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DRPS : Course Catalogue : Business School : Business Studies

Postgraduate Course: Leadership and High Performance Teams (MBA) (BUST11201)

Course Outline
SchoolBusiness School CollegeCollege of Humanities and Social Science
Course typeStandard AvailabilityAvailable to all students
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) Credits10
Home subject areaBusiness Studies Other subject areaNone
Course website None Taught in Gaelic?No
Course descriptionThe Leadership and High Performance Teams course is a core course on the full-time MBA programme and is designed to support the MBA student in enhancing their leadership skills and building high performance teams. This four day course will provide students with a framework for understanding the concepts of leadership and high performance team formation both from a theoretical and a practical perspective. Leadership will be examined as it relates to team development, change management, communication, vision, and emotional intelligence. The course will combine a traditional and experiential approach to create a rich, diverse and engaging learning environment. Students will examine current leadership and team development theory and apply it through interactive experiences. A learning journal will capture key learning and potential applications and a personal development plan will select specific learnings to be put into action. Each student will complete a Bar-On emotional intelligence assessment and examine the relationship emotional intelligence has with leadership success.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements None
Additional Costs Textbooks
Information for Visiting Students
Pre-requisitesAccepted as a visiting MBA student
Displayed in Visiting Students Prospectus?No
Course Delivery Information
Delivery period: 2011/12 Block 5 (sem 2), Available to all students (SV1) WebCT enabled:  Yes Quota:  None
Location Activity Description Weeks Monday Tuesday Wednesday Thursday Friday
No Classes have been defined for this Course
First Class First class information not currently available
No Exam Information
Summary of Intended Learning Outcomes
- Development of a framework for understanding the concept of leadership and the unique role of leadership in building high performance teams.
- Development of an understanding of the competencies, characteristics and situational factors that underlie successful leadership.
- Development of a comprehensive action plan for emotional intelligence enhancement.
- An insight into various leadership styles that can be applied in different situations, with different individuals and with teams in differing stages of development.
- An understanding and know-how of to apply the 6 leadership styles derived from emotional intelligence.
- An understanding and know-how of to apply the Situational Leadership model.
- An understanding of the role leaders play in creating successful change initiatives as well as creating an environment of communication, trust, support and respect.
- An insight into the psychological impacts that change has on team members and what actions must be taken and what leadership styles should be used to help people through this process.
- An meaningful insight into the student's personal leadership capabilities and what they can do to become more effective leaders.
Assessment Information
Assessment is by:
- post-session essay: 30%
- theoretically and experientially informed personal development plan: 30%
- book review: 30%
- in-class participation: 10%
Special Arrangements
The course is a residential course and has been costed as part of the programme fee.
Additional Information
Academic description Not entered
Syllabus Day 1:
Understanding the concept of leadership and the role it plays in organizational success.
Group exercises
Debrief and feedback
1) Kotter. J. 2000. What Leaders Really Do. HBR. 13/1.
2) Bennis, W. 2004. The Seven Stages of a Leader. HBR, January
3) Goleman, D. 2000. Leadership That Gets Results HBR, March/April.
4) Collins, J. 2001. Level 5 leadership: The triumph of humility and fierce resolve HBR, Jan
Day 2:
Leading others and how emotional intelligence plays into leadership success.
Group exercises
Debrief and feedback
1) Mayer, J. & Caruso, D. 2002. The effective leader: Understanding and applying emotional intelligence. Ivey Business Journal. Nov-Dec;
2) Goleman, D. McKee, A. Boyatzis, R. 2008. Best of HBR on Emotionally
Intelligent Leadership;
3) Huy, Q. 1999. Emotional capability, emotional intelligence and radical change. AMR. 24/2.
Day 3:
How to build high performance team and lead change.
Group exercises
Debrief and feedback
1) Kotter, J. & Schleslinger, L. 2008. Choosing strategies for change. HBR, July/Aug
2) Ross, J. 2008. How to make your good team great. HBR. Dec
3) de Rong, M. 2008. Lessons from the Oxford and Cambridge Boat Race. HBR. Sept.
4) Fast Company. 2005. Change or Die. May
Day 4:
Leadership vision and action planning.
Group exercises
Debrief and feedback
1) Goleman. D. 1998. What makes a leader. HBR, Nov./Dec. 76, 6.
2) Herminia, I. & Obodara, O. 2009. Women and the Vision Thing. HBR, Jan.

Each daily topic will be divided in relevant subject components.
Transferable skills Leadership skills, team building skills, communication skills.
Reading list "Into Thin Air" (John Krakauer, 1999, Knopf Publishing Group)
"What Leaders Really Do" Kotter, HBR (Reprint #R0111F)
"The Seven Stages of a Leader" Bennis, HBR, January 2004
"What makes a leader" Goleman, HBR, Nov./Dec.1998, Vol.76, Issue 6
"Leadership That Gets Results" Goleman, HBR, March/April, 2000.
"Level 5 leadership: The triumph of humility and fierce resolve" HBR Jan 1, 2001. Issue: 5831, pp. 13
"Change or Die" FAST Company, Issue 94, May 2005, P53
Study Abroad Not entered
Study Pattern The course will combine theory and practical exercises in the form of lectures, presentations, discussion, individual and team reflection, individual and team exercises. In addition students will be required to keep an individual learning journal to capture their key learning from each module and apply this learning in an action planning process.
Approximately 20hrs face-to-face while the remainder of the time is spent on pre-course reading and research, team exercises and the preparation of the personal learning journal, the post-session essay and the personal development plan.
KeywordsLeadership team high performance
Course organiserDr Robert Mackay
Course secretaryMr Stuart Mallen
Tel: (0131 6)50 8071
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