PAPEROUTLINE

PaperTitle: CommunicationandLeadership
PaperCode: MCOM58314B(HAM)
School: WaikatoManagementSchool
Department: ManagementCommunication
Location: MainCampus,HillcrestRoad,Hamilton
Convenor:
DavidMcKie(Prof)
ph.ext:4197
room:MSB.4.35D
OfficeHours:BSemester:Thursday1.003.00pm
Email:DMCKIE@waikato.ac.nz
TableofContents
Staffing
TimetableDetails
PurposeStatement
LearningOutcomes
Activities
Topics
Assessment
Resources
Schedule
Linkages
STAFF
StudentRepresentative(s)
lrh7@waikato.ac.nznt79@waikato.ac.nz
TIMETABLEDETAILS:
Lectures
LectureName LectureTime Room
LEC01 Wed9am1pm MS4.G.02
GroupInformation
PURPOSESTATEMENT
Ourfocusinthispaperwillbeonleadershipcommunication,orthewaysleadersandfollowersinteractandthewaysleadersattempttocreateandshapemeaningsthroughimages
andwords.Wewillalsoexplorearangeofideasaboutwhatitmeanstoleadandtheassumptions,beliefs,andvaluesembeddedandshapedindiverseleadershipdiscourses.
Studentswillgaininsightsinthispaperthatwillenablethemtodeveloptheirowndistinctiveleadershipstyleandinsightfulanalysisofleadershipcommunication.
LEARNINGOUTCOMES
Bycompletionofthiscourse,studentsshouldbeableto:
1:
explainthecentralityofidentitybasedandcommunicationcenteredapproachestocontemporaryleadership
2:
drawfromarepertoireofresearchinformedleadershippracticesandskills
3:
selectandapplymethodsrelevanttoleadershipasthedomainofthefuture
4:
makeaninformedselectionofaleadershipprojectandreflectonexecutingit
5:
writeareflectivejournalanduseittoinformapersonalleadershipdevelopmentplan
ASSESSMENT
InternalAssessment/FinalExamination1:0
InternallyAssessedComponents
ComponentDetails SubmissionDetails
Component DueDate Weighting
Comp
ulsory
Where How Status
Oralliteraturereview
10. 00% toLecturer
Information
Onl y
Writtenliteraturereview
20. 00% toLecturer
Information
Onl y
Reflectivejournal(includingprojectessay)
10/10/2014
at12noon
35. 00% MS C WebSubmit
Information
Onl y
Groupscenarios
15/10/2014
at1:00pm
30. 00% atLecture
Information
Onl y
WrittenLitReviewintroduction
30/07/2014
at12noon
5. 00% toLecturer Other
Information
Onl y
Total 100%
Notes TheaboveInternallyassessedcomponentsmakeup100.00%ofthetotalassessment.
TheFinalExaminationmakesuptheremaining0%
YouarerequiredtocompletetheAssessmentsmarkedas"Compulsory".
YOUMUSTdotheCompulsoryAssessmentotherwiseyouwillnotpassthePaper.
AssignmentDetails
Oralliteraturereview(DueDate:NotSpecified)
ThisitemofassessmentisCompulsory.
ThisitemofassessmentisCompulsory.
Thisassessmentwillhelpyouachievelearningoutcomes1,2,and3.Forthisassignmentyouarerequiredtoread,critique,andevaluatetheapplicabilityandrelevanceof
readingslistedinthecourseoutline.Yourreadingswillbeassignedtoyouonthefirstdayofclass.Thesearenotbookreviewassignmentsinwhichyouaremerely
expectedtodescribethecontentsofeachbook/article.Instead,youshouldoutlinethemainconceptsandthemesraised,thencritiquethereadings(i.e.identifyingboth
theirstrengthsandweaknesses),evaluatetheirplaceinleadershipthinkingand/or,ifmoreappropriate,thecontributiontheymightmaketoleadershipthinkingand
practices.
Thelength,andnumber(althoughonlyonewillbeassessed),ofpresentationswilldependupontheclasssizeandwillbeconfirmedinthefirstmeetings.Ifclasssize
permitssomestudentswillbeofferedtheopportunitytomakesamplepresentations.YoushouldprepareOHP/powerpointslides/othervisualaidstoaccompanyyour
presentation.Youshouldalsogeneratealistofatleastthreediscussionquestionsorwillbepresentedorally.Theassignmentwillallowstudentstodemonstratethe
centralityofidentitybasedandcommunicationcentredapproachestocontemporaryleadership.Itwillbemarkedaccordingtothefollowingevaluationform:
IndividualOralLiteratureReviewEvaluationForm
Criteria
1. Introduction:(10%)
Haschosen,withreasons,agoodpersonalangle
Thatanglemustincludereferencetoallindividualreadings
Setsouthowthatangleisgoingtobecovered
2. Useofsources:(30%)
Demonstratesacriticalunderstandingofcontent
Distinguishesbetweenmajorandminorelements
Suggestshowtheorycanbeappliedpractically
3. Presentation:(50%)
Visualaidsaddtoideadevelopment
Energeticand/orimaginativeand/orhumorous
Goodaudibledeliveryandclearlyreadablevisuals
Wellpreparedandthoughtprovoking
Limiteduseofnotes(notreadwordforword)
Audienceinvolvedinpresentation
4. Qualityofconclusion:(10%)
Goodsummaryofmainpoints
Goodqualityclosingstatement

IndividualOralLiteratureReviewIntroduction
Thisissimplyacoupleofparagraphsofpreparationforthewrittenassignmentitself.Itwillbeworth5%andwillbediscussedfurtherinclass
Criteria
1.Introduction
Haschosen,withreasons,agoodpersonalangle
Thatanglemustincludereferencetoallindividualreadings
Setsouthowthatangleisgoingtobecovered
Writtenliteraturereview(DueDate:NotSpecified)
ThisitemofassessmentisCompulsory.
ThisitemofassessmentisCompulsory.
Thisassessmentwillhelpyouachievelearningoutcomes2and3.Thissecondpartoftheliteraturereviewinvolveswritinguptheoral,plusincreasingthenumberof
readingsreviewedbyaddingfourextraeachfromadifferentsession.Theassignmentwillallowstudentstodemonstratethecentralityofidentitybasedand
communicationcentredapproachestocontemporaryleadership.Thesubmittedpapershouldbearound(butnotmorethan)2000wordslongexcludingreferences
(includeanaccuratewordcountorrisklosingupto10%)andmustaddressthecriteriaonthefollowingevaluationform:

IndividualWrittenLiteratureReviewEvaluationForm
Criteria
1. Introduction:(20%)
Haschosen,withreasons,agoodpersonalangle
Thatanglemustincludereferencetoallindividualreadings
Setsouthowthatangleisgoingtobecovered

2. Useofsources:(40%)
Demonstratesrelevanceofsourcestoself
Demonstratesunderstandingofthesources
Makeslinksbetweenatleastsixdifferentreadings
Identifiessignificantdifferencesinreadings

3. Applicability:(30%)
Offersarangeofcrediblepossibleapplications
Assesses,withreasons,thebestones
Providessituationswherethesourceswouldlikelyworkandfail

4. Conclusionandwriting:(10%)
Essayiswellwritten
Conclusionfollowslogicallyfromargument
Reflectivejournal(includingprojectessay)(DueDate:Friday,10October2014at12noon)
ThisitemofassessmentisCompulsory.
ThisitemofassessmentisCompulsory.
Thisassessmentwillhelpyouachievelearningoutcomes1,2,4,and5.Everyonewillberequiredtokeepajournaland,eachweek(fromsession2onwards),youwillbe
askedtodiscusssomeofthereflectionsintheirjournalsalthoughindividualsmayvolunteertosharematerialinordertoreducethechanceofbeingarbitrarilyselected.
Thejournalentrieswillconcernthetopicsforthatweek,anyrelatedexperiencesyouhave,orobservationsonleadershipinthemedia(factandfiction).Theywillalsofocus
fromweek3onwardsontheLeadershipChallengeProjectthatwewilldiscussinclass.Westronglyrecommendthatyouthinkabouttheexercisesgiveninlecturesand
tutorialsandexperiencesofcreativeand/orpoorquality,communicationthatyoufindinadverts,film,television,books,newspapers,magazines,etc.Asthetopicsare
discussedtherequirementsshouldbecomeclearereachweekbutwillstillrequireyourpersonalinteractionwiththem.Towardstheendyouwillbeaskedtosubmitan
essaybasedonthemostrewardingmaterialinthejournalsandlearnedatanypointinMCOM58312A.Thesubmittedpapershouldbearound(butnotmorethan)2500
wordslongexcludingreferences(NByoumustincludeanaccuratewordcountorwillloseupto10%)andmustaddressthecriteriaontheevaluationsheetbelow.NBfor
leadershipmaterial,andyourindividualleadershipproject,youmaydrawonawiderangeofmaterial(e.g.,family,fulltime/parttimework,halls/flatting,media,sports,
school,social,church,charity,tutorials[inthisorotherclasses]).

Evaluationcriteria:
1.Definingleadership:(30%)
Provideyourdefinitionofleadership(withreasons)
Identifyinyourselfand/orothersanythresholdconcepts(TCs).ATCisanidea,orideasandexperiences,thatmadeyouunderstandleadershipdifferently(e.g.,
leadersaremadenotborn,leadershipisnotaboutcreatingmorefollowersbutaboutcreatingmoreleaders,leadershipisnotaquestionofposition,leadership
isapositionofservicenotpower,Iam,orwillbe,aleader)
ExplainwhatyouunderstoodbytheseTCideas/experiencesandhowtheymadeadifferencetoyouintermsofattitudeandbehaviour
2.Relevanceofreadings/lectures:(40%)
Setouthowyourunderstandthekeyideas/researchthatyouthinkaremostimportantfrom4readingsfromfourdifferentweeks
Saywhyyouthinktheymatter(NBdontrepeatideasfromsectionone)
3.Personalinsightsanddevelopmentplan:(30%)
Referringtoatleast3selfassessmenttests,evaluateyourownstrengthsandchallenges
Describewhatyoulearnedaboutleading,andaboutyourselfasaleader,fromtheleadershipchallengeproject
Setoutapersonalleadershipdevelopmentplantouseyourstrengthsandmeetyourchallenges(remembertoincludespecificthingsyouaregoingtodo)
Groupscenarios(DueDate:Wednesday,15October2014at1:00pm)
ThisitemofassessmentisCompulsory.
ThisitemofassessmentisCompulsory.
Thisassessmentwillhelpyouachievelearningoutcomes3and5.Eachgroupwillproduceandpresentthreescenariosfortheyear2042alonglinestobediscussedin
class.Presentationmustbeaccompaniedbypowerpointnotesslides(orequivalent)andwillallowstudentstodemonstratetheapplicationofamethodrelevant
toleadershipseenasthedomainofthefuture.Itwillbegradedaccordingtothefollowingevaluationsheet(andpleaseremembertomakebigleapsbecausein1972
muchoftodaywouldseemunimaginable):
GroupScenarioProjectEvaluationSheet
Criteria
1. Participation:(25%)
Usesteamswell
Visualaidsaddtoideadevelopment
Hasenergy/humour/insight/inventiveness
Isthoroughlyprepared
Limiteduseofnotes(NOTreadwordforword)
2. Scenario1:(20%)
Hasgoodtitle
Hascredibility
Hasscope
Demonstratesimagination
3. Scenario2:(20%)
Hasgoodtitle
Hascredibility
Hasscope
Demonstratesimagination
4. Scenario3:(20%)
Hasgoodtitle
Hascredibility
Hasscope
Demonstratesimagination
5. Overallimpact:(15%)
Eachscenariodistinctyetlinkedwithotherscenarios
Crediblescenarioaxes
Assesseskindofleadership(e.g.,transactional/transformational)requiredforeachscenario
WrittenLitReviewintroduction(DueDate:Wednesday,30July2014at12noon)
ThisitemofassessmentisCompulsory.
Nofurtherinformationonthisassessmentcomponent.
Required
Recommended
OtherResources
SCHEDULE
SCHEDULE
Time Topics
Week1
Wed16July
Session1Gettingreal:Authenticity,impostersyndrome,andtheartofthepossible
Readings:
01.Hillman,H.(2013).Theimpostersyndrome:Becominganauthenticleader.Auckland,NewZealand:RandomHouse.pp.1516,1923,2533.
02.Zander,R.S.,&Zander,B.(2000).Theartofpossibility:Transformingprofessionalandpersonallife.Boston:HarvardBusinessSchool.pp.2453.
03.Kouzes,J.M.,&Posner,B.Z.(1997).Theleadershipchallenge:Howtokeepgettingextraordinarythingsdonein
organizations(2
nd
ed.).SanFrancisco,CA:JosseyBass.(pp.xv31).

Week2
Wed23July
Session2Leadingthroughresearch:Communication,body,anddiversity
Readings:
04Hackman,M.Z.,&Johnson,C.E.(2009).Leadership:Acommunicationperspective(5
th
ed).ProspectHeights,IL:WavelandPress.(pp.138).
05Cuddy,A.J.C.,Kohut,M.,&Neffinger,J.(2013).Connectthenlead:Toexertinfluence,youmustbalancecompetencewithwarmth.HarvardBusiness
Review,91(7/8),5461.
06Bordas,J.(2007).Salsa,soul,andspirit:Leadershipforamulticulturalage.SanFrancisco,CA:BerrettKoehler.(pp.181205).
Week3
Wed30July
Session3Leadingfutures(1):Scenarios
Readings
07.Schwartz,P.,Leyden,P.,&Hyatt,J.(2000).Thelongboom:Afuturehistoryoftheworld19802020.London:Orion.Pp.255288.
08.Lindgren,M.,&Bandhold,H.(2009).Scenarioplanning:Thelinkbetweenfutureandstrategy.NewYork:PalgraveMacmillan.(pp.2248).
09.Curry,A.(2007).Actingonthefuture.InB.Sharpe&K.vanderHeijden(Eds.).Scenariosforsuccess:Turninginsightintoaction(pp.339371).
Chichester,England:JohnWiley.

Week4
Wed6August
Session4Leadingfutures(2):KouzesandPosner'sresearch
Readings:
10.Kouzes,J.M.,&Posner,B.Z.(2007).Theleadershipchallenge(4th.ed.).SanFrancisco:JosseyBass.(pp.4572).
11.Kouzes,J.M.,&Posner,B.Z.(2011).Credibility:Howleadersgainandloseit,whypeopledemandit(2nd.ed.).SanFrancisco,CA:JosseyBass.
(pp.xi20).
12.Kouzes,J.M.,&Posner,B.Z.(2012).Theleadershipchallenge:Howtomakeextraordinarythingshappeninorganizations(5
th
.ed.).SanFrancisco,
CA:JosseyBass.(pp.100138).
Week5
Wed13August
Session5Leadinginthemoment(1):Appreciativeinquiry,actionlearning,andquestions
Readings:
13.Whitney,D.,TrostenBloom,A.,&Cooperrider,D.(2003).Whatisappreciativeinquiry?Thepowerofappreciativeinquiry:Apracticalguidetopositive
change.SanFranciscomCA:BerrettKoehler.(pp.121).
14.Marquardt,M.J.(2005).Leadingwithquestions.SanFrancisco:JosseyBass.(pp.6383).
15.Marquardt,M.J.,Leonard,H.S.,Freedman,A.M.,&Hill,C.C.(2009).Fundamentalsofactionlearningandhowitworks.Actionlearningfordeveloping
leadersandorganizations:Principles,Strategies,andCases.Washington,DC:AmericanPsychologicalAssociation.(Chapter2,pp.3160).

Week6
Wed20August
Session6Leadinginthemoment(2):Creativestrategyandflow
Readings
16.Kim,W.Chan,&Mauborgne,R.(2004).Blueoceanstrategy.HarvardBusinessReview,82(10),7684.
17.Lafley,A.G.,&Charan,R.(2008).Thegamechanger:Howeveryleadercandriveeverydayinnovation.London:
ProfileBooks.
18.MacLeod,H.(2009).Ignoreeverybody:And39otherkeystocreativity.NewYork:Portfolio.(pp.1428)
Week7beginning
25/08/2014

NOCLASSESTeachingrecess
Week8beginning
1/09/2014

NOCLASSESTeachingrecess
Week9
Wed10September
Session7Leadinginthemoment(3):Emotionalintelligenceandresonance
Readings
19.Goleman,D.(1999).Workingwithemotionalintelligence.London:Bloomsbury.pp.341.
20.Goleman,D.,Boyatzis,R.&McKee,A.(2002).Primalleadership:Realizingthepowerofemotionalintelligence.Boston:HarvardBusinessSchool
Press.pp.331.
21.Boyatzis,R.&McKee,A.(2002).Resonantleadership.Boston:HarvardBusinessSchoolPress.(Chap4,pp.5786).

Week10
Wed17September
Session8Learningfromscience
22.Wheatley,M.J.(1994).Leadershipandthenewscience:Learningaboutorganizationfromanorderlyuniverse.
SanFrancisco:BerrettKoehlerPublishers.pp.16&2532.
23.Gilpin,D.R.,&Murphy,P.J.(2008).Crisismanagementinacomplexworld.NewYork:OxfordUniversityPress.
(pp.2343).
24.Ramo,J.C.(2009).Theageoftheunthinkable:Whythenewworlddisorderconstantlysurprisesusandwhatwe
candoaboutit.NewYork:Little,BrownandCompany.(Chap.3,4163)

Week11
Wed24September
Session9Leadinginthemoment(4):Service,brainresearch,andsmallwinstheory
Readings
25.AllthreechaptersinL.C.Spears&M.Lawrence(Eds.),Focusonleadership:Servantleadershipforthe21
st
century.NewYork,NY:JohnWiley.(pp.
133).
26.Waytz,A.,&Mason,M.(2013).Yourbrainatwork:Whatanewapproachtoneurosciencecanteachusaboutmanagement.HarvardBusiness
Review,91(7/8),102111.
27.Amabile,T.,&Kramer,S.(2011).Theprogressprinciple:Usingsmallwinstoignitejoy,engagement,andcreativityatwork.Boston,MA:Harvard
BusinessReviewPress.(pp.125).
Week12
Wed1October
Session10Leadingwithoutleaders

Week13
Wed8October
Session11Leadingfutures(4):Visionandstories
Readings
28.Fairhurst,G.T.(2011).Thepowerofframing:Creatingthelanguageofleadership.SanFrancisco:Jossey
Bass.(pp.127)
29.Hamel,G,&Breen,B.(2007).Thefutureofmanagement.Boston:HarvardBusinessSchoolPress.(pp.185212).
30.Caywood,E.(2012).Storytelling:Allstoriesaretrue.InC.L.Caywood(Ed.),Thehandbookofstrategicpublicrelationsandintegratedmarketing
communications(pp.781795)(2
nd
ed.).NewYork,NY:McGrawHill.

Week14
Wed.15October
Session12Leadingfutures(5):Scenarios
Groupscenariooralpresentationsdue(NBnoextensionspossibleforthisassignment)

LINKAGESTOOTHERPAPERS
DEPARTMENTALPOLICY
BindingPolicyStatement
Itisthesoleresponsibilityofthestudenttoreadandunderstandanypolicies,laws,rules,orproceduresthatarenotspecificallyoutlinedinthiscourseoutline.Suchpolicies,laws,
rules,orproceduresarecontainedintheUniversityofWaikatocalendarandinthegeneralbylaws,proceduralguidelinesandpolicystatementsoftheuniversity.
PolicyonLateAssignmentsandExtensions
1.
AllassignmentstobesubmittedtotheMSCwillbedueontheduedateatNOON,unlessstatedotherwise.
2.
Workmaybehandedinupto24hourslatewiththefollowingdeductionsapplying:
Day Time Deduction
Duedate Uptoonehourlate 5%*
Duedate Afteronehour 10%
Nextday 512hourslate 20%
Nextday 1224hourslate 30%
3.
Inexceptionalcircumstances,suchasadeathorseriousillnessinthefamily,anextensionmaybegrantedwithoutpenalty.Arequestforsuchanextensionmustbe
accompaniedbyappropriatesupportingevidencesuchasacounsellor'scertificateoramedicalcertificatesignedbyageneralpractitioner(notanurseoradministratorat
theStudentMedicalCentre).Computerbreakdownsarenotconsidered"exceptionalcircumstances".
4.
Requestsforextensionsmustbemadeinwriting,eitherbyemailorontheappropriateformavailablefromthedepartmentaladministrator.Iftherequestisbyemail,the
studentmustensurethatallthedetailsrequiredontheofficialformaresupplied.Requestsforextensionsmustbemadetothecourseconvenorsconcerned.
5.
Theremaybesomeassignmentsforwhichnoextensioncanbeallowed,forexample,whentheduedatecorrespondswithaclasssessioninwhichthecourseworkistobe
usedormarked.Suchassignmentsareclearlynotedinthepaperoutline.
*Percentagesarebasedonpossiblemarks.Forexample,if100marksarepossibleonanassignmentandastudent'sworkwouldhaveearnedan80,butissubmitted30minutes
late,5%(inthiscase,5marks)wouldbededucted,resultinginamarkof75.
PolicyonMarkingMCOMStudents'WrittenWork
Context:MostassignmentsinMCOMcoursesshouldbemarkedforqualityofwritingandpresentation.Thatis,afundamentalpartofbeinganeffectivecommunicatorisclearand
competentwrittenexpression,andascommunicationeducators,weshouldprovideincentivesandfeedbackforstudentstocontinuallyimprovetheirwritingskill.
Goals:Ourgoalswiththispolicyareto(a)encouragecompetentwritingpracticesasappropriateforthestudyofcommunication,and(b)developstudents'writingskillsoverthe
courseoftheirstudy.
Policy:Forsomeassignments,thequalityofwritingistheprimarycriterionformarking.Formostotherassignments,thequalityofwritingorpresentationisimportant,butequally
ormoreimportantistheabilitytodemonstratecommandoftheconceptualmaterial.Fortheseassignments,aclearlydesignatedcomponentonamarkingscheduleshouldbe
allocatedtowritingandpresentation(usuallybetween1030%).Thesamestandardsshouldbeappliedtoeverystudent,NESB(NonEnglishSpeakingBackground)orotherwise,on
allcriteria.Thus,studentswhohaveyettodevelopstrongwritingskills,willbedisadvantagedonthisoneportionofthemarkingschedule,butnotontherest.Ofcourse,ifthe
qualityofwritingissopoorthatithinderstheinstructorfromascertainingwhetherstudentsmeetothercriteria,theirwritingdeficienciesmayinfluencethosemarksaswell.
Therefore,itistheresponsibilityofMCOMstafftoprovideappropriatefeedbacktobuildstudents'writingskills.
Plagiarism
Fullacknowledgmentmustbemadewheneveryouquote,paraphrase,ormerelydrawontheworkofothers.
Plagiarismmeanspresentingasone'sownworktheworkofanother,andincludesthecopyingorparaphrasingofanotherperson'sworkinanassessmentitemwithout
acknowledgingitastheotherperson'sworkthroughfullandaccuratereferencingitappliestoresearchandtoassessment(asdefinedintheAssessmentRegulations)presented
throughawritten,spoken,electronic,broadcasting,visual,performanceorothermedium(Section4,DisciplineRegulations,UniversityofWaikato).
Ifplagiarismisdetectedinyourwork,thentheoffendingpieceofworkwillbereferredtotheUniversityDisciplinaryCommittee.