MG4H5E Half Unit
The Altruistic Leader
This information is for the 2022/23 session.
Teacher responsible
Dr Connson Locke NAB 4.16
Availability
This course is compulsory on the Executive MSc in Social Business and Entrepreneurship. This course is not available as an outside option.
Course content
Leadership involves managing oneself and others, thus the understanding of human psychology is critical for effective leadership. Instead of studying the many constantly changing theories of leadership, this course will instead provide you with a foundation in organisational behaviour, which draws from research in psychology and sociology, to understand the behaviour and attitudes of people in organisations. The theories and research will address these topics generally, and we will place them in the context of social business by applying them to case studies and problems faced by leaders of social businesses.
The course examines topics such as: power and influence; organisational justice; motivation and rewards; leadership styles; cross-cultural management; organisational culture and change.
Teaching
Ten sessions of three hours each, delivered over one module (teaching block).
Formative coursework
Students will be given a practice case analysis to prepare them for the summative case analysis.
Indicative reading
- DiStefano, J. J., and Maznevsky, M. I. (2000). "Creating value with diverse teams in global management". Organizational Dynamics, 29(1), 45-61.
- Gagne, M. & Deci, E.L. (2005) "Self-determination theory and work motivation". Journal of Organizational Behaviour, 26, 331-362.
- Keltner, D., Gruenfeld, D. H. & Anderson, C. (2003). "Power, approach, and inhibition". Psychological Review, 110, 265-284.
- Kerr, S. (1995). "On the folly of rewarding A, while hoping for B". Academy of Management Executive, 9(1), 7-14.
- Kim, T-Y., & Leung, K. (2007) "Forming and reacting to overall fairness: A cross-cultural comparison". Organizational Behavior and Human Decision Processes, 104, pp. 83-95.
- Locke, C.C. & Anderson, C. (2015) "The Downside of Looking Like a Leader: Power, Nonverbal Confidence, and Participative Decision-Making". Journal of Experimental Social Psychology (58), pp. 42-47.
- Schein, E. H. (2010). "How leaders embed and transmit culture" (Chapter 13, E-book pp.235-258). In Organizational Culture and Leadership. San Francisco: John Wiley & Sons.
Additional readings will be available on Moodle.
Assessment
Coursework (30%), case analysis (60%) and in-class assessment (10%).
Assessment will be done through a case analysis (60%), group assessment (30%) and in-class assessment (10%).
Key facts
Department: Management
Total students 2021/22: Unavailable
Average class size 2021/22: Unavailable
Controlled access 2021/22: No
Value: Half Unit
Course selection videos
Some departments have produced short videos to introduce their courses. Please refer to the course selection videos index page for further information.
Personal development skills
- Leadership
- Team working
- Problem solving
- Communication
- Commercial awareness