PhD Course: LEADERSHIP RESEARCH

Transcription

1 PhD Course: LEADERSHIP RESEARCH 1 Finland, March 25-27, 2010 Professor Mihaela Kelemen Keele University, UK/ Visiting Professor, Tampere University of Technology, Department of Industrial Management m.l.kelemen@mngt.keele.ac.uk Aims and Objectives This course is designed to expose the participants to existing discourses of leadership: in particular, classical, modern and postmodern discourses. As such, the course is analytic/reflexive rather than prescriptive in approach and it is not designed to ensure each participant leaves equipped to rule the world. The participants are invited to place leadership in its cultural, historical, economic and social context, as well as use leadership theories as analytical tools for exploring and critically reflecting on related contemporary debates such as ethics, gender, motivation at work, teamwork and power. 6 ECTS Contents: 1. Classical Approaches and Modern Approaches (I): Traits, Behaviour, Contingencies 2. Modern Approaches (II): Charisma and Transformational Leadership 3. Postmodernist Approaches to Leadership: Power-Language Discourses 4. Leadership, Motivation and Commitment 5. Leadership and Teamwork 6. Leadership and Emotional Labour 7. Leadership and Gender 8. Leadership and Ethics

2 Form of Delivery 2 The course will be highly interactive including lectures, individual exercises, group work, and group discussions around case study material, articles and highly topical DVDs. The articles and case studies will be provided prior to the workshop to ensure that participants read the material beforehand. Assessment There will be two assignments, each carrying equal weight. Assignment 1 Participants are asked to write an essay on a topic related to their PhD dissertation. In this essay, they are expected to choose any of the topics covered in the workshop, provide a systematic and critical review of the literature and highlight ways in which their PhD topic could benefit from this encounter with leadership theory. Assignment 2 This is a learning diary that participants are asked to keep throughout the three day workshop. In this diary, participants will discuss whether and how the course has changed/challenged their understanding of leadership and related contemporary management phenomena. More detailed instructions about the assignments will be given at a later stage to the participants of the module. Course Texts Bratton, J., Grint, K. and Nelson, D. (2004), Organizational Leadership, (Thomson/Southwestern Press). Northouse, P.G. (1997) Leadership: Theory and Practice (London: Sage) Yukl, G. (1998) Leadership in Organizations (London: Prentice Hall International). Grint, K. (ed.) (1997) Leadership: Classical, Contemporary and Critical Approaches (Oxford: Oxford University Press). Grint, K. (2001) The Arts of Leadership (Oxford: Oxford University Press) Detailed Readings 1. Classical Approaches and Modern Approaches (I): Traits, Behaviour, Contingencies Bratton, J., Grint, K. and Nelson, D. (2004) Organizational Leadership, chapter 4

3 3 Krause, D.G. (1995) Sun Tzu, The Art of War for Executives (London: Nicholas Brealey). Ledeen, M.A. (1999) Machiavelli on Modern Leadership (New York: Truman Talley). Pareto, V. (1966) Sociological Writings ed. S. Finer (London: Pall Mall Press). Yukl, G. (1998) Leadership in Organizations (London: Prentice Hall International), chapters 3, 10 & Modern Approaches (II): Charisma and Transformational Leadership Bratton, J., Grint, K. and Nelson, D. (2004) Organizational Leadership, chapters 5 & 9 Bass, B.M. and Avolio, B.J. (1994) (eds.) Improving Organizational Effectiveness through Transformational Leadership (Thousand Oaks, CA.: Sage). Bryman, A. (1992) Charisma and Leadership in Organizations (London: Sage). Conger,J.A. (1989) The Charismatic Leader: Behind the Mystique of Exceptional Leadership (San Francisco: Jossey-Bass). Dahl, R.A. (1961) Who Governs?: democracy and power in an American city (New Haven: Yale University Press). Geertz, C. (1983) Centers, kings and charisma: reflections on the symbols of power in Geertz, C., Local Knowledge (New York: Basic Books). Grint, K. (2001) The Arts of Leadership (Oxford: Oxford University Press), chapter 8. Grint, K. (ed.) (1997) Leadership: Classical, Contemporary and Critical Approaches (Oxford: Oxford University Press), chapters 12, 13 & Postmodernist Approaches to Leadership: Power-Language Discourses Bratton, J., Grint, K. and Nelson, D. (2004) Organizational Leadership, chapter 12

4 Chia, R. (1996) Organizational Analysis as Deconstructive Practice (New York: De Gruyter). Foucault, M. (1970) The Order of Things: An Archaeology of the Human Sciences (London: Tavistock). Foucault, M. (1980) Power/Knowledge (Brighton: Harvester). Grint, K. (1995) Management: A Sociological Introduction (Cambridge: Polity Press). Latour, B. (1988) The prince for machines as well as machinations in Elliott, B. (ed.) Technology and Social Process (Edinburgh: EUP). Law, J. (ed.) (1991) A Sociology of Monsters: Essays on Power, Technology and Domination (London: Routledge). Lukes, S. (1974) Power: A Radical View (London: Macmillan). Nye, J.S. (2004) Power in the Global Information Age (London: Routledge) 4 4. Leadership, Motivation and Commitment Coopey, J. & Hartley, J. (1991). Reconsidering the case for Organisational Commitment. Human Resource Journal, Vol. 1 No.3, Spring. Cohen, A. (2000). 'The Relationship between Commitment Forms and work outcomes A comparison of three models'. Human Resource Journal (March). Meyer, J.P. & Allen, N.J. (1991). A three component conceptualisation of organisational commitment. Human Resource Management Review, vol. 1, p Mowday, R.T., Porter L.W., & Steers. R.M.. (1982) The Psychology of Commitment. Academic Press. Salancik, G.R., Staw, B; Goodman P.S., Wortman, C., Linsemeier, J.A. (1977) Commitment and the Control of Organizational Behaviour and Belief.in B. Staw and G. Salancik. New Directions in Organisational Behaviour. 5. Leadership and Teamwork McCabe,D (2007) Individualization at Work?: Subjectivity, Teamworking and Anti-Unionism Organization. March 14(2):

5 5 Janis, I. (1982) Groupthink (Houghton Mifflin) Knights,D. and McCabe,D. (2003) Governing through Teamworking : Gender and Team Tensions Journal of Management Studies, 40/6, November Proctor, S. and Mueller, F. (eds.) (2000) Teamworking, London: Macmillan 6. Leadership and emotional labour Ashforth, B.E. and Humphrey, R.H. (1995). 'Emotion in the Workplace: A reappraisal.' Human Relations 48: Fineman, S. (1993). Emotion in Organizations. Newbury Park, CA: Sage Fineman, S.(2003) Understanding Emotion at Work. Sage Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. New York:.Bantam Books. Hochschild, A.R. (1983). The Managed Heart: Commercialization of Human Feeling. Univ. of California Press. Morris, J. & Feldman, D.(1996) 'The dimensions, Antecedents and Consequences of Emotional Labour'. Academy of Management Review. vol. 21, issue 4. Rafaeli, A. & Sutton, R. (1987).'Expression of Emotion as Part of the Work Role'. Academy of Management Review. Vol. 12, No. 1, Leadership and Gender Fournier, V. and Kelemen, M. (2001), The crafting of community: recoupling discourses of management and womanhood, Gender, Work, Organization, 8/3, Gherardi, S. (1996) Gendered Organizational Cultures: narratives of Women Travellers in a male World. Gender, Work and Organization, 3/4,

6 Gilligan C. (1982) In a Different Voice. Cambridge, MA: Harvard University Press. 6 Marshall, J. (1984) Women Managers: Travellers in a Male World. Chichester: Wiley. Rosener, J. (1990) Ways women lead. Harvard Business Review, November-December, Wajcman, J. (1998) Managing like a Man. Cambridge: Polity Press. 8. Leadership and Ethics Parker, M (ed) (1998) Ethics and Organisation. London: Sage. Freeman R.E. (1991) Business Ethics: The State of the Art. Oxford University Press Hoffman W. M. and Frederick R.E. (1995) eds. Business Ethics: Readings and Cases in Corporate Morality. McGraw-Hill. Pearson, G. and Parker, M. (2001) The relevance of ancient Greeks to modern business: a dialogue on business and ethics, Journal of Business Ethics, Vol 31, Issue 3, June, pp Tourish, D. and Vatcha, N. (2005), Charismatic Leadership and Corporate Cultism at Enron: the Elimination of Dissent, The promotion of Conformity and Organisational Collapse, Leadership,1/4, pp