Course Syllabus for students Autumn 2022

On completion of the course the students will be able to:

1. Identify, compare and evaluate the theoretical and practical leadership development
2. Give examples of and critically assess the complexity of the leadership phenomenon

3. Compare and contrast different leadership theories and critically evaluate them and relate them to practical situations
4. Predict and draw conclusions about his/her future leadership style
5. Practice own leadership team skills in cross-national teams and argue how they affect the team work

6. Demonstrate a critical standpoint in regards to leadership in theory and practice.
7. Outline and critically evaluate the challenge of the emerging concept of global leadership

The purpose of the course is to provide students with a theoretical understanding of leadership in different contexts. The course is designed to develop the students’ own capability and resources for leadership and a mix of theoretical and practical features in the course will enhance the students’ ability to reflect upon different situations leaders meet in their daily work. The focus of the course is on the role and function of leadership in different settings. The course covers what leaders really do and why people follow them. Key concepts from leadership theories as well as emerging issues within leadership are critically discussed and evaluated during the course.

Connection to Research and Practice

What is leadership and how does it differ from other human activities? It is claimed to be romanticized, a larger-than-life role, and it is claimed to be illusive. In the literature, it is often said that leadership has to do with influence – to get people to do things or to affect them. This characterization raises a number of essential questions: How is this influence exercised; in what circumstances is it used; what it means to be influenced; what are the means to influence; what characterizes successful influence; when and why does it fail; etc. During this course, we will deal with these and similar questions. The course is based on theory. There is a lot of research going on in leadership and the course is an attempt to cover rather broad spectra of leadership theories. Also, we will deal with the more practice-oriented field of leadership and how it is done “out there”. The course will raise issues that can be discussed in relation to ‘successful’ or ‘unsuccessful’ leadership. However, we will not provide a one and only answer to the ‘operational’ question “How can I become a good leader?” The course connects to the JIBS research areas of renewal, ownership and internationalization.

The course includes lectures, case seminars, discussions, and group work.

The teaching is conducted in English.

60 credits in Business Administration or Economics including 7.5 credits in Organization or Management related courses (or the equivalent).

The course is graded A, B, C, D, E, FX or F.

Individual exam (ILOs: 1, 2, 3, 6, 7) representing 4 credits.

Group case seminars and course project (ILOs: 4, 5, 6, 7), representing 3.5 credits

Name of the Test	Value	Grading
Individual exam1	4 credits	A/B/C/D/E/FX/F
Group case seminars and course project1	3.5 credits	A/B/C/D/E/FX/F

¹ All parts of compulsory examination in the course must be passed with a passing grade before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy.”

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, evaluators must be identified (elected) among the students. The course evaluation is carried out continuously as well as at the end of the course. On the completion of the course the course evaluators and course examiner discuss the course evaluation and possible improvements. A summary report is created and archived. The reports are followed up by program directors and discussed in program groups and with relevant others (depending on issue e.g. Associate Dean of Education, Associate Dean of faculty, Director of PhD Candidates, Dean and Director of Studies). The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluation.

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.
Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarizing. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarizing called the Interactive Anti-Plagiarism Guide.
Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Yukul. G (2019). Leadership in Organizations, Global Edition- 9th edition. Pearsons