PROJMGNT 7038 - Leadership of Organisations

North Terrace Campus - Trimester 2 - 2018

Effective leadership is more than being first or telling people what to do. This Course examines the context of leadership in organisations and cultures, considering the different models of leadership which attempt to explain successful leaders and their characteristics. Students will consider how their own personality style affects the way they work with others and in teams. We explore how people management systems within organisations structure the way leaders can manage and influence staff to achieve project outcomes within legal and ethical requirements. This interactive Course combines theory with practical experience, including personal reflection.

  • General Course Information
    Course Details
    Course Code PROJMGNT 7038
    Course Leadership of Organisations
    Coordinating Unit Entrepreneurship, Commercialisation & Innov Centre
    Term Trimester 2
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Intensive: 36 to 40 hours
    Available for Study Abroad and Exchange Y
    Course Description Effective leadership is more than being first or telling people what to do. This Course examines the context of leadership in organisations and cultures, considering the different models of leadership which attempt to explain successful leaders and their characteristics. Students will consider how their own personality style affects the way they work with others and in teams. We explore how people management systems within organisations structure the way leaders can manage and influence staff to achieve project outcomes within legal and ethical requirements. This interactive Course combines theory with practical experience, including personal reflection.
    Course Staff

    Course Coordinator: Associate Professor Indra Gunawan

    Program Director Contact Details: Project Management
    Name: Associate Professor Indra Gunawan
    Email: indra.gunawan@adelaide.edu.au

    Teaching Staff:

    Trimester 1
    Name:
    Anama Morriss
    Email: anama.morriss@adelaide.edu.au
    Phone: 0404 032 807
    Trimester 2
    Name: Alex Gorod
    Email: alex.gorod@adelaide.edu.au
    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes

    On successful completion of this course, students will be able to:

    1 Demonstrate knowledge and understanding of the latest research and development of leadership theories and practice;
    2 Competently use research and professional practice tools for a range of contemporary leadership issues affecting commercial and government organisations;
    3 Develop confidence in leadership roles within organisations through an awareness of current leadership and management theories;
    4 Recognise their own and the personality profile of others, and how it affects leadership and the differences between leadership of the CEO and top-team and first-line supervisors;
    5 Develop competence in communication and engagement approaches, including recognition of emotional intelligence, connecting with staff, providing feedback, team management generally, recognition and understanding of stages of team development, team dynamics and team role preferences;
    6 Develop competence in recognition of the need for continued personal professional development and maintain ethical, social and cultural standards on projects.
    University Graduate Attributes

    This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

    University Graduate Attribute Course Learning Outcome(s)
    Deep discipline knowledge
    • informed and infused by cutting edge research, scaffolded throughout their program of studies
    • acquired from personal interaction with research active educators, from year 1
    • accredited or validated against national or international standards (for relevant programs)
    1-6
    Critical thinking and problem solving
    • steeped in research methods and rigor
    • based on empirical evidence and the scientific approach to knowledge development
    • demonstrated through appropriate and relevant assessment
    1,2
    Teamwork and communication skills
    • developed from, with, and via the SGDE
    • honed through assessment and practice throughout the program of studies
    • encouraged and valued in all aspects of learning
    5,6
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    1,2,5,6
    Intercultural and ethical competency
    • adept at operating in other cultures
    • comfortable with different nationalities and social contexts
    • able to determine and contribute to desirable social outcomes
    • demonstrated by study abroad or with an understanding of indigenous knowledges
    5,6
    Self-awareness and emotional intelligence
    • a capacity for self-reflection and a willingness to engage in self-appraisal
    • open to objective and constructive feedback from supervisors and peers
    • able to negotiate difficult social situations, defuse conflict and engage positively in purposeful debate
    3-6
  • Learning Resources
    Required Resources
    No Text book required

    There are important Pre-reading articles students must read prior to class. Please see MyUni to view them.

    If you can gain access to any of the following three books, they are very good references for the subject overall:
    Carlopio, J & Andrewartha G. 2012. Developing Management Skills: A Comprehensive Guide for Readers. Pearson Australia. Frenchs Forest.

    McKee, A., Kemp, T. & Spence, G. 2013. Management: A Focus on Leaders. Pearson Australia. Frenchs Forest.

    Northouse P. 2013. Leadership: Theory and Practice, 6th edition. Sage Publications, California. This book is particularly valuable for its coverage of a wide range of leadership models, concepts and theories.

    The following provide a developmental view of organisation value based evolution and the leadership required;
    Beck, D.E. & Cowan, C.C. 2006 Spiral Dynamics; mastering values, leadership and change Blackwell Publishing Ltd, Oxford, UK

    Laloux, F. Reinventing Organisations 2014, Nelson parker, Brussels, Belgium

    Recommended Resources
    There is an extensive list of recommended readings available on MyUni.

    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. Access to the Library's electronic resources.

    Other resources: Project Management Institute
    If you are a member of the PMI you will “gain exclusive access to PMI publications and our global standards*, networking options with our chapters and online communities of practice, and leadership and volunteer opportunities. You’ll also receive discounts on certification exams and renewals, as well as our professional development offerings.” Student membership details

    * Log in to access complimentary read-only PDFs of all of PMI's published standards or take advantage of discounts on paperback editions.

    Online Learning
    MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in blended learning mode with the face-to-face component offered as intensives. Students need to attend the whole program as their learning is developed through work in groups within the intensives.  Reading the Notes, reviewing the Powerpoint slides  and watching the Storyline presentations before class will deepen their understanding and the value of the intensives.
    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).
    Learning Activities Summary
    Day Content Activities
    1
    • Business & Environmental Context
    • Leadership Models
    • Teams
    · Questionnaire
    · Discussion
    2
    • Leadership Models
    • Teams
    · Case study
    · Self reflection
    · Discussion
    . Commence work on Assignments
    3
    • Engaging People
    • Communication and Influence
    · Self reflection
    · Video
    · Practice exercises
    . Discussion
    4
    • Leading and Organisational Structures
    • Leaders' organisation responsibilities
    · Discussion
    · Case study
    · Discussion
  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary

    An overview of the course assessment appears in the following Table. Details appear in the following section:

    #Assessment TaskTask TypeLengthWeightLearning Outcomes
    1 Class participation and Individual presentation In individual and group presentations n/a 15% 1-6
    2 Leadership of Organisations Quiz 1 Individual 1 hour 5% 1,2
    3 Team Development Quiz Individual 45 minutes 5% 4
    4 Major Project: Leadership Project Group 7000 words 40% 1,2,3,4,6
    5 Leadership of Organisations - Online Quiz Individual 1 hour 5% 2,4
    6 Safety & Fairness Assignment Individual 1500 words 15% 2,6
    7 Learning Logs (3) – written Individual 700 words each at least 1 after first intensive 15% 3,4
    Total 100%
    Assessment Related Requirements
    Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.  

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

    Appropriate use of the Internet in assignments
    Avoiding Plagiarism is not just referencing sources used within an assignment. It is taking the source information and critically evaluating it against other sources, your own views and original research on the matter, and how that fits the hypothesis of your assignment topic. It is Plagiarism when there is little or no original content in the assignment, regardless of citing sources. For more information, read the extensive resources on Avoiding Plagiarism at the University’s Writing Centre.

    The University’s Writing Centre provide excellent guides to assist in appropriate referencing and avoiding plagiarism

    Due to an increasing number of students infringing the University’s Academic Honesty Policy, Turnitin is used to check assignments.

    Turnitin Quick Start Guides

    Assessment Detail
    Assessment 1: Class participation- individual and team presentations
    Weighting: 15%

    Assessment 2 Leadership of Organisations Quiz 1
    Weighting
    : 5%

    Assessment 3: Team Development Quiz
    Weighting: 5%

    Assessment 4: Major Project: Leadership Project
    Weighting: 40%

    Task: Prepare a Report on the topic provided in MyUni. 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.

    If you have a real situation of similar complexity consult the lecturer about substituting thescenario with your own.

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

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

    Length and Presentation: 7000 words maximum

    Assessment 5: Leadership of Organisation Questionnaire  2
    Weighting: 5%

    Assignment 6: Safety and Fairness Assignment (Individual)
    Weighting: 15%

    Task: Read the scenario provided in MyUni and then identify the health, safety and equity issues and identify how they should be addressed.

    Length and Presentation: 1500 words maximum

    Assessment 7: 3 Learning Logs (Individual)
    Weighting: 15%
    Due Dates: At least one Learning Log submitted after the first Intensive. The remaining Logs submitted after the second Intensive

    Task: Prepare at least 3 Learning Log Entries from the list provided on MyUni. Issues for consideration and action are those explored in the course. (In addition you can also use this as a journal to add unprompted reflection. )

    Length and Presentation: 700 words for each log
    Submission
    All text based assignments must be submitted via MyUni.
    Please refer to step by step instructions: MyUni Learning Centre

    There are a few points to note about the submission of assignments:
    • Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
    • Cover Sheet:  Please include in the assignment a completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
    • Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
    • Extensions of Time:  An application for Assessment Extension should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine medical, compassionate or extenuating circumstances.
    • Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above). Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

    Resubmission & Remarking

    Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.
    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through Access Adelaide.

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

    "As a result of feedback in the past I have revised some of the assessment formats in this course, and expanded the content to include a section and references on Virtual Teams. I continue to provide feedback and support to students as this is much appreciated, according to the SELTS." Anama Morriss
  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.