MGMT616-21S1 (C) Semester One 2021

Leadership

15 points

Details:
Start Date: Monday, 22 February 2021
End Date: Sunday, 27 June 2021
Withdrawal Dates
Last Day to withdraw from this course:
  • Without financial penalty (full fee refund): Sunday, 7 March 2021
  • Without academic penalty (including no fee refund): Friday, 14 May 2021

Description

The course addresses the topic of leadership in relation to the responsibility of the leader towards various stakeholders (e.g. employees, shareholders, community, suppliers, and environment) in both national and international context. In the course we evaluate advanced leadership theory and build practical leadership capabilities.

This course investigates core leadership theories, including their development, measurement, and application to real world situations. This course will help you recognise leadership characteristics and contextual factors that contribute to effective leadership, and can help you diagnose leadership situations to make interventions.

Learning Philosophy: This course is a student-centered, not lecturer-centered, learning experience. What this means is that everyone – lecturers and students – needs to be an active participant in whatever is going on in class, and that we all are interconnected and responsible for facilitating learning. Class time involves discussions based on outside-of-class reading and assignments. In order for everyone to learn, please come prepared for class.

Workload
The estimated workload breakdown for MGMT616S1 is:
Lectures 24
Individual Assignments 66
Lecture Preparation 60
Total 150 hours

Learning Outcomes

The MCom learning goals are as follows:

1. Graduates can demonstrate in-depth knowledge and understanding of current theoretical concepts and frameworks within their major discipline.

2. Graduates are able to think logically, analytically and critically with respect to the academic literature in their major discipline.

3. Graduates can plan and carry out a supervised programme of academic research that shows a sound understanding of ethical practice.

4. Graduates are able to synthesise academic or professional literature and effectively communicate research orally and in written form.

The learning objectives for this course align with the above MCom learning goals, such that at the end of the course students will be able to:

Explain how discourse such as narrative and materiality (Including images) combine to create leadership.

Critically evaluate an example of leadership discourse.

Design and deliver a persuasive presentation that models key leadership principles and practices that are covered in the first half of the course.

Demonstrate an understanding of and ability to critique established leadership models.

Explain how the theory of leadership-as-practice is moving beyond these models in the academic literature and critique it as it applies to leadership and organisations.

Pre-requisites

Subject to approval by the Head of Department

Restrictions

MGMT416

Equivalent Courses

MGMT416

Timetable 2021

Students must attend one activity from each section.

Lecture A
Activity Day Time Location Weeks
01 Thursday 14:00 - 16:00 A7
22 Feb - 4 Apr
26 Apr - 6 Jun

Timetable Note

Due to the interactive nature of this course and the possibility that personal anecdotes will be shared, lectures for MGMT616 S1 are not recorded using the ECHO360 lecture recording system.

Course Coordinator / Lecturer

Colleen Mills

Lecturer

Matt Scobie

Assessment

Assessment Due Date Percentage  Description
Leadership discourse analysis 26 Mar 2021 30% Leadership discourse analysis
Opinion leadership presentation 29 Apr 2021 20% Opinion leadership presentation
Seminar leadership and participation 10% Seminar leadership and participation (Term 2 in class)
Leadership in context case study 40% Leadership in context case study (27 May - written; 3 June - class discussion)


1. Discourse analysis (Due 26 March at midnight. Submit via Learn but also email to Colleen Mills)
Students will select an example of a leaders’ discourse and analyse this using the concepts and techniques presented in class to show how elements in the language are contributing to the leadership effect. The leadership discourse should not be any that has been examined in class. The analysis will be no more than 2000 words, will be formatted using APA Edition 7 style, and clearly demonstrate an understanding of how language is used to assert power and influence. The discourse chosen for analysis needs to be appended to the assignment but does not count towards the word limit. The lines in this discourse should be numbered so they can be referenced easily.

2. Individual presentation: Persuasion as opinion leadership (29 April in person unless circumstances make this impossible – COMPULSORY ATTENDANCE)
Each student will identify a contemporary issue and design and deliver a six to ten-minute persuasive presentation that incorporates the leadership principles and public presentation skills studied in class. The aim will be to persuade the audience of the value of a stated position in relation to this issue and call the audience members to act (e.g., guarantee a living wage to their employees, ensure equal gender ratios on boards of directors, support a petition to ban social media us in tertiary classrooms). Marks will be given for the quality of the evidence and arguments used as well as how the presentation is structured and delivered. Students are strongly advised to familiarise themselves with Monroe’s Motivated Sequence. This sequence will be introduced in class.

3. Seminar leadership and discussion participation (Throughout Term 2)
Each student will be expected to lead discussion around an academic article during term 2. In addition, there is an expectation that students not leading will actively participate in these discussions. Marks will be given for the effectiveness of the discussion leader’s summaries, critiques and reflections on their article as well as the level of insightfulness, quality of questions and commentary when not leading a discussion. More details and assessment criteria will be explained in class.

4. Leadership in context case study (27 May)
Choose one of the critical issues discussed during class in Week 7 and a notable leader involved in one of these issues. For example, if you want to explore Indigenous leadership, you might choose Tā Tipene O’Regan or if you want to explore environmental leadership you might choose Greta Thunburg. Exploring the actions, speeches and publicly available materials around this leader, discuss and analyse the relative importance of competencies, commitment and character in effective leadership.

This assignment is an individual activity but may be done in pairs if numbers allow and appropriate terms of engagement are negotiated with the lecturer. Your paper should be no more than 3000 words. Include a brief context to the critical issue, and literature review that provides a framework for understanding the leadership approach. We will be discussing your case studies during the course, so bring your material to class and be prepared to discuss it with your peers.

The final case will be presented to the class either in person or via Zoom on the last day of the course. COMPULSORY ATTENDANCE.

Your paper should be no more than 3000 words.

For all written assignments use APA Edition 7 style for formatting and citations/references.


Grading
The marks for assessments may be scaled before a final grade is determined.  You should not regard 50% as a pass mark.

Coversheets for Assignments
Coversheets are not required, as all assessments are uploaded via Learn.

Textbooks / Resources

Academic articles for each lecture can be located and downloaded using the Multisearch function on the Library website.

Course handouts of selected readings and articles are available on LEARN. Students are encouraged to self-select readings to refer to in discussions.

It is important the set readings are completed before each class.

Course links

LEARN

Notes

Departmental Academic Policies
A summary of Departmental academic policies on course grading, special considerations, etc. is available under: https://www.canterbury.ac.nz/business/departments/. The Department assumes that you have read this document.

You should also read the following:
• UC Business School Student Handbook on the UC Business School Students Learn page https://learn.canterbury.ac.nz/course/view.php?id=7744
General Course and Examination Regulations http://www.canterbury.ac.nz/regulations/general/general_regs_enrolment_courses.shtml

Dishonest Practice
The University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty.  All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.

IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.

Citations and referencing

Indicative Fees

Domestic fee $992.00

* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.

For further information see Management, Marketing and Entrepreneurship.

All MGMT616 Occurrences

  • MGMT616-21S1 (C) Semester One 2021