The University’s preferred textbook supplier is Unibooks: http://www.unibooks.com.au/ 

Text book:

None required.

The following are readings:

Pre-reading
1. Hofstede, Geert 1983, The cultural relativity of organizational practices and theories, Journal of International Business Studies, vol. 14, no. 2, pp. 75-89.

2. McKee, A., Kemp, T. & Spence, G. Ch. 9 Organising for a complex world: structure and design in Management: A Focus on Leadership 2013 Pearson Australia, p. 286-298

3. Mintzberg, Henry, Quinn, James Brian, Anderson, Philip & Finkelstein, Sydney 1996, '[Extracted from] Dealing with structure and systems', in Mintzberg, Henry & Quinn, James Brian, The strategy process : concepts, contexts, and cases, 3rd ed., Prentice Hall, Upper Saddle River, N.J., pp. 331-362.

4. Northouse, P.G. Chapter 14 Culture and Leadership in Leadership: Theory and Practice, 5th Edition 2010 Sage Publications L.A. pp. 335-361

5. Porter, Michael E. c1985, 'Competitive strategy: the core concepts', in Porter, Michael E., Competitive advantage: creating and sustaining superior performance, Free Press, New York, pp. 1-30.

During the first Intensive
6. Arvonen, Jouko & Ekvall, Göran 1999, Effective leadership style: both universal and contingent?, Creativity and Innovation Management, vol. 8, no. 4, pp. 242-250.

7. Bass, Bernard 1993, The inspirational processes of leadership, The Journal of Management Development, vol. 7, no. 5, pp. 21-31.

8. Iles, P. & Feng, Y. 2011, Distributed leadership, knowledge and information management and team performance in Chinese and Western groups, Journal of Technology Management in China, vol. 6, no. 1, pp. 26-42.

9. Lencioni, Patrick 2002, 'Understanding and overcoming the five dysfunctions', in Lencioni, Patrick, The five dysfunctions of a team: a leadership fable, Jossey-Bass, San Francisco, Calif., pp. 195-220.

10. Margerison & McCann, "The concepts: work preferences" Team Management Systems Worldwide. (accessed Nov 2012). http://www.tms.com.au/tms07.html

11. Sheard, A. G. & Kakabadse, A. P. 2002, Key roles of the leadership landscape, Journal of Managerial Psychology, vol. 17, no. 2, pp. 129-144.

12. Uhl-Bien, Mary, Marion, Russ & McKelvey, Bill 2007, Complexity leadership theory: shifting leadership from the industrial age to the knowledge era, The Leadership Quarterly, vol. 18, no. 4, pp. 298-318.

Between Intensives
13. Bratvold, Reidar B. & Begg, Steve H. 2010, 'How to make good decisions', in Bratvold, Reidar B. & Begg, Steve H., Making good decisions, Society of Petroleum Engineers, Richardson, TX, pp. 17-57.

14. Mitchell, Terence R., Dowling, Peter J., Kabanoff, Boris V. & Larson, James R. 1988, Formal systems for managing employee performance, in Mitchell, Terence R., Dowling, Peter J., Kabanoff, Boris V. & Larson, James R., People in organizations: an introduction to organizational behaviour in Australia, McGraw-Hill, Sydney, pp. 453-485.

15. Schein, Edgar H. 2003, On dialogue, culture, and organizational learning, Reflections, vol. 4, no. 4, pp. 27-38. 
 
During the second Intensive
16. Kotter, John P. & Cohen, Dan S. 2002, 'Introduction: the heart of change' in Kotter, John P. & Cohen, Dan S., The heart of change: real-life stories of how people change their organizations, Harvard Business School Press, Boston, pp. 1-14.

17. McKee, A., Kemp, T. & Spence, G. Ch. 12 Organisational Controls: People Processes Quality and Results in Management: A Focus on Leadership 2013 Pearson Australia pp. 416-426, 436-439

18. Petersen, D. n.d., SafeWork Bookshelf, 4th Edn., Safety Policy, Leadership and Culture, International Labour Organization, Refer to Vol. 2, Part 8, Section 59, (accessed Nov. 2012).
http://www.ilo.org/safework_bookshelf/english?content&nd=857170683
 
Safework Australia website, -information for safety in the workplace, (accessed Nov 2012).
http://www.safeworkaustralia.gov.au/sites/swa/pages/default
 
19. Schuler, Randall S., Dowling, Peter J. & Smart, John P. 1988, '[Extracted from] Occupational health and safety', in Schuler, Randall S., Dowling, Peter J. & Smart, John, Personnel/human resource management in Australia, Harper & Row, Sydney, pp. 344-361.

20. Whiteley, Alma 1995, [Extracted from] Managing change : a core values approach, in Whiteley, Alma, Managing change : a core values approach, Macmillan Education, South Melbourne, pp. 42-65, 132.

Bibliography

Arvonen, J. (2002). Change, production and employees (PhD Dissertation, Stockholm University, 2002). Scandinavian Journal of Management, 18(1), pp. 101–112.

Arvonen, J.&Ekvall,E. 1999 "Effective Leadership Style: Both Universal and Contingent." Creativity and Innovation management (Blackwell) 8, no. 3: pp 242- 250.

Australian Human Rights Commission. Information for Employers. January 2010. http://www.hreoc.gov.au/info_for_employers/what.html accessed December 2011

Avolio, B.J. & Bass, B. M. 1991 The full range of leadership development, Basic & Advanced Manuals. Binghamton, NY: Bass, Avolio & Associates

Bartol, K, Tein, M, Matthews, G & Sharma, B 2008, Management-A Pacific Rim Focus, 5th edn, McGraw Hill, North Rude, NSW

Bass, B.M. & Riggio, R.E. Transformational Leadership 2nd Edition. Mahwah, New Jersey: Lawrence Erlbaum Associates, 2006.

Becker, B.E., Huselid, M.A. & Beatty, R.W. 2009 The Differentiated Workforce. Boston, Mass.: Harvard Business Press

Bennis, W., Parikh, J. & Lessem, R. 1994 Beyond Leadership: Balancing Economics, Ethics and Ecology Blackwell Business

Blanchard, K. Hersey, P. Situational Leadership. http://www.12manage.com/methods_blanchard_situational_leadership.html (accessed December 2011).

Bolden R., Gosling, J., Marturano, A. and Dennison, P. 2003, A review of leadership theory and competency frameworks. http://centres.exeter.ac.uk/cls/documents/mgmt_standards.pdf 

Burgess, S. (2004), Incentives in the Public Sector: Evidence from a Government Agency, University of Bristol, CMPO and CEPR

Bushe, G. “Five Theories of Change Embedded in Appreciative Inquiry” 1998, Published in Cooperrider, D. Sorenson, P., Whitney, D. & Yeager, T. (eds.)(2001) Appreciative Inquiry: An Emerging Direction for Organization Development (pp.117-127). Champaign, IL: Stipes

Covey, S.R. 1990 The Seven Habits of Highly Effective People. Franklin Covey Co.,.

Dess, Gregory, Lumpkin, G.T. and Eisner, Alan B., 2008, Strategic Management, Boston, McGraw-Hill Irwin;

Dilts, R, Grinder, J. Bandler, R., Bandler, L. & DeLozier, J 1980 Neurolinguistic Programming: The Study of the Structure of Subjective Experience, Meta Publications, San Francisco

Eagly, A.H. & Carli, L. 2007 "Women and the Labyrinth of Leadership." Harvard Business Review. September 1 http://hbr.org/2007/09/women-and-the-labyrinth-of-leadership/ar/1 accessed December 2011

El Sawy, Omar and Pavlou, Paul A, (2008), IT enabled Business Capabilities for Turbulent Environments, MIS Quarterly Executive, Vol 7, No 3, Sept, 139-150;

Emery, F. and Trist, E, (1965). Causal texture of organisational environments, Human Relations, 18, 21-32;

Fisher, R, and W. Ury. Getting to Yes: Negotiating Agreement without Giving In. London: Arro Books, 1987.

Fritz, K., Kaestner, M., Bergmann, M., (2010), Coca-Cola Enterprises Invests in On-Boarding at the Front Lines to Benefit the Bottom Line, Global Business and Organisational Excellence, May/June 2010, Wiley Inter Science, New Jersey.

Goldsmith, M. Leading@Google: Marshall Goldsmith Youtube http://www.youtube.com/watch?v=3WBeGAAYWg8&feature=related accessed December 2011

Goleman, D. Emotional Intelligence:. London: Bloomsbury Publishing, 1996.

Govindarajan, Vijay. ‘In Pictures: CEOs Who Inspire--And How They Do It "The Emotionally Bonded Organization: Why Emotional Infrastructure Matters and How Leaders Can Build It."

http://www.forbes.com/2008/02/22/ceo-tips-passion-lead-cx_tw_0222loyalty.html accessed December 2011

Handy, C. The Empty Raincoat. London: Arrow, 1994.

Hofstede, H. "The Cultural Relativity of Organizational Practices and Theories." International Business Studies, Fall 1983: 75-89.

Karl, K.A., & C. L. Sutton. “Job Values in Today's Workforce: A Comparison of Public and Private Sector Employees.” Public Personnel Management, 1998.

Kotter, J. P. “What Leaders Really do.” Harvard Business Review, 1990: 1-9.

Lindell, M.& Arvonen,J. 1997 "The Nordic Management Style in a Eurpean Context." International Studies of Management and organisation, No. 3: pp73-91.

Ling, F., Ang, A. and Lim, S.(2007), ‘Encounters between foreigners and Chinese Perception and management of cultural differences’, Engineering, Construction and Architectural Management,Vol.14, No.6, pp.501-518

Magerison & McCann. "The concepts: work preferences." Team Management Systems Worldwide. http://www.tms.com.au/tms07.html (accessed accessed December 2011).

Management Study Guide. Great Man Theory of Leadership. 2009. http://www.managementstudyguide.com/great-man-theory.htm (accessed December 2011).

McCann, Joseph E and Selky, (1984), John, Hyper-turbulence and the Emergence of Type 5 Environments, Academy of Management Review, July, Vol 9, Issue 3, 460-470;

McCarthy, T.E. & Stone, R.J. 1986 Personnel Management in Australia Brisbane: John Wiley & Sons

McMaster, M., and J. Grinder 1980Precision: a new approach to communication. Beverly Hills: Precision Models

Miller, D. 2009 "Stages of group development: a retrospective study of dynamic team processes." http://onlinelibrary.wiley.com/doi/10.1111/j.1936-4490.2003.tb00698.x/abstract accessed December 2011

Mintzberg, Henry and Quinn, James, (1991), The Strategy Process, Englewood Cliffs, Prentice Hall;

Newman, W.H., and J. P. Logan. 1981 Strategy, Policy and Central management. Ohio: South-Western Publishing company,.

- Organizational Culture and Leadership. 2004 San Francisco: John Wiley & Sons,.

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Peters, T., Waterman, R. (1982) “In Search of Excellence ”, New York, London: Harper & Rowe

Pornpitakpan, C 2000, ‘Trade in Thailand: A Three-Way Cultural Comparison,’ Business Horizon, pp. 61-70

Porter, Michael, 1985a, Competitive Advantage, The Free Press, Macmillan, New York;

Porter, Michael, 1985b, Competitive Strategy, The Free Press, Macmillan, New York;

Rainey, H, & B. Bozeman. 2000 “Comparing Public and Private Organizations: Empirical Research and the power of the A Priori.” Journal of Public Administration Research and Theory Part - 10, no. 2 : 447-469.

Reese, V., (2005), Maximising Your retention and Productivity with On-Boarding, Employment Relations Today, Winter 2005, Wiley Inter Science, New Jersey

Schein, E.H. 2003 "On Dialogue, Culture, and Organizational Learning." Reflections 4, no. 4.

Schuler, R. S., Dowling, P.J. & Smart, J.P. 1988 Personnel/Human Resource Management in Australia Harper & Rowe (Australasia)

Schutz, W. 1958 FIRO: A Three-Dimensional Theory of Interpersonal Behavior. New York, NY: Rinehart

Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G. & Smith, B. 1999 The Dance of Change: the challenge of sustaining momentum in learning organisations. New York: Doubleday Currency,

Sveiby, K. E. 1997 The New Organizational Wealth; Managing and Measuring Knowledge-based Assets. San Francisco: Berrett-Koehler Publishers, Inc.

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Thompson, Arthur, Strickland, A.J.,& Gamble, John, (2007), Crafting and Executing Strategy, Boston, McGraw-Hill Irwin;

Tuckman, B. & Jensen, M. A. 1977 "Stages in small group development revisited." Group and Organizational Studies 2: 419-427.

Tuckman, B.W. 1965 "Developmental Sequence in Small Groups." Psychological Bulletin, Vol 63, 6, pp 384-399 http://aneesha.ceit.uq.edu.au/drupal/sites/default/files/Tuckman%201965.pdf accessed December 2011

Ward, Steven, & Lewandowska, Aleksandra, (2006) The effectiveness of customer, competitor, and societal strategies in business environment types, European Journal of Marketing, Vol 42, No 1, 222-237;

Whiteley, A. 1996 Managing Change: A Core Values Approach. Melbourne: MacMillan Education Australia Pty Ltd,.

Library Resources

The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/ 

From this link, you are able to access the Library's electronic resources.

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary.

1

07/03/2014

 Notes

Readings 

Optional readings

2

08/03/2014

Notes 

Readings 

Optional readings

Notes 

Readings 

Optional readings

Notes 

Readings 

Optional readings

Notes 

Readings 

Optional readings

Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.

Course results are subject to moderation by the ECIC Board of Examiners

 Assessment 1: Leadership Writing Assignment (Individual)
Weighting: 25%
Due Dates: 17 March 2014
Submission Details: Online through MyUni

Task:
Compare and contrast 2 major models of leadership (e.g. Full Range Leadership Model, Situational Leadership, Complexity Leadership Theory etc) and discuss their relevance addressing turbulence faced by 21st Century organisations. Your response should include descriptions of the models considered, identification of the areas of turbulence and evidence of academic references.

Length and Presentation:
2000 words maximum


Criteria by which your assignment will be marked:
· Demonstrated quality and depth of analysis
· Demonstrated understanding of concepts covered in the first three week’s learning materials
· Demonstrated ability to transfer or apply concepts covered in the course to this topic
· Quality of writing

Learning objectives with this assessment (refer to section 2.1): 1, 3, 5



Assessment 2: Major Project: Leadership Project (Coordinated individual assignment)
Weighting: 45% (Individual = 36%: group = 9%)
Due Dates: 14 April 2014
Submission Details: Online through MyUni

Task:
Prepare a Report of a maximum of 7000 words on the topic below. It should be structured with headings and sub-headings and include an Executive Summary, Table of Contents, and Bibliography, and refer to the literature where appropriate.

This is an Individual assignment coordinated into a Group exercise. Each member of the group writes a section of the report on one of the aspects listed below, with a maximum of 1750 words. The student’s name and number should be listed against the section they wrote. The Report must reflect a common coherent approach to the project. The Group will need to meet to select the project, allocate sections, prepare the report and ensure that the different sections of the Report are consistent and support each other. 80% of your grade will come from the mark you received for the section you wrote and 20% from the overall grade for the Report.

You will have reminders during the intensive to consider the issues raised during the session’s topic for the paper and the opportunity for some preliminary Group discussion.

An outline may be submitted one week after the end of the first intensive session for Instructor feedback.

Topic:
Prepare a Report for the project sponsor, identifying the leadership issues for the project.

Choose an organisational scenario. It can be an actual situation or one you create.

As a middle level manager you were selected to guide the implementation of a change initiative to improve the performance of your section. The section has many staff members who have worked in the same area for a long time. Some of them work in a physically demanding environment. Recently new technical staff joined the section, increasing the proportion of women and of younger staff. Competition in your industry has increased and if the changes are not achieved then the area may be closed or outsourced. You have 5 months to show results.

· Briefly describe the key elements of the project, and its objectives in the context of the broad nature of the business (commercial, not for profit, public sector), the organisational configuration and the pressures impacting on the business that affect the leadership of the project.
· Identify the challenges in establishing a high performing project team, the roles, required knowledge and commitment of the individuals, including potential conflicts and how this can be handled
· Discuss the leadership approach most appropriate for this project, and communication strategies including managing key relationships with stakeholders and other sections of the organisation
· How will the company’s formal and informal people management and risk management policies and alignment processes be applied or need to be adapted to achieve the project objectives, including management of the end of the project.

Length and Presentation:
7000 words maximum for the Group

Criteria by which your assignment will be marked:
· Demonstrated quality and depth of analysis and critical thinking
· Demonstrated understanding of concepts covered in the course learning materials
· Demonstrated ability to transfer or apply theories and concepts covered in the course to this topic and to realistic situations.
· Demonstrated ability to apply theories to realistic situations
· Quality of writing

Learning objectives with this assessment (refer to section 2.1): 3, 4, 6, 9