ORG672 Syllabus Leadership in Organizations

 

Instructor Information

 

Name:

Elizabeth D. Scott

 

 

Email:

scotte@easternct.edu

 

 

Office location:

335 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, 4th edition or 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:

To access the Harvard Business Education site, follow this link:
http://cb.hbsp.harvard.edu/cb/access/4431859

If you have not registered with the Harvard Business Education site, it will be necessary to do so now. Once you have completed the brief registration process, you will be able to log in. Once logged in you will be able to access the material I have assigned for the course. For your reference, the course materials you need are also listed at the end of this email.

Note that the format of classroom materials may differ. Most will be available in PDF and can be viewed with Adobe Acrobat Reader. Simulations and Online Courses require you to access them online. A few materials may require that a hard copy be shipped to you. All PDFs and eLearning content are available to you through your Harvard Business Education library for 6 months from the date of purchase.

For subsequent access, you will need to login at www.hbsp.harvard.edu and go to My Library->Courses

I hope you find this a convenient way to access your course materials. If you have any questions about the materials, please contact me at scotte@easternct.edu.

For technical assistance, please contact Harvard Business Publishing Customer Service at 1-800-810-8858 or 617-783-7700 from 8am-8pm EST. Customer Service can also be reached at techhelp@hbsp.harvard.edu.

Thank you.

 

 

 

 

Academic Integrity

 

 

 

 

 

All individual projects must be the work product of the individual who submits it. All group projects must be the work product of the group which submits it. All sources must be properly acknowledged. Quotation marks must surround any string of 4 or more words used verbatim from a source. Penalties, including failure in the course and recommended dismissal from the program, will be assessed upon violation of this policy.

 

 

 

Attendance

 

 

 

 

 

If you expect to miss a class, I would appreciate being informed in advance. I realize that you have many demands on your time and make the best decisions you can about how to fulfill those demands. However, I do plan class activities assuming you will be there. Knowing you will be absent will help me to adjust. 

 

 

 

Office Hours

 

 

 

 

 

I will be in my office for visits or telephone calls on Mondays, 5:00-6:30; Tuesdays, 4:30-6:30, and Wednesdays 10:00-11:30. If I don't answer the phone during office hours, it is because someone is in my office with me. I am also available to meet at other times, by appointment. Please free to e-mail me with any questions or concerns you have or to set up appointments with me.

 

 

 

Academic Services Center

 

 

 

 

 

Students are encouraged to use the support offered by the Academic Services Center located on the ground floor of the Library.  Tutoring, Math, Writing, and supplemental Advising Services are available for students in the Center at the following times: Sun. 2-9; M.-Th. 9-9, Fri. 9-5. (Closed Sat.) For further information call 465-4272 or check the ASC website at http://academicaffairs.easternct.edu/ASC-FAQs.html

 

 

 

 

 

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%) Class presentations can be made up with a 1 letter grade penalty as long as you can convince 5 class members to observe your presentation and you videotape the presentation in a way that enables it to be graded. Missed class participation cannot be made up.

 

 

 

 

This syllabus is not a contract, but instead a roadmap of where I hope to go during the semester.  It may change during the semester.  Listen in class and check Blackboard for changes.

 

Introduction

 

Date:

Monday, August 31, 2009

 

Initial teams:

Team 1: Andreyeva, Dollak, Eitland, Surprenant

Team 2: Bdeir, Hutt, Kacerik, DeMaio

Team 3: Frey, Brown, McGannon, Reale

Team 4: Colletti, Mendenhall, Perry

 

 

Leadership in Crisis

 

Date:

Monday, September 14, 2009

 

 

Readings:

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

 

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

 

"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 – if you want it);

 

"The Fall of the Last Anglo-Saxon King: A Case of Leadership Failure During a Crisis," Louis Scarpati, Stephen C Betts. Journal of the International Academy for Case Studies. Cullowhee: 2006. Vol. 12, Iss. 6; pg. 79, 12 pgs (This reading should give you some insight into the application of the case study method.)

 

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

 

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

 

"Crisis Leadership," pages 473-484, Leadership Text, 3rd edition, 452-462 4th

 

 

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 (or article) 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:

Monday, September 21, 2009

 

 

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;

 

"Misconceptions of Ethical Leadership: How to Avoid Potential Pitfalls," Michael E Brown. Organizational Dynamics. New York: 2007. Vol. 36, Iss. 2; pg. 140

 

"Values-Based Leadership," pages 419-426, Leadership Text 3rd edition, 387-394 4th

 

 

Assignments:

Discuss cases with your groups in preparation for class discussion.

Consider the following questions:

1. What are the salient 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? What past actions/decisions have been inconsistent with their values?

4. What are some possible courses of action they could take? What avenues have been closed to them because of past actions/decisions?

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

 

 

Traits of a Leader

 

Date:

Monday, September 28, 2009

 

 

Topics:

Andreyeva - Dominance (Surgency)

Bdeir - High Energy (Conscientiousness)

Brown - Stability (Adjustment)

DeMaio - Locus of control (Openness to experience)

Dollak - Risk seeking

Frey – Self-confidence (Conscientiousness)

Kacerik – Integrity (Conscientiousness)

McGannon – Intelligence (Openness to experience)

Reale - Flexibility (Openness to experience)

Surprenant - Sensitivity to Others (Agreeableness)

Colletti – Protestant Work Ethic

Eitland - Emotional Intelligence

Hutt - Agreeableness

Mendenhall - Need for power

Perry - Need for achievement

- Positive Affect

- Socialized power

 

 

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.

 

"Applying Traits Theory Of Leadership To Project Management," Dean R Gehring. Project Management Journal. Sylva: Mar 2007. Vol. 38, Iss. 1; pg. 44, 11 pgs

 

Leadership Traits and Ethics, pages 28-71, Leadership Text 3rd edition, 30-60 4th

 

 

Assignments:

Research your assigned topic. Prepare a handout for each member of the class (One 2-sided page, maximum) and a 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:

Monday, October 5, 2009

 

 

Readings:

"The Ritz-Carlton Hotel Company," HBS Case 9-601-163 (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 3rd edition, 463-473 4th

 

 

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 did the founding leaders in the case have?  How did those traits affect the way people reacted to them? Do the current leaders have the same traits?

4. What values did the founding leaders in the case have?  How did those values affect their decisions over the years? Do the current leaders have the same values?

5. How do the values of the leaders (founding and current) affect the values of the organization?

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:

Monday, October 12, 2009

 

 

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.

 

"Unrequited Profit: How Stakeholder and Economic Values Relate to Subordinates' Perceptions of Leadership and Firm Performance," Mary Sully, deLuque, Nathan T, Washburn, David A, Waldman, Robert J House. Administrative Science Quarterly. Ithaca: Dec 2008. Vol. 53, Iss. 4; p. 626

 

"Charismatic and Transformational Leadership," pages 356-395, Leadership text 3rd edition, 4th 328-360;

 

"Appendix A: Leadership and Spirituality in the Workplace," pages 501-509, Leadership text 3rd edition,481-486 4th.

 

 

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 did the founding leaders in the case have?  How did those traits affect the way people reacted to them? Do the current leaders have the same traits?

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

 

 

Theories of Motivation and Leadership

 

Date:

Monday, October 19, 2009

 

 

Topics:

Maslow (Hierarchy of Needs) – Brown

Hertzberg (Two-factor) - DeMaio

Adams (Equity Theory) - Andreyeva

Vroom (Expectancy Theory) - Bdeir

Locke (Goal setting) - Dollak

Skinner (Reinforcement) - Kacerik

House (Path-Goal) - Reale

Substitutes - Surprenant

OSU - McGannon

Michigan - Frey

LMX -  Colletti

McClelland (Acquired Need theory) -  Eitland

Fiedler (Contingency) -  Hutt

Bass (Transformational Leadership) -  Mendenhall

Alderfer (ERG) -  Perry

 

 

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 3rd edition, 68-99 4th;

 

"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 3rd edition, 15-18 4th;

 

"Leadership Theories," pages 158-195, Leadership text 3rd edition, 150-175 4th;

 

"Leadership Behavior and Motivation," pages 72-113 3rd edition, 68-100 4th.

 

 

 

 

 

 

Assignments:

Research your assigned topic. Prepare a handout for each member of the class (One 2-sided page, maximum) and a 12-15 minute presentation:

1. Describe the motivation theory, using definitions from the academic literature. Go beyond the information available in the text and the assigned readings.

2. Explain what the theory predicts about how or why people behave the way they do.

3. Explain how leaders and followers would act if this theory were true.

4. Provide any evidence you have as to whether the theory is true.

 

 

 

 

 

 

Team Leadership

 

Date:

Monday, October 26, 2009

 

 

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 3rd edition, 187-314 4th.

 

 

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:

Monday, November 2, 2009

 

 

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 5 minute 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:

Monday, November 9, 2009

 

 

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 3rd edition, 416-443 4th.

 

 

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:

Monday, November 16, 2009

 

 

Readings:

HBS Case "Braniff International: The Ethics of Bankruptcy (A)" 9-385-001 (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 3rd edition, 52-60 4th

 

 

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.)

 

 

Power and Politics

 

Date:

Monday, November 23, 2009

 

 

Readings:

Assignments:

HBS Case "Reverend Jeffrey Brown: Cops, Kids and Ministers" 801284 (MUST BE PURCHASED);

 

HBS Case "Thomas Green: Power, Office Politics and a Career in Crisis" 2095 (MUST BE PURCHASED);

 

"Are you In with the In Crowd?," by Kleiner, HBR July 2003

"The Power of Transference," by Maccoby, HBR September 2004

"Becoming the Boss," by Hill, HBR, January 2007

"Influencing: Power, Politics, Networking…," pages 114-150, Leadership text 3rd edition, 108-150 4th

 

 

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. Who has power in the case?  What kinds of power?  How have they obtained it?

4. What are some possible courses of action they could take? (“Could” here implies that they have the power, 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.)

 

 

Final Cases

 

Date:

Monday, November 30, 2009

 

 

Topics:

 Final version of written case must be posted online no later than November 28th at 6pm.

 

 

Final Cases

 

Date:

Monday, December 7, 2009

 

 

Topics:

Final version of written case must be posted online no later than November 28th at 6pm.

 

 

Journal Abbreviations

 

:

AME: Academy of Management Executive

AMR: Academy of Management Review

HBR: Harvard Business Review

HBS: Harvard Business School