Alexandria University Faculty of Commerce Executive MBA Program Feb. 2 !

"eaders#i$
Instructors Meetings
Prof. Deborah Butler dbutler@gsu.du Prof. Aly A. Messallam amessallam@alex-commerce.edu.eg

Fri: :!! " #$:!! %at: #!:!! " #:!!

Course Description &his course is about leadershi'. It is intended to 'ro(ide students )ith the *no)ledge+ s*ills+ and foundation in ,eadershi' necessary to be more effecti(e in their organi-ations. It also 'ro(ides a foundation of understanding for leadershi' de(elo'ment by offering theoretical bac*ground+ 'ractical information and an o''ortunity for self-assessment that )ill 'ermit students to continue the de(elo'ment of their leadershi' talent. Course Objectives At the successful com'letion of this course+ the student )ill be able to: Identify and describe a (ariety of theories of leadershi'. .ritically assess a leadershi' scenario and identify the 'ertinent theories. Articulate an understanding of the 'rocesses+ 'ractices+ and 'ur'oses of leadershi'. A''reciate that effecti(e leadershi' is a multi-faceted 'rocess. .reate a 'ractical+ 'ersonal definition and 'hiloso'hy of leadershi'. /ain an understanding of leadershi' com'etencies. De(elo' an understanding of 'ersonal strengths and )ea*nesses for leadershi'.

Required Course Materials DuBrin+ A. 0. 1$!#!2 Principles of Leadership 13th 4d.2 .engage+ %outh-5estern. Manning+ /. and .urtis+ 6. 1$!! 2 The art of leadership 17rd 4d.2 Mc/ra)-8ill Inc. 9obbins+ %.P. 1$!!32 Self-Assess ent Librar! 7.!. .D-9:M. Modes of "nstruction ; Assi#ned readin#s: 9eadings are assigned and )ill be discussed and a''lied in class. ; Discussion: A leader must be able to articulate his<her ideas and con(ince others of recommendations based on logical analysis. =ou )ill enhance your ability to ex'ress yourself concisely and accurately through acti(e 'artici'ation. =our comments also add to the total learning ex'erience of all 'artici'ants. ; Discussion tea s: &y'ically+ class )ill begin a re(ie) of *ey issues. During the course you )ill be assigned to a team to discuss assignments and re(ie) cases. ; Lecture: After the class introduction+ )e )ill ha(e a lecture designed to 'ro(ide structure to the material and to clarify im'ortant leadershi' issues. ; Case stud!: .ase studies challenge you to a''ly )hat you *no). 5hat you learn from a case de'ends on ho) carefully you read it and ho) )ell you analy-e it. ; $%periential learnin#: &he ex'eriential exercises used in class are designed to hel' you de(elo' greater self a)areness and to enhance your leadershi' s*ills. Preparation Please be 're'ared for class. =ou )ill need to read the assigned material+ relate )hat you ha(e read to your 'ast and current )or* ex'erience and loo* for exam'les of ho) organi-ations are currently addressing these leadershi' issues. Topic Outline

Chapter &' The (ature and " portance of Leadership) &he introductory cha'ter has se(eral im'ortant 'ur'oses. 9eaders are gi(en a detailed descri'tion of the meaning of leadershi'. Although most readers ha(e studied something about leadershi'+ most can benefit from a refresher and an u'date. Another im'ortant 'ur'ose of the cha'ter is to ex'lain the (arious leadershi' 1not management2 roles and the (arious re)ards and frustrations contained in those roles. &his cha'ter also 'resents a frame)or* and model for understanding leadershi' and ex'lains ho) leadershi' s*ills are de(elo'ed. %ections about the de(elo'ment of leadershi' s*ills and follo)ershi' are also included. C*APT$R +' Traits, Motives, and Characteristics of Leaders &he 'ur'ose of this cha'ter is to 'resent a com'rehensi(e descri'tion of the 'ersonal >ualities of leaders. %uch a 'resentation does not im'ly that the trait theory is more (alid or im'ortant than other ex'lanations of leadershi'. ?e(ertheless+ @ha(ing the right stuffA contributes to leadershi' effecti(eness in many situations. C*APT$R -' Charis atic and Transfor ational Leadership &he 'ur'ose of this cha'ter is to hel' the reader understand the nature of charismatic and transformational leadershi'. Although the t)o forms of leadershi' o(erla'+ they are treated se'arately here because the study of charismatic leadershi' focuses so hea(ily on 'ersonal traits. &he legitimacy of either of these forms of leadershi' as a se'arate entity has been challenged. ?e(ertheless+ studying charismatic and transformational leadershi' re'resents an im'ortant current thrust in understanding the leaderBs role. C*APT$R .' Leadership /ehaviors, Attitudes, and St!les &he 'ur'ose of this cha'ter is to 'ro(ide the reader )ith an understanding of basic leadershi' beha(ior and attitudes+ as )ell as styles. %ome of the information goes bac* to classic studies conducted in the # C!s and # 3!s+ and some is recent. %e(eral other to'ics are featured: ser(ant leadershi'+ and ho) leaders use 73!-degree feedbac* to fine-tune their beha(iors+ entre'reneurial leadershi' styles+ and gender differences in leadershi' C*APT$R 0' Contin#enc! and Situational Leadership

After studying this cha'ter+ the reader should ha(e an accurate understanding of contingency theories of leadershi'. Although the array of contingency and situational theories may baffle the reader at first+ a closer loo* sho)s that all but the executi(e suite and crisis leadershi' theories are related. For exam'le+ the familiar tas*s (ersus relationshi's dimensions run through se(eral of the theories. C*APT$R 1' Leadership $thics and Social Responsibilit! &he 'ur'ose of this cha'ter is to examine im'ortant issues about leadershi' ethics and social res'onsibility. &he focus is on leaders rather than on a general treatment of business ethics+ and includes a summary of the theory of ethics. %*ill building is also incor'orated into this cha'ter. C*APT$R 2' Po3er, Politics, and Leadership &he 'ur'ose of this cha'ter is to 'ro(ide readers )ith ne) insights into 'o)er and 'olitics so that they can ma*e better use of 'o)er and 'olitics and thus lead others effecti(ely. .ha'ter D is a continuation of this to'ic+ but )ith a descri'tion of (arious influence tactics. C*APT$R 4' "nfluence Tactics of Leaders &he 'ur'ose of this cha'ter is to familiari-e the reader )ith a )ide range of influence tactics that he or she may need to 'ersuade others. A secondary 'ur'ose is to sensiti-e the reader to the difference bet)een ethical and unethical influence tactics. C*APT$R 5' Developin# Tea 3or6 &he 'ur'ose of this cha'ter is to 'ro(ide the reader )ith s'ecific information about ho) to de(elo' team)or*. %uch information is (ital in an era that glorifies the im'ortance of team)or*. C*APT$R &7' Motivation and Coachin# S6ills &he 'ur'ose of this cha'ter is to 'ro(ide the reader )ith s'ecific ideas for moti(ating and coaching grou' members. A leader is su''osed to be able to ins'ire 'eo'le. ?e(ertheless+ influencing others through s'ecific moti(ation techni>ues and coaching is also

necessary. Instead of this being a cha'ter about moti(ation theories in general+ )e focus on se(eral a''roaches to moti(ation that can readily be con(erted into leadershi' s*ills. C*APT$R &&' Co unication and Conflict Resolution S6ills &he 'ur'ose of this cha'ter is to 'ro(ide readers )ith the *no)ledge to de(elo' many of the communication s*ills necessary for effecti(e leadershi'. A secondary 'ur'ose is to ex'lain the basics of ho) leaders resol(e conflict including the use of negotiation. 4(en though all as'ects of communication contribute to managerial and leadershi' effecti(eness+ )e focus on the communication to'ics that are most rele(ant for leaders. C*APT$R &+' Creativit!, "nnovation, and Leadership &he 'ur'ose of this cha'ter is to assist readers in de(elo'ing the creati(e 'roblem-sol(ing a''roach re>uired to be an effecti(e leader. C*APT$R &0' Leadership Develop ent and Succession &he 'rimary 'ur'ose of this cha'ter is to hel' readers understand the nature of leadershi' de(elo'ment and succession+ including the need for continuous learning. Many of the ideas in the cha'ter can be a''lied to the reader for 'ersonal de(elo'ment as a leader.

Date

Schedule of activities Subject

Readin#s

Feb., 12, 2010

Course overview. CHAPTER 1: The Nature and Importance of Leadership. Leadership Case Problem A: i!hla"d ome #oes $or %he #ree" CHAPTER : Traits! "otives! and Characteristics of Leaders Leadership Case Problem A: &he Me%hodical 'oh" &hai" &a(es )*er a% Merrill

Chap%er 1 Chap%er 2

Feb., 13, 2010

Feb., 19, 2010 CHAPTER #: Charismatic and Transformationa$ Leadership Leadership Case Problem A: &he +ma!e ,oc%or is +" Leadership Case Problem -: &ime %o .ebo/"d a% 0illo1 Po"d CHAPTER %: Leadership &ehaviors! Attitudes! and 't($es Leadership Case Problem A: +s Mar!o %oo Macro2 Leadership Case Problem -: Fail/re P/mps 3p ,ic( 4"rico CHAPTER ): Contin*enc( and 'ituationa$ Leadership Leadership Case Problem A: 5eepi"! %he Clo/d Comp/%i"! Mas%ermi"d app6 Leadership Case Problem -: )h .a%s, 0ha% a Problem CHAPTER +: Leadership Ethics and 'ocia$ Responsi,i$it( Leadership Case Problem A: .e"%70a6 8lides A1a6 Leadership Case Problem -: 9#4, Ca":% ;o/ '/s% 8h/% 3p a"d 8ell 3s 8%/$$2< CHAPTER -: Power! Po$itics! and Leadership CHAPTER .: Inf$uence Tactics of Leaders Leadership Case Problem A: 5imberl6 ,a*is ,a"ces Aro/"d Mer!ers Leadership Case Problem -: &he Chie$ A*o" Lad6 A%%emp%s a Ma(eo*er CHAPTER /: 0eve$opin* Teamwor1 Leadership Case Problem A: 0h6 Ca":% 0e 0or( Li(e a .eal &eam2 Leadership Case Problem -: )*er %he &op a% -ell 4=press>/ CHAPTER 12: "otivation and Coachin* '1i$$s Leadership Case Problem A: '/s%i" 8alisb/r6 &ries a Li%%le .eco!"i%io"

Chap%er 3

Feb., 20, 2010

Chap%er ?

Feb., 26, 2010

Chap%er 5

Feb., 27, 2010

Chap%er 6

March, 5, 2010

Chap%er 7 Chap%er @

March, 6, 2010

Chap%er 9

March, 12, 2010

Chap%er 10

Date

Schedule of activities Subject

Readin#s

Leadership Case Problem -: Coach 8all6 #orma" March, 13, 2010 CHAPTER 11: Communication and Conf$ict Reso$ution '1i$$s Leadership Case Problem A: 'aso" Ma(es %he .o/"ds Leadership Case Problem -: 0es% Coas% 0ell"ess o" %he #o CHAPTER 1 : Creativit(! Innovation! and Leadership Leadership Case Problem A: i%%i"! Pa6dir% Leadership Case Problem -: 8par(i"! i""o*a%io" a% #ap CHAPTER 1): Leadership 0eve$opment and 'uccession Leadership Case Problem A: &he leadership i"*e"%or6 char% a% Pi"e #ro*e Leadership Case Problem -: Ao7 olds -arred Feedbac( i" Aspe" 3Term paper fina$ report due4

Chap%er 11

Chap%er 12

March, 19, 2010

Chap%er 15

March, 20, 2010

March, 26, 2010 March, 27, 2010

Term paper presentation 5ina$ E6am

Perfor ance $valuation %tudent 'erformance during the semester )ill be assessed by four means: .ase analysis and 'resentation $!E Partici'ation $!E &erm Pa'er $!E Final 4xam F!E

Case Anal!sis and presentation For each to'ic+ a grou' of t)o members should underta*e t)o tas*s: &he first is to lead the discussion on assigned cases 1cases are listed in the schedule of acti(ities2 &he second is to ma*e u' a case from an organi-ation of their choice and to a''ly the conce'ts+ models+ and theories concerning leadershi' on real leadershi' case. &he case analysis and the real case )ritten re'ort should be ty'ed and handed in at the beginning of each due session. All grou' members are ex'ected to 'artici'ate in oral 'resentation. Participation &his course relies hea(ily on class 'artici'ation and 'eer learning. &o that end+ class attendance and 'artici'ation are re>uired. Partici'ation is defined here as 'rom'tness and good attendance as )ell as oral contributions in class in the form of meaningful >uestions+ comments+ and discussion. %tudents )ill be graded on the >uantity and >uality of their 'artici'ation according to the established criteria+ using a C 'oint scale of the degree to )hich they fulfilled the criteria 1see attachment2 Ter Paper %elect a to'ic of an interest to you related to G,eadershi'G issuesH communicate the to'ic )ith me early during the term. I may be able to ma*e some suggestion that you might find useful. &he term 'a'er can co(er theoretical+ em'irical+ or 'ractical 'roblems. My obIecti(e is to im'ro(e studentsJ s*ills in utili-ing ,eadershi' a''roaches and theories+ )riting research re'ort in organi-ed manner+ and ma*e an articulate oral 'resentation.

Su##ested 8or at for Ter &) Title Pa#e +) Table of Contents

Paper

7. Abstract--:ne 'age+ introducing the to'ic and summari-ing your findings F. "ntroduction--9e(ie) the significance of the to'ic to ,eadershi'+ gi(ing a brief historical 'ers'ecti(e. C. Literature Revie3--An o(er(ie)+ )ith citations+ of obser(ations+ a''roaches+ o'inions+ and<or conclusions that can be found regarding the to'ic. Kse a (ariety of sources+ GacademicG or G'rofessional+G and ex'and your readings beyond assigned texts. 3. $%istin# Situation--.ite the existing situation+ regarding the selected to'ic+ in a real com'any. Kse a com'any )ith )hich you ha(e 'ersonal ex'erience. Discuss the strengths and<or )ea*nesses of the )ay the com'any 1leader2 currently handles the issue. Are there 'roblems )ith its 1his<her2 a''roachL M. Discussion--Present your analysis and conclusions. Discuss alternati(es for the com'any you selected. 5hat are the ad(antages<disad(antages of the alternati(esL 5hat are your recommendationsL 5hat leadershi' style do you recommend and )hich are the most criticalL Be s'ecific. D. Reference List--&he information you ha(e used should be referenced in the text and in the reference list. . Appendi%-- as needed Im'ortant ?otes #. ?o late assignments )ill be acce'ted. $. ?o ma*e-u' exams )ill be allo)ed. 7. 6ee' your cellular 'hone on silent mode during class.

Best %is#es for &reat Performance