ORG672 Syllabus Leadership in Organizations

Instructor Information

Name:

Elizabeth D. Scott

 

Email:

scotte@easternct.edu

 

Office location:

445 Webb Hall

 

Office hours:

Monday, 5:00-6:30; Tuesday, 4:30-6:30; Wednesday 10:00-11:30

 

Textbooks

Required reading:

Leadership: Theory, Application, Skill Development, Lussier & Achua, Thomson, 3rd edition, ISBN 0324316976. The textbook is available at the ECSU bookstore.

 

Articles

Required reading:

Academic articles are listed under the due date. All are accessible through the ECSU library business databases.

 

Case Studies

Required reading:

I have created a course area on the Harvard Business Online website where you can order the required case studies for this course.

 

Click on the link below to order the course materials.

http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=cp&c=c95633

 

If you have not registered with Harvard Business Online, you will be required to do so. This URL will provide you with a list of required materials for use in this course. The products are indicated below with the notation “MUST BE PURCHASED.”

 

The downloaded course materials are encrypted using SealedMedia. Use the following link to download the plug-in.

http://download.sealedmedia.com/unsealer/index.asp

 

You will have immediate access to the materials upon placing your order, for subsequent access, you must login to http://harvardbusinessonline.org

 

I hope you find this a convenient way to access your course materials.

 

For technical assistance, please view the Quick Tips section or contact Harvard Business School Publishing at 1-800-810-8858 or 617-783-7700. They are open 8am-6pm Eastern Standard Time. They can also be reached at techhelp@hbsp.harvard.edu

 

 

Disability Statement

:

If you are a student with a disability and believe you will need accommodations for this class, it is your responsibility to contact the Office of AccessAbility Services at 465-5573. To avoid any delay in the receipt of accommodations, you should contact the Office of AccessAbility Services as soon as possible. Please understand that I cannot provide accommodations based upon disability until I have received an accommodation letter from the Office of AccessAbility Services. Your cooperation is appreciated.

 

Grading

:

Student grades in this course will be based on class participation (50%), two individual presentations (15% each) and one group project (20%)

 

Introduction

Date:

Wednesday, September 6, 2006

 

Initial teams:

Team 1: Hannan, Latman, Matusz

Team 2: Proskute, Romano-Connors, Sweetland-Bailey

Team 3: Teschendorf, Westerberg, Labonte

Team 4: Gaulin, Hart, Murrell

 

Leadership in Crisis

Date:

Wednesday, September 13, 2006

 

Readings:

"Learning by the Case Method," by John S. Hammond III, HBS Note 9-376-241(Optional reading for those unfamiliar with the case method, MUST BE PURCHASED);

 

"September 11, 2001: A CEO's Story," by Greenberg, HBR, October 2002;

 

"Odwalla, Inc.," HBS Case 9-598-047 (MUST BE PURCHASED);

 

"Alaska Airlines and Flight 261 (A)," HBS Case 9-801-113 (MUST BE PURCHASED);

 

"The Ambiguity of Leadership," by Pfeffer, AMR, January 1977;

 

"Crisis Leadership," pages 473-484, Leadership Text

 

Assignments:

Discuss cases with your groups in preparation for class discussion.

Consider the following questions:

1. What are the facts of the case? Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What information, theories, or decision techniques could help them know what to do next? What does the text suggest should be done? What avenues have been closed to them because of past actions/decisions.

4. What are some possible courses of action they could take?

5. Which course of action should they take?

 

Leader Values

Date:

Wednesday, September 20, 2006

 

Readings:

"Cypress Semiconductors (A): Vision, Values, and Killer Software," HBS Case HR8A (MUST BE PURCHASED);

 

"Tom Monaghan: In Business for God," HBS Case 9-392-079 (MUST BE PURCHASED);

 

"Values-Based Management," by Anderson, AME 1987, vol. 11, no. 4;

 

"Ethical Values of Transactional and Transformational Leaders, CJAS, December 2001;

 

"Values-Based Leadership," pages 419-426, Leadership Text

 

Assignments:

Discuss cases with your groups in preparation for class discussion.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What information, theories, or decision techniques could help them know what to do next? What do their personal values have to do with their decision-processes?

4. What are some possible courses of action they could take?

5. Which course of action should they take? Would these courses be consistent with their values?

 

Traits of a Leader

Date:

Wednesday, September 27, 2006

 

Topics:

Black - High Energy

Gaulin – Self-confidence

Hannan - Risk seeking

Hart – Protestant Work Ethic

Latman - Emotional Intelligence

Labonte - Integrity

Matusz - Agreeableness

Murrell - Need for power

Proskute - Need for achievement

Romano-Connors - Locus of control

Sweetland-Bailey - Positive Affect

Teschendorf - Surgency

Westerberg -Conscientiousness

Zambarano- Openness to experience

 

- Adjustment- Flexibility -Sensitivity to others - Socialized power - Need for affiliation - Dominance

 

Readings:

"Leadership: Do Traits Matter?" by Kirkpatrick and Locke, AME 1991

 

"Moral Person And Moral Manager: How Executives Develop A Reputation For Ethical Leadership," by Linda Klebe Trevino, Laura Pincus Hartman, and Michael Brown, California Management Review, Summer2000, Vol. 42 Issue 4, p128-142, 15p.

 

Leadership Traits and Ethics, pages 28-71, Leadership Text

 

Assignments:

Prepare handout (One 2-sided page, maximum) and 12-15 minute presentation:

1. Define the trait, using definitions from the academic literature. Go beyond the information available in the text and the assigned readings.  (You may explain how the academic definition differs from the dictionary definition if you think this will be helpful to your audience.)

2. Explain how we can tell someone has this trait.

3. Explain how the trait is related to leadership. (e.g. Are people with the trait better or worse leaders than people without the trait? Do leaders find it easier to have followers with or without the trait? Do leaders with the trait use a particular style of leadership?)

 

New Teams:

 

 

Leader Values Become Organizational Values

Date:

Wednesday, October 4, 2006

 

Readings:

"The Ritz-Carlton Hotel Company," HBS Case 9-601-163 (MUST BE PURCHASED);

 

"People Express Airlines: Rise and Decline," HBS Case 9-490-012 (MUST BE PURCHASED);

 

"GE's Talent Machine: The Making of a CEO," HBS Case 9-304-049 (MUST BE PURCHASED);

 

"Values-Based Leadership," by Fernandez and Hogan, The Journal for Quality and Participation, Winter 2002;

 

"When Company Values Backfire," by Edmonson and Che, HBR, November 2002;

 

"Spirit and Community at Southwest Airlines," by Millman et al., Journal of Organizational Change Management, 1999;

 

"Learning Organization," pages 440-448, Leadership text

 

Assignments:

Discuss cases with your groups in preparation for class discussion. Think about the leaders in these cases in light of the presentations you viewed on traits of leaders.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What traits do the leaders in the case have?

 How do those traits affect what they can do? How do those traits affect the way people react to them?

4. How do the values of the leaders affect the values of the organization?

5. What are some possible courses of action they could take?

6. Which course of action should they take, given their values? Are there courses of action which others with different values might take?

 

Charismatic / Transformational / Servant Leaders

Date:

Wednesday, October 11, 2006

 

Readings:

"Southwest Airlines: Using Human Resources for Competitive Advantage (A)," HBS Case HR1A (MUST BE PURCHASED);

 

"Service Master Industries, Inc." HBS Case 9-388-064 (MUST BE PURCHASED);

 

"Servant-Leader: An Emerging Supervisory Model," by Douglas, Supervision, February 2003,

 

"The Curse of the Superstar CEO," by Kurana, HBR, September 2002;

 

"The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," by Shamir et al., Organization Science, November 1993;

 

"Company with a Soul," by Osborne, Industry Week, vol. 244, issue 9, page 20;

 

"Perceived integrity of transformational leaders in organisational settings," by Parry & Proctor-Thompson, JBE, Jan 2002;

 

“Does Ceo Charisma Matter? An Empirical Analysis Of The Relationships Among Organizational Performance, Environmental Uncertainty, And Top Management Team Perceptions Of Ceo Charisma,” by Bradley R. Agle, Nandu J. Nagarajan, Jeffrey A. Sonnenfeld, and Dhinu Srinivasan, Academy of Management Journal

2006, Vol. 49, No. 1, 161–174.

 

"Charismatic and Transformational Leadership," pages 356-395, Leadership text;

 

"Appendix A: Leadership and Spirituality in the Workplace," pages 501-509, Leadership text.

 

Assignments:

Discuss cases with your groups in preparation for class discussion. Think about the leaders in these cases in light of the presentations you viewed on traits of leaders.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What traits do the leaders in the case have?

 How do those traits affect what they can do? How do those traits affect the way people react to them?

4. What are some possible courses of action they could take?

5. Which course of action should they take?

 

Theories of Motivation and Leadership

Date:

Wednesday, October 18, 2006

 

Topics:

Maslow (Hierarchy of Needs) - Black

Hertzberg (Two-factor) - Gaulin

McClelland (Acquired Need theory) - Hannan

Adams (Equity Theory) - Latman

Vroom (Expectancy Theory) - Matusz

Locke (Goal setting) - Proskute

Skinner (Reinforcement) - Romano-Connors

House (Path-Goal) - Sweetland-Bailey

Fiedler (Contingency) - Teschendorf

Substitutes - Westerberg

LMX - Zambarano

OSU - Hart

Michigan - Labonte

Bass (Transformational Leadership) - Murrell

Alderfer (ERG) -

 

Readings:

"Power is the Great Motivator," by McClelland and Burnham, HBR, January 2003;

 

"Engineer the Job to Fit the Manager," by Fiedler, HBR, September/October 1965;

 

"Leadership that Gets Results, " by Goleman, HBR, March/April 2000;

 

"Motivation Theories," pages 74-93, Leadership text;

 

"Transactional and Transformational Leadership: A Constructive/Developmental Analysis," by Kuhnert and Lewis, HBR, October 1987;

 

"Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings," by Conger and Kanungo, AMR, October 1987;

 

“Leadership Theory Paradigms,” pages 17-19, Leadership text;

 

"Leadership Theories," pages 158-195, Leadership text;

 

"Leadership Behavior and Motivation," pages 72-113.

 

Team Leadership

Date:

Wednesday, October 25, 2006

 

Readings:

"The Lumen and Absorb Teams at Crutchfield Chemical Engineering," HBS Case 9-804-118 (MUST BE PURCHASED);

 

"Henry Tam and the MGI Team," HBS Case 9-404-068 (MUST BE PURCHASED);

 

Part 2, pages 196-352, Leadership Text.

 

Assignments:

Discuss cases with your groups in preparation for class discussion. Think about the leaders in these cases in light of the presentations you viewed on motivation and leadership styles.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What motivation techniques do the leaders in the case use?

 How do those techniques differ over time or with different followers? How successful are they (the leaders and/or the techniques)?

4. What are the characteristics of the group involved? (How do they communicate? Are there in-groups? Is it an ad-hoc team? Cross-functional? Self managed? Etc.) How do those characteristics affect the group’s ability to act and/or the group’s reaction to the leader?

5. What are some possible courses of action they could take? (“Could” here implies that they have the traits and skills to implement the course you identify.)

6. Which course of action should they take?

 

Can Leadership be Learned?

Date:

Wednesday, November 1, 2006

 

Readings:

HBS Case, "Leadership Development at Goldman Sachs 9-406-002 (MUST BE PURCHASED);

 

"Iggy's Bread of the World," HBS Case 9-801-282 (MUST BE PURCHASED);

 

Assignments:

Discuss cases with your groups in preparation for class discussion.

 

For the Leadership Development Case:

 

Decide what kind of leadership development program should be implemented. Prepare a group presentation for the board of directors with your recommended proposal. Be prepared to deliver the presentation in class.

 

For the Iggy's case:

Think about the leaders in this cases in light of the presentations you viewed on traits, motivation, and leadership styles.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What traits do the leaders have? What motivation techniques do the leaders in the case use?

 How do those traits and techniques differ over time or with different followers? How successful are they (the leaders and/or the techniques)?

4. What are the characteristics of the group involved? (How do they communicate? Are there in-groups? Is it an ad-hoc team? Cross-functional? Self managed? Etc.) How do those characteristics affect the group’s ability to act and/or the group’s reaction to the leader?

5. What are some possible courses of action they could take? (“Could” here implies that they have the traits and skills to implement the course you identify.)

6. Which course of action should they take?

 

Leadership of Change / Start-up

Date:

Wednesday, November 8, 2006

 

Readings:

HBS Case, "JetBlue Airways: Starting from Scratch," 9-801-354 (MUST BE PURCHASED);

 

HBS Case "GE: We Bring Good Things to Life (A)," 9-899-162 (MUST BE PURCHASED);

 

"Leadership and the Psychology of Turnarounds," by Kanter, HBR;

 

"Purpose at the Heart of Management," Anderson, HBR, May/June 1992;

 

"Leading Change," pages 484-495, Leadership text.

 

Assignments:

Discuss cases with your groups in preparation for class discussion. Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What is different about the change/start-up situation which might require different skills or motivation techniques than would be used in a more stable situation?

4. What are some possible courses of action they could take? (“Could” here implies that they have the traits and skills to implement the course you identify.)

5. Which course of action should they take?

 

Ethical Challenges

Date:

Wednesday, November 15, 2006

 

Readings:

HBS Case "Braniff International: The Ethics of Bankruptcy (A)" 9-385-001 (MUST BE PURCHASED);

 

HBS Case "Leadership Problems at Salomon (A)" 9-395-044 (MUST BE PURCHASED);

 

HBS Case "Accounting Fraud at World Com," 9-104-071 (MUST BE PURCHASED);

 

"The Ethics of Charismatic Leadership: Submission or Liberation," by Howell and Avolio

 

"Business as Usual: The Acceptance and Perpetuation of Corruption in Organizations," by Anand et al., AME, May 2004;

 

"Managing to Be Ethical: Debunking Five Business Ethics Myths," by Trevino and Brown, AME, May 2004;

 

"Why Managers Bend the Rules," by Veiga et al., AME, May 2004;

 

"Ethical Leadership," pages 53-62, Leadership text

 

Assignments:

Discuss cases with your groups in preparation for class discussion. Think about the leaders in these cases in light of the presentations you viewed on motivation and leadership styles.

Consider the following questions:

1. What are the facts of the case?

 Who, what, when, where, how?

2. What is/are the problem(s)/opportunity(ies)/decision(s) facing people in the case?

3. What ethical issues are raised?

4. What are some possible courses of action they could take? (“Could” here implies that they have the traits and skills to implement the course you identify.)

5. Which course of action should they take? (“Should” here implies a moral evaluation on your part.)

 

Summary and Case Preparation

Date:

Wednesday, November 29, 2006

 

Assignments:

Final version of written case due 11/29

 

Final Cases

Date:

Wednesday, December 6, 2006

 

Topics:

 

 

Final Cases

Date:

Wednesday, December 13, 2006

 

Topics:

 

 

Journal Abbreviations

:

AME: Academy of Management Executive

AMR: Academy of Management Review

HBR: Harvard Business Review

HBS: Harvard Business School