Leadership and Personal Identity à Seeing oneself as a leader “An identity or sub identity that an individual holds regarding his or her role as a leader…that does not necessarily relate only to formal leadership roles, but more importantly how an individual comes to think of oneself as a leader” How does it develop?

1. Internal matching of leader schema and self-concept 2. Provisional identity 3. Try out new identity 4. Feedback from others: what do they think of you as a leader 5. Relational recognition: they see you as a leader