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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
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) AvailabilityAvailable to all students
SCQF Credits10 ECTS Credits5
SummaryThe 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.
Course description 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.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements For Business School PG students only, or by special permission of the School. Please contact the course secretary.
Additional Costs Textbooks
Information for Visiting Students
Pre-requisitesAccepted as a visiting MBA student
Course Delivery Information
Academic year 2014/15, Available to all students (SV1) Quota:  None
Course Start Block 5 (sem 2)
Course Start Date 27/04/2015
Timetable Timetable
Learning and Teaching activities (Further Info) Total Hours: 100 ( Lecture Hours 19, Seminar/Tutorial Hours 8, Programme Level Learning and Teaching Hours 2, Directed Learning and Independent Learning Hours 71 )
Assessment (Further Info) Written Exam 0 %, Coursework 100 %, Practical Exam 0 %
Additional Information (Assessment) Assessment is by:
- team presentation: 30%
- participation: 10%
- essay: 60%
Feedback Not entered
No Exam Information
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.
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
Additional Information
Graduate Attributes and Skills Leadership skills, team building skills, communication skills.
Special Arrangements The course is a residential course and has been costed as part of the programme fee.
KeywordsMBA LHP
Course organiserDr Robert Mackay
Course secretaryMiss Kate Ainsworth
Tel: (0131 6)51 3854
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