《领导力》教学大纲英文版

1、LeadershipCourse GuideCourse name： LeadershipCourse code：Credits ： 2Total Hours ： 32Lecture class hours ： 32 Experiment hours ： 0Practice hours ： 0Host College： Business SchoolMajor： Business AdministrationUnit Description and PurposeThis course is an optional course for students majoring business a

2、dministration. This course enables students to examine the highly influential discourse of business and organizational leadership. Understanding the ideas and practices of leadership to be far too significant to be reduced to a set of simplified tools, techniques, or models, this course draws upon a

3、 wide range of academic work across the fields of management, organization and leadership studies to examine the topic. Based on this principle, classical leadership theories are explored from leader9s traits, behaviour, and contingency perspectives, enabling students to consider the dynamic of lead

4、ership research. Additionally, new and emergent perspectives on leader s hip - follow er- c entred theory and integrative approaches-are considered, providing students with a window into current and cutting edge ideas on the topic.Learning outcomes1. Students, expected charactersLearn the concepts,

5、principles and theories of leadership through the course, and have a comprehensive understanding of leadership-related knowledge.Through the analysis of the classic cases of outstanding leaders in Chinas government, enterprises and non-profit organizations, we can understand how Chinas outstanding l

6、eaders think in the leadership management process, how to overcome the obstacles they encounter, how to innovate the leadership methods, and help students to establish a scientific thinking method and the spirit to face the challenges in work.From the Angle of the development of Chinas innovation dr

7、ive role of leadership, with outstanding leader cases as the carrier, the socialist core values education into the teaching content and teaching process each link, highlight the value guidance, knowledge and ability training and help students recognize the historical law, accurately grasp the basic

8、national condit ions and master the scientific world outlook and methodology, set up the correct world outlook and values.methods and the spirit of facing challenges in their workChapter 3 EffectiveLeadership BehaviorIn-depth understanding of performance and compensation management on China*s innova

9、tion-driven development2Chapter 4 Change LeadershipWith outstanding entrepreneur case as the carrier, into the socialist core values education2Chapter 5 ParticipativeLeadershipWith outstanding entrepreneur case as the carrier, into the socialist core values education2Chapter 6 Leadership Traits and

10、SkillsWith outstanding entrepreneur case as the carrier, into the socialist core values education2Chapter 7 ContingencyTheories of LeadershipWith outstanding entrepreneur case as the carrier, into the socialist core values education2Chapter 8 Power andInfluence TacticsHelp students to correct unders

11、tand the laws of history and accurately grasp the basic national conditions2Chapter 9 Dyadic Relations and FollowersHelp students to correct understand the laws of history and accurately grasp the basic national2conditionsChapter 10 Leadership inTeamsHelp students to correct卜 understand the laws of

12、history and accurately grasp the basic national conditions2Chapter 11 Leadership inOrganizationsMastering scientific worldview and methodology and promote the establishment of correct world view and values2Chapter 12 Charismatic andT rans formational LeadershipMastering scientific worldview and meth

13、odology and promote the establishment of correct world view and values2小组作业展示2小组作业展示2小组作业展示2小组作业展示2合计248总计325、Experimental (on-board) projectNo experiment (on-board)6、Teaching methodsThe theoretical principles from this couse provide the basis of various conceptual frameworks and practical models th

14、at in turn help students to make sense of a variety of performancemanagement issues firms face in a complex and uncertain business environment.This course will be taught via the participant-centred and experiential learning method of teaching. Experiential learning takes place when a person is invol

15、ved in an activity, then looks back and evaluates it, determines what was useful or important to remember and uses this information to perform another activity.Face-to-face lectures would comprise of classes of two teaching hours* duration. Students will partake in lectures, cases, video activities

16、in class.Students are required to use online resources, word processing, and powerpoint for presentation.7、Course assessment and performance assessmentAssessment: InspectionExam Form: OpenAssessment: Level fiveCourse assessment content, assessment form and support course objectivesCourseobjectivesAs

17、sessment contentAssessment Form and Proportion ( % )Resultsa t t e n d e n c eG r0 u P s t u d yN 0 r ma 1t es tE X P e r 1Ill e n tr eP 0 r tE s s a yF * 1n a 1a s s* 1 g nm e n tMid-ter m examsF i n a 1e X a m总比 (%)Objective 1 (Understand and master the concepts, methods and principles ofThe basic

18、 principles of leadership and the reflection and discussion on the real business management problems10%leadership.)Objective 2 (De 印 ly understand the essence andvalue ofleadership, and correctly grasp the elements and rules ofleadership activities.)Through case analysis, the essence and value of le

19、adership are understood deeply, and the elements and rules of leadership activities are grasped correctly20 %30 %Objective 3(Be able to use the concepts and theorieslearned tocriticallyanalyze and solve leadershipproblems inreality.)Use what you have learned to critically analyze leadership issues a

20、nd creatively propose solutions to problems40%合计100Teaching Material of ReferenceGary Yakl. Leadership in Organizations (Eighth Edition) M.清华大学出版社,2017.Reading material: NoneRelevant issuesFirst course: Organizational Behavior and Human Resource ManagementFollow-up course: No requirementsThe content

21、 and requirements of the student self-study part: In the course of teaching,students are required to read the teaching material carefully, and consult the designated reference materials, actively participate in the classroom discussion, and complete the assignment on time.Bilingual teaching: in Engl

22、ishRequirements and ratios of bilingual teaching:Discipline and Precautions in practice: No practice linksOther things to note: None2.Course objectivesThrough the study of this course, students have the following qualities, skills, knowledge and abilities:Understand and master the concepts, methods

23、and principles of leadership.Deeply understand the essence and value of leadership, and correctly grasp the elements and rules of leadership activities.Be able to use the concepts and theories learned to critically analyze and solve leadership problems in reality.3. How the course objectives support

24、 graduation requirementsThe support of course objectives for graduation requirements is reflected in the indicators 2.1、 2.4 2.8 as follows：The support of course objectives for graduation requirementsCourseobjectivesGraduation requirementsGraduation requirements indicators and contentsLearning conte

25、ntSupport strengthIndicatorsIndicator Contents11. Problem analysis abilityIndicator2. 1Indicator description ：Ability to apply mathematics, management and expertise to organizational management issues.Chapter 1、2、3H24. Practical abilityIndicator2.4Indicator description ：Master basic moral and legal

26、knowledge, and establish correct values and outlook on life.Chapter 4、5、 6、 7, 8M38. Organization and management abilityIndicator2.8Indicator description ：Master the basic theories and methods of production operation and organizational management, combine with the characteristics and requirements of

27、 specific enterprises, and improve the efficiency and effect ofChapter 9, 10, 11, 12Lmanagement3. Content of CoursesINTRODUCTION: THE NATURE OF LEADERSHIP (supporting course objectives article 1)Definitions of LeadershipIndicators of Leadership EffectivenessMajor Perspectives in Leadership Theory an

28、d ResearchLevel of Conceptualization for Leadership TheoriesOther Bases for Comparing Leadership TheoriesTeaching requirement: Understand the different ways leadership has been defined. Understand the controversy about differences between leadership and management. Understand why it is so difficult

29、to assess leadership effectiveness. Understand the different indicators used to assess leadership effectiveness. Understand what aspects of leadership have been studied the most during the past 50 years.Teaching focus: Understand the different ways leadership has been defined.Teaching difficulty: Un

30、derstand why it is so difficult to assess leadership effectiveness.NATURE OF MANAGERIAL WORK (supporting course objectives article 1)Decision Making and Planning by ManagersManagerial RolesDemands, Constraints, and ChoicesOther Determinants of Managerial WorkLimitations of the Descriptive ResearchGu

31、idelines for ManagersTeaching requirement: Understand the different roles and activities commonly required for managers. Understand how managerial roles and activities are affected by aspects of the situation. Understand how managers cope with demands, constraints, and choices confronting them. Unde

32、rstand the importance of external activities and networking for managers. Understand how managers solve problems and make decisions. Understand how managers can make effective use of their time.Teaching focus: Understand how managers cope with demands, constraints, and choices confronting themTeachi

33、ng difficulty: Understand the importance of external activities and networking formanagersEFFECTIVE LEADERSHIP BEHAVIOR (supporting course objectives article 2)Ways for Describing Leadership BehaviorMajor Types of Leadership BehaviorMethods for Studying the Effects of Leader BehaviorEffects of Task

34、and Relations BehaviorsPlanning Work ActivitiesClarifying Roles and ObjectivesMonitoring Operations and PerformanceSupportive LeadershipTeaching requirement: Understand why so many different behavior categories have been proposed. Understand what research methods have been used to study leadership b

35、ehavior. Understand how leader behavior can be described with either broad or specific categories. Understand why task and relations behaviors are important for leadership effectiveness. Understand why change-oriented behaviors are important for effective leadership. Understand how specific types of

36、 task and relations behavior can be used effectively.Teaching focus: Understand why so many different behavior categories have been proposedTeaching difficulty: Understand how specific types of task and relations behavior can be used effectively.LEADING CHANGE AND INNOVATION (supporting course objec

37、tives article 3)Types of Change in Teams and OrganizationsChange ProcessesReasons for Accepting or Rejecting ChangeImplementing ChangeGuidelines for Implementing ChangeHow %ions Influence ChangeCollective Learning and InnovationTeaching requirement: Understand reasons for resisting change. Understan

38、d the psychological processes involved in making major changes. Understand how to develop an appealing vision for the organization. Understand how to implement a major change in an organization. Understand the characteristics of a learning organization. Understand how leaders can increase learning a

39、nd innovation.Teaching focus: Understand reasons for resisting changeTeaching difficulty: Understand the characteristics of a learning organizationPARTICIPATIVE LEADERSHIP AND EMPOWERMENT (supporting course objectives article 1)Nature of Participative LeadershipResearch on Effects of Participative L

40、eadershipNormative Decision ModelGuidelines for Participative LeadershipDelegationGuidelines for DelegatingPerceived EmpowermentTeaching requirement: Understand different forms of participative leadership and empowerment. Understand the major findings in research on consequences of participative lea

41、dership. Understand the situations in which participative leadership is most likely to be effective. Understand when and how to use consultation. Understand the potential benefits and risks of delegation. Understand when and how to use delegation.Teaching focus: Understand different forms of partici

42、pative leadership and empowerment.Teaching difficulty: Understand the situations in which participative leadership is most likely to be effectiveLEADERSHIP TRAITS AND SKILLS (supporting course objectives article 2)Introduction to the Trait ApproachPersonality Traits and Effective LeadershipSkills an

43、d Effective LeadershipManagerial CompetenciesSituational Relevance of SkillsEvaluation of the Trait ApproachTeaching requirement: Understand how leader traits and skills are related to effective leadership. Understand the types of research methods used to study leadership traits and skills. Understa

44、nd what traits and skills are most relevant for effective leadership. Understand what traits and skills best predict success in a managerial career. Understand how the relevance of a trait or skill depends on the situation. Understand the limitations of the trait approach.Teaching focus: Understand

45、how leader traits and skills are related to effective leadershipTeaching difficulty: Understand what traits and skills are most relevant for effective leadershipCONTINGENCY THEORIES AND ADAPTIVE LEADERSHIP (supporting course objectives article 3)General Description of Contingency TheoriesEarly Conti

46、ngency TheoriesMultiple-linkage ModelConceptual Weaknesses in Contingency TheoriesResearch on Contingency TheoriesComparative Evaluation of Contingency TheoriesGuidelines for Adaptive LeadershipTeaching requirement: Understand how aspects of the situation can enhance or diminish effects of leader be

47、havior. Understand key features of the early contingency theories of effective leadership. Understand the benefits and limitations of contingency theories. Understand the findings from empirical research on contingency theories. Understand how to adapt leader behavior to the situation. Understand ho

48、w to manage disruptions and other crises.Teaching focus: Understand how aspects of the situation can enhance or diminish effects of leader behaviorTeaching difficulty: Understand how to adapt leader behavior to the situationPOWER AND INFLUENCE TACTICS (supporting course objectives article 2)Power an

49、d Influence ConceptsPower SourcesHow Power Is Gained or LostConsequences of PowerGuidelines for Using PowerProactive Influence TacticsEffectiveness of Proactive TacticsGuidelines for Specific TacticsPower and Influence BehaviorTeaching requirement: Understand the process by which power is acquired o

50、r lost in organizations. Understand the consequences of power for leadership effectiveness. Understand ways to use power effectively. Understand the different types of influence tactics used in organizations. Understand how the tactics are used to influence subordinates, peers, and supiors. Understa

51、nd effective ways to use the tactics.Teaching focus: Understand the process by which power is acquired or lost in organizationsTeaching difficulty: Understand the different types of influence tactics used in organizationsDYADIC RELATIONS AND FOLLOWERS (supporting course objectives article 3)Leader-M

52、ember Exchange TheoryLeader Attributions About SubordinatesLeader Influence on Follower EmotionsGuidelines for Correcting Performance DeficienciesFollower Attributions and Implicit TheoriesImpression Management by Leaders and FollowersFollower Contributions to Effective LeadershipS elf- ManagementTe

53、aching requirement: Understand why different dyadic relationships develop between a leader and subordinates. Understand how leaders are influenced by attributions about subordinates. Understand appropriate ways to manage a subordinate with performance deficiencies. Understand how leaders and followe

54、rs attempt to manage impressions. Understand how attributions and implicit theories influence follower perception of a leader. Understand how followers can have a more effective relationship with theii leader.Teaching focus: Understand why different dyadic relationships develop between a leader and

55、subordinatesTeaching difficulty: Understand how leaders are influenced by attributions about subordinatesLEADERSHIP IN TEAMS AND DECISION GROUPS (supporting course objectives article 2)Determinants of Team PerformanceFunctional Work TeamsCross-functional TeamsSelf-managed Work TeamsVirtual TeamsGuid

56、elines for Leading TeamsLeading Decision GroupsTeaching requirement: Understand the processes that determine group performance. Understand how leaders can influence group processes and improve performance. Understand the leadership challenges for different types of teams. Understand effective proced

57、ures for leading teams. Understand the primary leadership functions in decision groups. Understand procedures for leading successful meetings.Teaching focus: Understand the processes that determine group performanceTeaching difficulty: Understand how leaders can influence group processes and improve

58、 performanceSTRATEGIC LEADERSHIP IN ORGANIZATIONS (supporting course objectives article 2)Determinants of Organizational PerformanceHow Leaders Influence Organizational PerformanceSituations Affecting Strategic LeadershipOrganizational CultureResearch on Effects of Strategic LeadershipExecutive TeamsEmerging Conceptions of Organizational LeadershipTeaching requirement: Understand what organizational processes determine a companys performance. Understand how top executives can influence organizational processes and performance. Und