Postgraduate Course: Leadership and High Performance Teams (MBA) (BUST11201)
||College||College of Humanities and Social Science
||Availability||Available to all students
|Credit level (Normal year taken)||SCQF Level 11 (Postgraduate)
|Home subject area||Business Studies
||Other subject area||None
||Taught in Gaelic?||No
|Course description||The 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)
||Other requirements|| None
|Additional Costs|| Textbooks
Information for Visiting Students
|Pre-requisites||Accepted 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
|No Classes have been defined for this Course|
||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 is by:|
- post-session essay: 30%
- theoretically and experientially informed personal development plan: 30%
- book review: 30%
- in-class participation: 10%
|The course is a residential course and has been costed as part of the programme fee.|
Understanding the concept of leadership and the role it plays in organizational success.
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
Leading others and how emotional intelligence plays into leadership success.
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
3) Huy, Q. 1999. Emotional capability, emotional intelligence and radical change. AMR. 24/2.
How to build high performance team and lead change.
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
Leadership vision and action planning.
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.
||Leadership skills, team building skills, communication skills.
||"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
||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.
|Keywords||Leadership team high performance
|Course organiser||Dr Robert Mackay
|Course secretary||Mr Stuart Mallen
Tel: (0131 6)50 8071
© Copyright 2011 The University of Edinburgh - 16 January 2012 5:43 am