| Course ID: | MGMT 7010E. 1-3 hours. |
| Course Title: | Developing Leadership Skills |
Course
Description: | Leadership skills necessary for managerial work. Class
activities are varied, including experiential exercises,
discussions, case analyses, and collaborative learning.
Activities focus on leadership skills, such as self-awareness,
stress management, decision-making, feedback, listening, power
and influence, motivation, empowerment, building effective
teams, and self-leadership. |
| Oasis Title: | LEADERSHIP SKILLS |
| Duplicate Credit: | Not open to students with credit in MGMT 7010 |
| Nontraditional Format: | When this course is offered in the traditional format, it will
be offered for three hours of fixed credit with three lecture
hours. When it is offered as a PwC course it will be offered
for two credit hours with 50% of the class time on campus for
14 days. The remainder of the course requirements will be
completed via distance learning projects on the World Wide Web. |
Semester Course
Offered: | Offered every year. |
| Grading System: | A-F (Traditional) |
|
| Course Objectives: | To provide students with the understanding that the development
of leadership capabilities requires processing feedback about
oneself to improve personal effectiveness.
To expose students to the theories and research findings that
identify important follower and situational variables that
influence leadership effectiveness.
To present students with information on the behaviors and
skills that affect one's ability to influence individuals at
various levels in the organization. Students will have a better
understanding of how to successfully manage their relationships
with supervisors, subordinates, coworkers, and team members to
accomplish goals.
Students will acquire knowledge about practices that improve an
individual's ability to enhance the performance of others. |
| Topical Outline: | Role of personality
Theory of attitude formation and link to behaviors
Summary of leadership research findings on personality,
attitudes, values
and cognitive factors
Task-orientation and Relationship-orientation
Contingency model of leadership
Path-Goal theory
Situational leadership model
Transformational/Transactional leadership
Theories about followers
Normative Decision Model
Bases of power
Influence tactics
Theories of motivation
Leading traditional, self-managed, and virtual teams
Functional and dysfunctional conflict
Conflict-management styles
Performance feedback
Mentoring
Empowerment and delegation practices
Managing diversity |
| Honor Code Reference: | All students are responsible for maintaining the highest
standards of honesty and integrity in every phase of their
academic careers. The penalties for academic dishonesty are
severe and ignorance is not an acceptable defense.
Academic honesty means performing all academic work without
plagiarizing, cheating, lying, tampering, stealing, receiving
assistance from any other person or using any source of
information that is not common knowledge. |