University of Trinidad and Tobago Masters of Health Administration FOUNDATIONS OF LEADERSHIP September 12 Th, .

Oct 3rd, Oct 31st, Nov 21st, Dec 12th, 2009 Instructor Contact Information Judith Morrain Webb judith.morrain-webb@utt.edu.tt, judithmorrain@msn.com 1 868 642 -8888-21440 1 868 776 4076

Foundations of Leadership
Course Description Organizations rely on leaders to set direction, envision the future and accomplish goals.

The underlying premise of this course is that the exercise of values driven, principled leadership enables organizations and their members to be effective and adaptive in order to achieve their desired results. More than ever before, health care and related organizations [e.g. hospitals, health service systems, government agencies, pharmaceutical, laboratories, information technology, consulting, etc.] and their leadership are required to revitalize and transform themselves in the face of continual change. The purpose of this course is to help develop an understanding of the role of the organizational leader, while focusing on the essential knowledge and skills required. It has been designed for people from different backgrounds who have an interest in leadership as well as those with management and leadership experience who seek to strengthen their ability to lead in a complex and changing world. The course is designed to provide a framework for understanding the process of working effectively with and leading others. Much, emphasis will be placed on the development of a personal leadership philosophy and approach to the practice of leadership. Examples will be drawn from a variety of disciplines and presented as a seminar .Drawing from a variety of disciplines. Course Objectives:
Upon completing the course, students will be able to: Explain the nature of organizational leadership and the essential knowledge and skills that this role requires Explain the impact leaders have on organizational direction and success. Describe and assess how effective leadership is determined Explore their personal leadership characteristics and potential, and be consciously competent to use this self - knowledge to enhance existing leadership strengths and to acquire new leadership skills

This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

Recognize and analyze the ethical dimensions of leadership and use basic ethical principles to make decisions Explain principles and theories of change and apply them to current health sector issues and challenges Describe principles of group dynamics and collaboration and apply them to improve group effectiveness Describe the elements of power and influence and be able to apply them to the development of an organizational strategy Create a personal philosophy and approach to the practice of leadership and be able to apply it to their current work situation Text Sheinberg, A., D.L. Sheinberg, & R. Kumari, (2005). Practicing Leadership: Principles and Applications, 3rd Ed. New York: John Wiley & Sons.

Articles and Recommended Readings All articles and recommended readings are listed in the course agenda. Students are expected to complete all of the readings required for each class session. The material from the readings will not be specifically covered in class; these readings are considered an independent part of the learning experience and will enable participation in class discussions and activities as well as completion assignments. Academic Integrity Students are obligated to refrain from acts that they know or, under the circumstances, have reason to know will impair the academic integrity of the University. Violations of academic integrity include, but are not limited to: cheating; plagiarism; unapproved multiple submissions; knowingly furnishing false or incomplete information to any agent of the university. Attendance and Lateness Students are required to attend all class sessions four days of this course. . Absence and lateness are unacceptable and the students grade will be penalized as a result... Students are expected to arrange their schedules so they are in class -- on time -- each day. Student Evaluation Leader Interviews 25% Personal Best Leadership Case Study 25% Leadership Philosophy and Practice Paper 40% Class Participation 10%

2 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

ASSIGNMENT DESCRIPTIONS Assignment #1: Leader Interview (25%) The courses objectives are focused on improving your understanding of the roles of leaders and their effectiveness in organisations that they lead. If you could come away from this course with a better understanding of a particular aspect of leadership, what one question would you like to explore? A useful way to accomplish this goal and increase your understanding of the realities of being in the leaders chair is to have focused conversations with individuals in formal leadership roles. You can also use the information gleaned from the taped CEO interviews which will be shared with you in class. Directions: Part 1: Your Personal Leadership Interest Identify an area of interest in leadership or a leadership issue that you would like to explore more fully to gain a deeper understanding. Compose a question that reflects your interest and what you would like to learn. Then write 500 words, double-spaced paper explaining your interest in this aspect of leadership. You may wish to cite current literature and research in the leadership arena in addition to drawing on your own ideas and experience. Part 2: Leader Interview Select an individual in a leadership role with whom you would like to explore your area of interest. Your interview should have duration of at least 30 minutes in which you have a conversation on the agreed question. You may wish to share the question with your interviewee in advance. After the interview, summarize the experience in a 1500 word paper using the following guidelines: o Describe the focus and goal of your interview o Identify the primary issues that were discussed o Discuss areas of your agreement and disagreement with the interviewee o How did this conversation help to answer your focus question and contribute to your deeper understanding of your area of interest? o What have you learned from this experience? o What further question[s] you would like to explore about leaders and leadership as a result of this assignment? o . . Submission Guidelines: Double-spaced. Submit both electronic and hard copy [filename: Your last nameleadinterviewpaper.] prior to the seminar and bring a hard copy with you to class. Be sure your name and the date is on your hard copy.

3 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

ASSIGNMENT #2 Group assignment: Personal Leadership Good Practice Case Study and Group Presentation (25%) The purpose of this assignment is to give you the opportunity to integrate your study of leadership with personal leadership experiences in your work or life. It must reflect an example of effective Leadership in action. Y. The presentation should reflect a thoughtful description and analysis of the experience you select and demonstrate a grasp of the meaning and role of leadership. The class will be divided into small groups. You will have 10 minutes to present Leadership Experience in your small group. Further directions will be provided in class. In order to receive full credit for this assignment, you must be present for this class. DUE: Submission Guidelines: In sharing your experience the paper should be equally balanced between, providing description of l a good practice example of t leadership and to a discussion of what you learned from this experience and how you have applied it or will apply it in your work life.

ASSIGNMENT #3: Leadership Philosophy and Practice Paper (40 %) The course is designed to provide an opportunity for you to examine leadership through a personal lens in order to develop your own leadership model. The purpose of this assignment is to answer the overarching question, What is leadership and how do I intend to practice it in an organizational setting? The text, Practicing Leadership provides the framework of questions on page 271. Do not answer these questions individually but use them as your guide to creating your own narrative. Learning about leadership is in essence learning about you. This is a personal paper in which you are also expected to demonstrate your knowledge of the course contents and your own supplemental reading. This should not be a theory paper which extols the virtues of the perfect leader. About resources/references. My expectation is that you will use accessible resources, from readings I have provided and others that you may have found interesting and useful. As you read the assigned chapters in the text and again when you have completed the book, go to chapter 15 and read the related chapter sections and then the whole of Chapter 15. Table 15-1 is a fine summary of the text and provides a framework from which to begin to formulate your opinions and perspectives. My suggestion that taking notes during class and journaling after class about your insights and interpretations of the topics/issues covered during our class discussions are useful activities for the completion of this final paper. The chapters in the book are brief and my expectation is that you take time to read them and think about the perspectives, models and questions provided. In addition, the questions in Figure 15-1 are designed to be helpful in providing guidelines for thinking about how you think about leading. I have no litmus test for what makes a good personal leadership philosophy except that it is thoughtful, represents a foundation of knowledge beyond what is said in class. In response to the number of references expected in this 4 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

paper. I have provided 21 articles/readings some required and some recommended. The references in the text also provide some excellent reading recommendations. I expect you will use no less than five references for this paper. You may use class readings for ONLY 20% of these references. Websites and web blurbs are not considered references for graduate papers. Keep in mind this is not a leadership research paper but you are studying leadership to derive your personal philosophy and approach, to improve your personal and professional effectiveness and to become more entrepreneurial at work.

DUE: Deliverable: 3000 words - double-spaced not including bibliography/end notes. Format: This paper should exemplify graduate-level writing, be well organized and clearly written. Your selection and use of references will help provide a gauge of the depth of your subject matter knowledge and the quality of your inquiry. Electronic submission filename: lastnameleadershipfinal Submission Requirements for ALL Written Assignments All written assignments should be submitted in hard copy at the beginning of class on the date and time the assignment is due to Student Services as well as in soft copy to my email address (judith.morrain-webb@utt.edu.tt, judithmorrain@msn.com alternate address) on the same date and time. It is highly recommended that students do not to leave the writing and printing of their assignments to the last minute. Each hard-copy written assignment should have a cover page with the students name and Identification number, date, name of assignment, name and code of course. Late assignments will be penalized for each day they are late. Late assignments, more than three days overdue will not be accepted after .Students t will receive an F.

CLASS PARTICIPATION (10%) Leaders are individuals who are actively engaged in inquiry and the pursuit of knowledge. Due to the topical nature of this course, it is expected that you complete all readings and other preparation required for class assignments, actively participate in and attend all class sessions and be on time. A Demonstrates consistent attendance, preparation and participation in all class activities and discussions. Consistently demonstrates insight by asking questions, making statements that add to and facilitate class discussion, builds upon other students comments in class. Demonstrates consistent attendance, preparation and participation in all class activities and discussion. Occasionally demonstrates insight by asking questions, making statements that add to and facilitate class discussion, builds upon others comments in class.

5 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

Demonstrates inconsistent attendance, timeliness and/or preparation in class activities. Is not always prepared. Only occasionally participates in class discussions. Demonstrates consistently poor attendance, timeliness and preparation. Consistently fails to fully participate in class activities.

D or F

DATE

COUSE AGENDA & SCHEDULE TOPICS CLASS ASSIGNMENTS Foundations of Leadership Setting the Stage: Leadership and Change. Video : Leadership in Action Interviews with two CEOs The Character of Leadership Leadership Effectiveness: Process or Outcome Nature vs. Nurture Debate The Vision Thing: Leading Change The Ethical Imperative of Leadership Defining Ethical Leadership Balancing Ambition, Competence and Integrity Clarifying Your Values Considering Your Philosophy of Leadership Activities The Parable of the Sadhu: Dealing with a Moral Dilemma Health Care Challenges on the Horizon: Ethical Implications for Leaders READINGS Text: Practicing Leadership: Principles and Applications [PLPA] Chapters: 1, 2, 3, 7 & 9 Drucker, P.F. Managing Oneself. Harvard Business Review, Jan 2005, v83, i1, pp.100-109. Piper, L. E. Ethics: The Evidence of Leadership. The Health Care Manager, July/Sept 2007, v26 (3), pp 249-254 McCoy, B.H. The Parable of the Sadhu. Harvard Business Review, Sept/Oct 1983, Use Guided Reading Questions Ch. 2: A Guide for Ethical Decision Making Which of these approaches best fit with your personal model of ethical leadership? Ch, 7 Of the various philosophers and philosophies discussed in Ch.7, who/which do you most identify with? Why? What is the relationship, if any, between your responses to these two questions? Recommended/Not Required Brett, J., K. Behfar, & M.C. Kern. Managing Multicultural Teams. Harvard Business Review,

6 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

Multiculturalism and Diversity Defining Multicultural Literacy Gender & Leadership Implications Dealing with Differences

Nov2006, v84 i11, pp.84-91 Bruhn, J. G. Looking Good, But Behaving Badly: Leader Accountability and Ethics Failure. The Health Care Manager, July/Sept 2005, v24, i3, pp. 191-199. Javidan, M., P.W. Dorfman, M.Sully de Luque, & R. House. In the Eye of the Beholder: CrossCultural Lessons in Leadership from Project GLOBE. Academy of Management Perspectives, Feb 2006, pp.67-90.

Leadership Knowledge and Style: Building Your Repertoire Current Approaches to Studying Leadership Emotional Intelligence and Leadership Activity Assessment Tool Emotional and Social Competency Inventory Personal Best Leadership Experience Small Group Presentations Leading Change How leadership is integral to effective change o Looking through the eyes of the leader o Implementing a vision o The complexities of leading change o The politics of change o Using communications strategically Leading Teams

READINGS PLPA: Ch. 4, 11 & 12 Garvin, D.A. & M.A. Roberto. Change Through Persuasion. Harvard Business Review, Feb 2005, v83, i2, pp. 104-113. Goleman, D. What Makes a Leader? Harvard Business Review, 2004 V82 i1, pp.82-91 Kotter, J.P & L.A. Schlesinger. Choosing Strategies for Change. Harvard Business Review; Jul-Aug 2008, v86 i7/7, pp.133-139. Kotter, J.P. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, MarchApril 1995, pp. 59-67 Recommended/Not Required Goleman, D & R. Boyatzis. Social Intelligence and the Biology of Leadership. Harvard Business Review, Sept 2008, v86, i9, pp. 75-81.

READINGS

7 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

 Leading Teams Leaderless Teams What Differentiates High Performing Teams Leadership and Power Developing an Influence Network Personal vs. Position Power The Art of Persuasion Organizational Politics Impression Management

PLPA: Ch. 8, 10 & 13 Article Boan, D. and F. Funderburk. Healthcare Quality Improvement and Organizational Culture. Delmarva Foundation, Nov 3, 2003, pp. 1-18. Katzenbach, J.R. & D.K.Smith . The Discipline of Teams. Harvard Business Review, July 2005, v.83 i7, pp.162-171. McClelland, D.C. & D.H. Burnham. Power is the Great Motivator. Harvard Business Review, Jan 2003, v81 i1, pp.117-126.

Activity Positive Politics -- Strategy Development

Waldman, J. D., H.L. Smith, and J.N. Hood. Corporate Culture: The Missing Piece of the Healthcare Puzzle. Hospital Topics, v81 n1, Winter 2003, pp. 5-14.

Organizational Culture Defining Organizational Cultural The Potency of Organizational Culture Relationship between Organizational Culture and Performance Activity Organizational Culture Assessment Leadership Development What, How, and Where Activity Discussion/Debate using Buchanan, et al, article. Leader Interviews Small Group Presentations 8 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

READINGS Buchanan, D. et al. Leadership Transmission: A Muddled Metaphor. Journal of Health, Organization and Management, v21 n3, 2007.

Journals and Periodicals Academy of Management Perspective Academy of Management Review Administrative Science Quarterly Applied Behavioral Science Journal Administrative Science Quarterly Applied Behavioral Science Journal California Management Review Group and Organizational Studies

Journals and Periodicals Harvard Business Review Health Care Management Review Human Relations Journal of Management Development Leadership Quarterly Leadership and Organization Development Journal MIT Sloan Management Journal Organizational Dynamics

LEADERSHIP GOOD PRACTICE EXAMPLE A PERSONAL CASE STUDY DIRECTIONS 1. Think about all the leadership experiences that you have had in your life. You have had many leadership experiences in your life, both personal and professional. Reflect on them as you would if you were reviewing a movie or hearing a recording of your personal leadership history. Some of these experiences will undoubtedly emerge as examples of good experiences. Select just one of these experiences for this exercise. Spend some time getting a clear mental picture of the experience. Reflect on it in order to get as vivid an image as possible. Once you have recalled and reviewed your personal best experience, turn to the following pages and respond to all the questions in a narrative format.

2. 3. 4.

A "personal best" experience is an event (or series of events) that you believe to be your individual standard of excellence. It is something you use to measure yourself by -- a time to look upon one of your peak experiences. You have been involved in many experiences in your life. For purposes of this exercise, focus on those in which you were the leader. You might use these criteria to select your leadership experience:

9 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

1.

Your leadership experience does not need to be restricted to a time when you were an appointed or selected leader. It can be a time when you emerged as the informal leader. 2. The experience can be one that occurred within an organization that you may have been employed in or are currently employed. 3. It could have occurred in a professional organization, service club, the military, a school, the family, church or any other setting. 4. Let it be any time when you felt that you performed at your very best as a leader. __________________________________________________________________ THE SITUATION 1. 2. 3. 4. Where did this take place (name of the organization, division, and so on)? When did this take place? How long did it take to complete from start to finish? Who initiated this project? If you did, indicate your title and function at the time. If someone else did, what was this person's relationship to you (supervisor, peer, outsider, etc.)? Who else was involved, either directly or indirectly in the experience? It is not necessary to name everyone. Please just indicate their functional areas and whether they were supervisors, fellow employees, associates, and so on. What was your specific role or position in this experience? What were the actual results that were achieved, both quantitative and qualitative? If applicable, indicate any awards, bonuses, or other special recognition that you and/or others received.

5. 6. 7.

OPPORTUNITIES AND CHALLENGES 1. 2. 3. 4. If you were the one to initiate the project or situation, why did you want to do it? If someone else asked you to take on this project, what made you believe you could do it? What did you do, if anything, to challenge the status quo, the existing ways of doing things? What changes did you make? What innovative or novel things did you do? What risks did you take? How did you challenge others to attain high levels of performance, to excel, or to do better than ever before? As best as you can recall, how would you describe your feelings at the beginning of this experience? How did you feel immediately after accepting or initiating this project?

DESTINATIONS

10 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

1. 2. 3. 4.

As you looked forward to the time when the project would be completed, what did you dream that you would accomplish? What was your ideal outcome, your vision, your fondest wish for the project? If you used any slogans, metaphors, catchy phrases, logos, or symbols to describe your dream or vision, what were they? How did you persuade or sell others on your vision? What did you say or do to convince them that they ought to enlist and sign up? How did you build a sense of enthusiasm and excitement for the project?

INVOLVEMENT 1. 2. 3. 4. 5. How did you involve others in planning and decision making? What special methods or techniques, if any, did you use? How did you build a team out of the individuals who worked with you? What special methods did you use? How did you foster cooperation and collaboration among those whose support you needed, even if they didn't formally work with you? How did you develop trust and respect among those who worked with you during the experience? How did you help your team members to feel strong and capable?

LEADER ACTIONS 1. 2. 3. 4. During this experience, what were the values that you believed should guide everyone's actions? What were the standards to which everyone was accountable? How did you show others that you were serious about these values and standards? Specifically, how did you "lead by example"? What systems and structures did you use to plan, organize, or control the project? What unusual or dramatic actions, if any, did you take to pay attention to important aspects of the project?

ENCOURAGEMENT 1. 2. 3. 4. How did you and your team members celebrate your achievements and accomplishments? What festive events, if any, did you have? How did you recognize individual contributions? Did you use any special incentive systems or recognition programs? If applicable, how did you inform the rest of your organization about your group's accomplishments?

11 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008

LEADERSHIP LESSONS 1. 2. 3. 4. What did you learn about leadership style and practice from this personal best leadership experience? If you were going to teach someone else about leadership on the basis of your own personal best experience, that lessons about leadership would you pass on to them? What would you tell others to do to be an effective leader? Of all the things that contributed to your success, what was the most important contributor? What action or attribute made the most difference? If you were going to contribute one quotation of your own, one personal saying, to a book about leadership, what would that quotation be?

Source: Kouzes, James M. and Barry Z. Posner. The Leadership Challenge.3rd Ed. San Francisco: Josses-Bass Publishers, 2002.

12 This Course Outline is adapted from materials used by A.M. Grundlach in the previous delivery of this course during the academic year 2007-2008