ࡱ> cebg  ;bjbjVV hr<r<3~~4   htdT l4,BBBB3333333$684JJJ4BB&4!!!J<BB3!J3!!0h[1B >03<40l40J9xHJ9 [1[1J9o1h-!44 l4JJJJJ9~ : COURSE SYLLABUS AND OUTLINE FACULTY MEMBER: Dr. Prince A. Attoh Term: Spring 1 COURSE NUMBER: ORLD 602 COURSE TITLE: Theories of Leadership and Processes of Organizations TEXT TO BE USED: TITLE: Leadership, Theory and Practice, 5th Edition (Other editions might be acceptable) AUTHOR: Peter G. Northhouse PUBLISHER: Sage Publications, Inc. ISBN: 0-7619-1926-0 TITLE: The BASS HANDBOOK OF LEADERSHIP: Theory, Research, & Managerial Applications AUTHOR: Bernard M. Bass with Ruth Bass PUBLISHER: FREE PRESS. 4th Edition ISBN: 13:978-0-7432-1552-7 TITLE: Cases In Leadership AUTHOR: W. Glenn Rowe PUBLISHER: Sage Publications Inc. ISBN: 978-1-4129-5017-6 Additional Texts: Greenwald, Howard; Organizations: Management Withiout Control (ISBN) 978-1-4129-4247-8 Morgan, Gareth. Images of Organization: The Executive Edition, 1998 Jay M. Shafritz & J. Steven Ott: Classics of Organization Theory (ISBN) 0-15-506869-5 METHOD OF CONTACT: By mail: 1102 Spaulding Building By Telephone: W (302-857-6718 Princess Anne, Maryland 21853 E-mail:  HYPERLINK "mailto:Pattoh@desu.edu" Pattoh@desu.edu or paattoh@umes.edu ORLD Educational Model The ORLD program utilizes the cohort model; students who begin their doctoral journey the same semester follow the same sequence of courses until they start preparing for comps. The cohort model is a powerful pedagogical tool that allows students to pursue the core of the Ph.D. courses at the same pace and facilitates the development of a multidisciplinary knowledge base in leadership studies. Through the cohort model, students are able to reinforce each other by sharing face-to-face and e-learning experiences. The ORLD program intends to develop and equip students for lifelong learning. The Ph.D. Program in Organizational Leadership (ORLD) is based on a blended educational model that uniquely combines face-to-face classes during alternate weekends with intermittent online delivery of instructional materials and integrative assignments. The program emphasizes students autonomy and self-directed learning in the development of scholarly understanding of leadership theory, research practice, and applications. I. COURSE DESCRIPTION: This course is a sequel/continuation of the ORLD 601 course. This course further examines leadership theories in depth and its application to research. The course provides insights on how to utilize leadership theories as a theoretical framework and foundation for research in leadership studies. Students are encouraged in this course to be grounded in leadership theories in order to use them as a foundation for research or to critically evaluate empirical research studies. Methods and practices that influence leadership and organizations will be explored based on the theory used. Emphasis on leadership and organizational performance outcomes and how implementations impact emerging global markets will be presented. Also explored will be the human, conceptual, and technical skills required of all policymakers working collaboratively within organizations to achieve individual, organizational and societal goals. II. MAJOR INSTRUCTIONAL/LEARNING OUTCOMES and OBJECTIVES To have an in-depth knowledge of existing leadership theories and be able to distinguish between the major concepts of each of these theories. Have fundamental assumptions about each of the theories learned and the nature of applicability. Understand aspects of the major theoretical approaches to leadership. Acquire the ability to analyze and use the theoretical approaches to leadership cited in Leadership: Theory and Practice (Peter G. Northhouse 2001) and the Bass Handbook of Leadership Identify the tenets and concepts of these theories and effectively apply them to research studies. Identify the principles and measures of effective leadership theories and evaluate empirical studies using them as a theoretical framework. Recognize the concept of leadership and organizations as social systems and its correlation to societal goals. Understand the difference between leadership, leaders, and management: Managing and leading people in organizations and the nature of motivation. Describe, identify and critique major types of leadership styles and approaches identifying its strengths and weaknesses. Analyze ways organization culture and climate can influence organizational structure and leadership styles. Understanding of the elementary concepts of leadership ethics III. METHODOLOGY A. Teaching methods 1. Cooperative/Team Learning 2. Lecture and group discussion 3. Audio-Visual Aids 4. Case studies 5. Blackboard Assignments IV. TESTING PROCEDURES/STUDENT EVALUATIONS: ASSIGNMENTS 15% Written Assignment # 1-A Leadership Interview Presentation: Interview an individual in a leadership position about his or her overall view of leadership and about a particular event or initiative in his or her experience which reflects leadership in practice. It is important to focus on both the individuals overall concept of leadership, standards for how that general view ought to be implemented and then the respondents recollection of a specific incident when the concepts were applied. It is important that you choose a respondent who is able to focus his or her thinking on only those leadership experiences in which he or she was actually the leader. (Due Friday, January 28th) See assignment addendum for detail. 5% Assignment # 2: 10-15 minute Presentation of your leadership interview. An analysis and summary of the leadership interview. See presentation instructions and guidelines. 25% Written Assignment # 3- Literature Review & Concept Paper: Individual project/ presentations. Selected leadership theories will be assigned. Each student will be responsible for one of the Organization or leadership theories. You will explore significant advances in research pertaining to the theory (subject matter), and especially using it as a theoretical framework to advance your research. See instructions. (TBD) 15% Assignment #3: Empirical Articles and Journal Critiques. See instructions (To be discussed) 15% Quizzes, Reaction Papers, Team Case Studies and In-Class activities 25% Final Exam-To be discussed. GRADING SCALE 90-100= A 80-89= B 70-79= C V. ATTENDANCE POLICY: Unless the professor grants permission, students are not permitted to be absent from class. NOTE: An Incomplete (I) grade is not an automatic grade because of a students inability to complete assignments. Unless an emergency occurs and approved by the professor, student will be given an F grade for in-complete assignment(s) computed into their final grade. All assignments turned in after the due date will be penalized (10% of the first day, and 40% for more than a week late. VI. COURSE OUTLINE AND ASSIGNMENT SCHEDULES Residence # 1: Grounded In Theories & Readings: (Read W. Glenn Rowe Text Chapters 1) and Bass Part 1 Introduction 1, 2, 3, & 4 & Chapter 13 Northouse 5th ed.): Culture and Leadership (Chapter 14). Read W. Glenn Rowe Text Chapters 12-14). 01/28 Introduction: Overview and Review of Organizational and Leadership Theories, Approaches and Styles: Leadership and Management defined and described. Literature Review presentation, what is a Theory, What is a Theoretical Framework, Introduction to Cases in Leadership) Due Date for Leadership Interview Analysis Paper Individual Presentations: Interview Analysis and Summary 01/29 Revisiting some Leadership Theories: LMX, Transformational and Transactional, Authenticity, Strategic Leadership, and Path-Goal. Reviewing sections of Bass Handbook (Bad and Good Theories). Presenting researches using theories Individual Presentations. Interview Analysis and Summary 01/30 Women and Leadership (Chapter 13 Northouse 5th ed.): Culture and Leadership (Chapter 14). Read W. Glenn Rowe Text Chapters 12-14). Servant Leadership and Spiritual Leadership Theory Individual Presentations: Interview Analysis and Summary Reaction Paper due Sunday (1/30) Week # 2, Non-Residence Required Readings from the Texts Reaction paper due Thursday (2/7th) from the following Readings Bass (Part V, Chapters 21 & 22) W. Glenn Rowe (Chapters 11) Required Additional Readings or select a chapter or 2 of interest from the Bass Handbook Reaction paper due Wednesday (2/10th) from the following Readings Fry, L. (2003). Toward a Theory of Spiritual Leadership. The Leadership Quarterly. 14 (2003) 693-727 Jung. D. & Avolio. B ( 1999),. Effects of Leadership Style and Followers Cultural Orientation on Performance in Group and Individual Task Conditions. The Academy of Management Journal, Vol. 42, No. 2. (Apr., pp. 208-218 Critique # 1 due Friday, (2/10th) Residence # 2 Research Designs and Practical Application of the Theories (Theoretical Framework) 02/11 Trait Theory (Bass & Northouse). Read W. Glenn Rowe Text Chapter 2 Leadership Trait Approach Case studies. Situational Approach of leadership Case studies (Chapter 5). Behavior Theories discussion: Individual Projects and Team Presentations. 02/12 Contingency Theory (Northouse and Read Chapter 6 of Read W. Glenn Rowe Contingency Theory Case studies. Path-Goal Theory Case studies (Chapter 7). Read W. Glenn Rowe. Leader-Member Exchange Theory Case studies (Chapter 8). Read W. Glenn Rowe Text, and discussion on Cognitive Resource Theory, Expectancy Theory, and Substitute Theory of Leadership: Individual and Team Projects 02/13 Transformational Leadership Case Studies(Chapter 9). Read W. Glenn Rowe Text r 10). Read W. Glenn Rowe Text (Chapter 10, Team Leadeship Case studies). Discussion on Stratified System Theory, Charismatic Leadership Theory, and Complexity Chaos Theory; Individual Projects and Final Exam. Additional Readings for Residence # 2 Emery. C. Barker. K. The effect of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel. Journal of Organizational Culture, Communication and Conflict; 2007; 11, 1; ABI INFORM Global. Bass. B & Steidlmeier. P. Ethics, Character, and Authentic Transformational Leadership Behavior. Leadership Quarterly, 10(2), 181-217. 1999 Keene. A. Complexity theory: the changing role of leadership. Industrial and Commercial Training. Volume 32; Number1 2000. pp. 15-18 Week # 4 Non Residence Critique # 2 due date (Saturday 2/19th) Reaction Paper Due (Wednesday,2/17th) on the following readings or Chapters of interest from the Bass Handbook Dannhauser. Z. & Boshoff. A. The Relationships between servant leadership trust, team commitment and demographic variables. School of Leadership Studies. Regent University. Servant Leadership Research Roundtable August 2006 Mueller, B & Lee. J. Leader-Member Exchange and Organizational Communication Satisfaction in Multiple Contexts. Journal of Business Communication, 2002; 39; 220. Week # 5 Non-Residence Critique 3 due date: Thursday, 2/24 Major Literature Review Paper due Sunday, 2/28 Reading List for ORLD 601-602 Klenke. K. The S Factor in Leadership Education, Practice, and Research. Journal of Education for Business ; Sept/Oct 2003; 79, 1; Research Library Avolio. B., Zhu. W., Koh. W., Bhatia. P. Transformational Leadership and Organizational Commitment: Mediating Role of Psychological Empowerment and Moderating Role of Structural Distance. Journal of Organizational Behavior. 25, 951-968 (2004). Bloch. D. Complexity, Chaos, and Nonlinear Dynamics: A New Perspective on Career Development Theory. The Career Development Quarterly. March 2005. Volume 53. Keller. R. Transformational Leadership, Initiating Structure, and Substitutes for Leadership: A Longitudinal Study of Research and Development Project Team Performance. Journal of Applied Psychology. 2006 Vol. 91. No. 1, 202-210. Walumbwa. F. Lawler. J. Avolio. B. Wang. P. Shi. K. Transformational Leadership and Work-Related Attitudes: The Moderating Effects of Collective and Self-Efficacy Across Cultures. Journal of Leadership and Organizational Studies, 2005, Vol. 11. No. 3 Hartog. D., Van Muijen. J. , Koopman. P. Transactional versus transformational leadership: An analysis of he MLQ. Journal of Occupational and Organizational Psychology; March 1997; 70. Psychology Module. Cherubini. L. A Grounded Theory Analysis of Beginning Teachers Experiences: Illuminating Leadership Capacities. International Journal of Teacher Leadership. Volume, 1 Winter 2008. Graen. G. Relationship-Based Approach to Leadership: Development of Leader-Member Exchange (LMX) Theory of Leadership Over 25 Years: Applying Multi-Level Multi-Domain Perspective. Leadership Quarterly, 6(2), 219-247. Myers. S. Using Leader-Member Exchange Theory to Explain Students Motives to Communicate. Communication Quarterly. Vol. 54, No0. 3, August 2006, pp. 293-304. Hooper. D., Martin, R. Beyond Personal Leader-Member Exchange (LMX) quality: The effects of perceived LMX variability on employee reactions. 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