Leadership and Management Development

Transcription

1 Leadership and Management Development Course Information: MGMT (10865) T/Th, 1:40 2:55 PM Prerequisite - Junior Standing Carrie Blair Messal, PhD (best way to contact professor): messalc@cofc.edu Office phone: Location: Beatty 312 Hours: 9AM 11:30AM, Tuesday/Thursday Course Description: An investigation of the factors that determine leadership with special emphasis on the leader s vision. The effectiveness of leaders from a wide variety of disciplines will be examined. Contemporary leaders will be selected in order to apply theories and concepts to current situations that can be easily visualized. Prerequisite: Junior standing. Textbook & Course Materials: Dubrin, A. J. (2013). Leadership: Research Findings, Practice, & Skills. Several articles are required for the course and made conveniently available via a Harvard Business School Press coursepack, located at: The articles are listed in the course schedule, below. A Harvard Business School case analysis will also be added before October 1. Several SB Learning Goals are addressed in this course. GLOBAL AND CIVIC RESPONSIBILITY: Students will be able to identify and define social, ethical, environmental and economic challenges at local, national and international levels. Students will also be able to integrate knowledge and skills in addressing these issues. Students are also expected to participate in a fund drive, with a challenge to influence others to donate cereal for a food bank. INTELLECTUAL INNOVATION AND CREATIVITY: Students will be able to demonstrate their resourcefulness and originality in addressing extemporaneous problems. Students will be faced with problems to solve throughout the semester, specifically in the form of case analysis. SYNTHESIS: Students will demonstrate the ability to integrate knowledge from multiple disciplines incorporating learning from both classroom and non-classroom settings in the completion of complex and comprehensive tasks. Students will be expected to integrate ideas from multiple sources in order to solve problems, explain positions, etc. COMMUNICATION SKILLS: Students will demonstrate the ability, via both written and spoken word, to effectively present, critique, and defend ideas in a cogent, persuasive manner. The majority of the assessment in this course will be in the form of written and verbal analysis. Exams will be essay based, and several written assignments are due. As part of their grade, students are expected to engage in oral discussion of a case analysis, submitting a written analysis of the case.

2 Assignments Assignment Points Grade Distribution Exam A 92% ( ) Exam A- 90% ( ) Case: Pre-Discussion Analysis 25 B+ 87% ( ) Case: Post-Discussion Analysis 75 B 82% ( ) Article Response 1 25 B- 80% ( ) Article Response 2 25 C+ 77% ( ) Article Response 3 25 C 72% ( ) Cereal Drive & Response 25 C- 70% ( ) TOTAL 400 D+ 67% ( ) D 62% ( ) D- 60% ( ) F 246 and below Exams. Exams will occur in-class, and consist of two essay questions. The questions will be integrative in nature, requiring students to integrate ideas across speakers, chapters, and readings. Students are expected to use correct grammar and spelling, even during the timed exam. Journal: Each student is expected to keep a Personal Development Journal throughout the course of the semester. The journals should include a checklist of included items. Journals will be graded for completeness (e.g., are all items included?), consistency (e.g., did the student submit thoughtful responses to all components?), and integration (does the student integrate readings and speakers into developmental goals?). Case Analysis: A case analysis is due as a final project in the course. Students are expected to submit an analysis of the problems presented in the case. After discussion with one to two guest lecturers, the students are expected to submit a second analysis of the case. Article Response: At different times during the semester, students are expected to prepare for class by reading an assigned article (or a set of assigned articles). Prior to class, the student should prepare a 500-word response, noting at least one major theme from the article(s). The student should use this theme to make at least one integration with class topics, discussions, or speakers. The response should not exceed 500 words. A HARD COPY OF ALL ASSIGNMENTS SHOULD BE SUBMITTED AT THE BEGINNING OF CLASS. LATE OR HAND- WRITTEN WORK WILL NOT BE ACCEPTED. CORRECT GRAMMAR AND SPELLING IS EXPECTED FOR ALL ASSIGNMENTS. Center for Student Learning: I encourage you to utilize the Center for Student Learning s (CSL) academic support services for assistance in study strategies and course content. They offer tutoring, Supplemental Instruction, study skills appointments, and workshops. Students of all abilities have become more successful using these programs throughout their academic career and they are available to you at no additional cost. For more information regarding these services please visit the CSL website at or call (843) College of Charleston Honor Code and Academic Integrity Lying, cheating, attempted cheating, and plagiarism are violations of our Honor Code that, when identified, are investigated. Each incident will be examined to determine the degree of deception involved.

3 Incidents where the instructor determines the student s actions are related more to a misunderstanding will handled by the instructor. A written intervention designed to help prevent the student from repeating the error will be given to the student. The intervention, submitted by form and signed both by the instructor and the student, will be forwarded to the Dean of Students and placed in the student s file. Cases of suspected academic dishonesty will be reported directly by the instructor and/or others having knowledge of the incident to the Dean of Students. A student found responsible by the Honor Board for academic dishonesty will receive a XF in the course, indicating failure of the course due to academic dishonesty. This grade will appear on the student s transcript for two years after which the student may petition for the X to be expunged. The student may also be placed on disciplinary probation, suspended (temporary removal) or expelled (permanent removal) from the College by the Honor Board. Students should be aware that unauthorized collaboration--working together without permission-- is a form of cheating. Unless the instructor specifies that students can work together on an assignment, quiz and/or test, no collaboration during the completion of the assignment is permitted. Other forms of cheating include possessing or using an unauthorized study aid (which could include accessing information via a cell phone or computer), copying from others exams, fabricating data, and giving unauthorized assistance. Research conducted and/or papers written for other classes cannot be used in whole or in part for any assignment in this class without obtaining prior permission from the instructor. Students can find the complete Honor Code and all related processes in the Student Handbook at DISABILITY STATEMENTS Students approved for SNAP Services are instructed to meet with each of their professors during the first two weeks of classes or as soon as they are approved for services to discuss accommodations and present a copy of their SNAP-issued Professor Notification Letter (PNL). Though it is the student s responsibility to initiate discussion regarding accommodations that may be needed, an announcement on your syllabus or in class encouraging them to do so would be helpful. Students will feel more comfortable about identifying themselves as having a disability if they are approaching someone they believe to be receptive to the discussion. Such an invitation can go a long way toward encouraging students with a disability to approach the instructor early in the course. The College will make reasonable accommodations for persons with documented disabilities. Students should apply at the Center for Disability Services / SNAP, located on the first floor of the Lightsey Center, Suite 104. Students approved for accommodations are responsibility for notifying me as soon as possible and for contacting me one week before accommodation is needed. August 20 August 22 Introduction Establish Class Norms Dubrin, Chapter 1: The nature & importance of leadership Dubrin, Chapter 2: Traits, Motives, & Charactertics of Leaders Dubrin, Chapter 3: Charismatic & transformational Leadership Birkinshaw & Cohen (2013). Make time DUE

4 August 27 August 29 September 3 September 5 September 10 September 12 September 17 September 19 September 24 September 26 October 1 October 3 October 8 for the work that matters. HBR. Dubrin, Chapter 4: Leadership Behaviors, Attitudes, & Styles Dubrin, Chapter 5: Contingency & Situational Leadership Rashid, Edmondson, & Leonard (2013). Leadership lessons from the Chilean mine rescue. HBR. Dubrin, Chapter 6: Leadership Ethics & Social Responsibility Women in the Workplace: A Research Roundup (2013). HBR. (2:20 2:55) Dr. Kristi Brian Director of Diversity Education & Training College of Charleston Dubrin, Chapter 7: Power, Politics, & Leadership Cuddy, Kohut, & Neffinger (2013). Connect, then lead. HBR. Mark Fitts Plant Manager, Cooper River Plant BP Chemicals John Smith Chief Product Officer and Chief Evangelist SPARC TUW Day of Caring Cereal Drive Dubrin, Chapter 8: Influence Tactics of Leaders Justin McLain, College of Charleston Class of 1998 Executive Chairman, Endeavor Managing Member, Duart Mull Jerry Callahan, Entrepreneur Co-Founder, Blue Rhino Current project: ISI Technology with Heatworks Conceptual Review EXAM 1, in cooperation with the Initiative for Public Choice and Market Process Surse Pierpoint General Manager, Colon Import & Export President, Colon Free Trade Users Association, Dr. George Spaulding Speaker Series Article Response 1 Article Response 2 Cereal Drive Response Due

5 October 10 October 15 October 17 October 22 October 24 October 29 October 31 November 5 November 7 November 12 November 14 November 19 November 21 November 26 December 3 December 5 Tommy Baker Owner & President, Baker Automotive Company Fall Break Dubrin, Chapter 9: Developing Teamwork Dubrin, Chapter 10: Motivation & Coaching Goffee & Jones (2013). Creating the best workplace on earth. HBR. Dubrin, Chapter 11: Creativity, Innovation Dubrin, Chapter 12: Communication, Conflict Resolution Anderson (2013). How to give a killer presentation. HBR. Sharon Kingman Telecommunications Consultant Current/past clients include the United States Olympic Committee, the Nagano Games, and the World Equestrian Games Marc Chardon President & CEO, Blackbaud Dubrin, Chapter 13: Strategic Leadership Lovegrove & Thomas (2013). Triple- Strength Leadership. HBR. Anita Zucker Chairperson & CEO, The Intertech Group Philanthropist Case Analysis How-to Harvard Business School Tutorial via Coursepack Dubrin, Chapter 14: International & Cultural Issues Congdon & Gall (2013). How culture shapes the office. CASE DISCUSSION Bill Finn, Chairman, Asten Johnson Maybank Hagood, President & CEO, William M. Bird and Company, Inc. Dubrin, Chapter 15: Leadership Development & Succession Marriott (2013). Marriott s executive chairman on choosing the first nonfamily CEO. HBR. READING DAY Final Exam 12:00 PM 3:00 PM Article Response 3 due Pre-Case Analysis Due Post-Case Analysis Due

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