MANAGEMT 7123OL - Leadership and Influencing

Online - Online Teaching 3 - 2020

An essential skill of leadership in our time is the ability to work with people to tackle challenges and changes which are not only technical in nature but which require people (including ourselves) to change. It involves our intellectual and emotional understanding of others and ourselves. Identifying the nature of the challenge, and hence the kind of leadership behaviours which are likely to be effective is a first step. Knowing our own personal preferences is a prerequisite to developing additional alternative responses. In Leadership and Influencing, you will explore your evolving leadership story, your leadership philosophy and identify areas for ongoing development. Using current leadership and team development models you will diagnose the different kinds of challenges facing you, the capabilities of the people and teams with whom you are achieving outcomes and the context and culture in which you are working. We will consider the interaction of these elements both in stable and changing environments and the leadership behaviours and tools to move forward.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7123OL
    Course Leadership and Influencing
    Coordinating Unit Business School
    Term Online Teaching 3
    Level Postgraduate Coursework
    Location/s Online
    Units 3
    Available for Study Abroad and Exchange N
    Course Description An essential skill of leadership in our time is the ability to work with people to tackle challenges and changes which are not only technical in nature but which require people (including ourselves) to change. It involves our intellectual and emotional understanding of others and ourselves. Identifying the nature of the challenge, and hence the kind of leadership behaviours which are likely to be effective is a first step. Knowing our own personal preferences is a prerequisite to developing additional alternative responses.
    In Leadership and Influencing, you will explore your evolving leadership story, your leadership philosophy and identify areas for ongoing development. Using current leadership and team development models you will diagnose the different kinds of challenges facing you, the capabilities of the people and teams with whom you are achieving outcomes and the context and culture in which you are working. We will consider the interaction of these elements both in stable and changing environments and the leadership behaviours and tools to move forward.
    Course Staff

    Course Coordinator: Amanda Morriss

    Program Coordinator contact details: MBA Online
    Name: Assoc. Prof. Graciela Corral de Zubielqui
    Email: graciela.corraldezubielqui@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.   Critique paradigms of leadership and management, to address the major organisational challenges in complex and entrepreneurial organisations.

    2.   Evaluate the capacity of a range of leadership models to mobilise people in a changing or innovative environment.

    3.   Critically evaluate the range of communication skills required to effectively lead and manage a diverse workforce.

    4. Create an action plan for your leadership skill development that includes critical reflection of personal preferences
    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)
    1,2
    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
    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
    3
    Career and leadership readiness
    • technology savvy
    • professional and, where relevant, fully accredited
    • forward thinking and well informed
    • tested and validated by work based experiences
    2,4
    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
    1
    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
    4
  • Learning Resources
    Required Resources
    Leading and Influencing text TBA
    Recommended Resources
    All Course Readings are available through the links in each module and also available through the ‘Course Readings’ menu item in the
    navigation bar.

    You will be able to purchase an electronic compilation version of the readings for this course as follows:
    Title:  Leadership & Influencing
    ISBN:  9780655703228
    List price: $60 for the ebook
    www.pearson.com.au/9780655703228
    Online Learning
    The course is delivered over a 6 week period. ‘Time’ is one of our most precious resources and to cover an MBA Course in that time needs planning. This link provides some ideas on Time Management

    The Course is more than absobing information. The activities and interactions are designed to help you synthesise and be able to apply them. Discussion with other, sharing different perspectives through the tutorials and Discussion Board is a great way to hone your ideas, test interpretations and enjoy the journey.

  • Learning & Teaching Activities
    Learning & Teaching Modes
    The Course introduces the use self-assessment, evaluation and critical examination to work through a range of leadership models, such as person centric, transactional and complex/strategic models. The course teaches the application of analysis to support the selection of a leadership approach that is appropriate to the individual’s work context and environment.

    It is delivered online with the content activities scaffolded toward completion of teh Assessments. The Modules are designed to provide you with a framework from which to build your understanding through reading the references, watching videos, responding to the activities by contributing to Discussion, analysing case studies, capturing your personal reflections and debating with other students including in the weekly online tutorial.

    Your studies are supported by access to your tutor and Student Success Advisor
    Workload

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

    Students should allocate approximately 25 hours per week to accomplish the Learning Outcomes for this intensive Course. In total the Course is estimated to require 156 hours for completion.
    Learning Activities Summary
    Over the next 6 weeks, you will need to work through the 6 modules.  Each week you will need to:
    • work through the contentcomplete the readings (additional readings are optional)
    • participate in the discussion board/s including Zoom discussions
    • watch the videos (where available)
    • listen to podcasts (where available)
    • complete activities (including quizzes)
    • undertake a range of self-assessments and learning reflections (Personal Learning Reflections)
    • atttend online tutorial (zoom session)
    • attend to relevant assessment tasks and
    • ensure assessments are submitted by the due dates

    Schedule
    Week 1

    Role of Leadership

    At the end of this week, students will be able to:

    1.    Debate the elements of leadership and the relevance to the skills required to be a successful
    leader

    2.    Interpret the application of Maslow’s Hierarchy of Needs and other motivational models to
    achieving outcomes in the workplace.

    3. Analyse your personal characteristics as they are relevant to your leadership development
    Week 2

    Models of Leadership

    At the end of this week, students will be able to:

    1.   Critique the difference in leadership models.

    2.   Synthesise the characteristics of teams and team members that result in performance that fits the team purpose and results in innovative outcomes.

    3. Modify your choice of leadership behaviour according to the characteristics of those you lead.

    Week 3

    Leadership and Change

    At the end of this week, students will be able to:

    1.    Categorise the internal and external environmental issues that influence leader decision making.

    2.    Identify areas of external organisational environment to monitor.

    3.    Debate the leader’s future focused behaviour.

    4.    Evaluate the successful leadership approaches for each scenario.

    5.    Evaluate the different levels of change intervention and the difficulties associated with them.

    Week 4

    Clarity of Communication

    At the end of this week, students will be able to:

    1.    Outline key elements of an effective communication process

    2.    Articulate the relevance of emotional intelligence in the workplace.

    Week 5

    Managing Interactions – Feedback ,Problem Solvingand Conflict Resolution

    At the end of this week, students will be able to:

    1.    Practice giving and receiving feedback.

    2.    Identify your own conflict resolution preferred style(s) and when they are most effective.

    3.    Diagnose your conflict resolution behaviours that require future development.

    Week 6 Managing Interactions – , Creativity, and Innovation At the end of this week, students will be able to:

    1.    Evaluate the relevance of managing interactions in achieving team outcomes.

    2.    Identify the leadership styles most likely to deliver innovative outcomes

    3.    Build a cognitive map that integrates core concepts in this Course.

    Specific Course Requirements
    Students will need to be able to
    • Navigate their way around this course environment.
    • Use search engines to locate designated content on the Internet.
    • Download software applications to your computer.
  • 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
    Assessment Task Task Type Due Length Weighting Learning Outcome
    Assessment 1: Definition of Leadership summative End of Week 3 1500 20% 2 & 4
    Assessment 2: Leadership Models summative End of Week 4 2000 35% 1, 2, 3
    Assessment 3: Part A - Integration summative End of Week 6 1500 35% All
    Assessment 3: Part B - Formal Journal summative End of Week 6 800 10% All
    Assessment Related Requirements
    The submission of all the assessments is a requirement to pass the course.

    The Assessments are three written assignments and one Reflection Journal. The latter is one of a series to be created for each Course in the MBA (ONline) to consolidate your learning,provide a future focus and inform your choice of the Program's final research project.

    Activities leading into the assignments are built into the Course,  which will take approximately 40% of your time.

    Within this  Course you have the opportunity to capture your personal reflections. These are not assessed.

    The University Assignment  Cover sheet with student details and the signed student declaration that the work is their own, and that the University has the right to access the electronic version of the assignment  must be submitted with each assignment.

    Applications for extensions must comply with University policy and submitted prior to the due date.
    Late submissions will be subject to University policy.
    Assessment Detail
    Assignment 1
    Present a Leadership Development Plan that identifies at least two key areas in which to develop your skills, knowledge and abilities based on your evaluation of your personal attributes against the leader characteristics described in the course literature, and supported by illustrative examples from your experience.

    Support your definition of leadership in the light of the leadership models discussed in the Course.

    1500 words
    Due end of Week 3

    Assignment 2
    O’Connell (2014) categorised current leadership theories broadly into three categories; those that focused on the relationship between the leader and group members (Relational or Distributed leadership theories); those that focused on the
    qualities of the leader (Authentic leadership theories), and those which positioned leadership in the functioning of the organisation (Strategic or Complexity Leadership Theories).

    Critically evaluate at least one theory from each category to assess its strengths and weaknesses in enabling leaders to address the major challenges facing organisations in ambiguous situations, e.g. complex and entrepreneurial organisations, Small—Medium sized Enterprises (SMEs), regional organisations affected by climate or high-level technological change.

    2000 words
    Due end of Week 4

    Assignment 3
    Analyse the interpersonal, institutional and cultural dynamics in the Case Study to identify the blocks to the adopting new, evidence-based practices. Compare this situation with the medical and government responses to the COVID-19 pandemic. Propose communication strategies that could influence change in practices and firmly held beliefs in the current climate.

    1500 words
    Due end of Week 6
    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. All assignments must be submitted by Sunday night, 11:59pm of the week in which they are due.

    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.

    Student feedback enables the improvement of the Course materials and delivery. Please contribute to this endeavour at the end of the COurse.
  • 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.

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