Session1: Leadership Discovery Shailendra Singh,Ph.D.
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Session1: Leadership DiscoveryShailendra Singh,Ph.D.
Objectives
At the end of the course the students are expected to gain insights into:
(a) What are the foundational values that determine leadership behavior?
(b) Action choices for leaders who have to engage in adaptive work in organizations.
(c) Development and dispersal of leadership within organization and community.
Our Approach
Improve own leadership skills through experience, reflection, practice and feedback
LE: Riding a bicycle: Reflective observation -
Thinking about leadership and watching another person exercising leadership
Abstract conceptualization - Understanding the theory and having a clear grasp of the leadership concept.
Concrete experience - Receiving practical tips and techniques from a Leadership expert
Active experimentation – Exercising various choices among leadership behaviour
Text Book
Northouse, P.G. (2013) Leadership: Theory and Practice ( 6th ed. ) New Delhi: Sage (Text)
Rowe, W.G. & Guerrero, L.(2013). Cases in Leadership. New Delhi: Sage (R &G)
Evaluation Scheme
Quiz/Assignments/Projects 40%Two Quizzes : 15 Marks Assignments, Class Participation
and Presentations: 10 Marks Project : 15 Marks
End-Term Examination 60%Conceptual and Cased Based Examination
Session PlanSession Topic Readings*
1-2 Introduction to Leadership: What Leaders Really Do? Chapter 1 Text & Poly Copy
3 Traits, Motives, and Characteristics of LeadersCh 2. A New Executive Director(R&G)
Chapter 2 Text
4-5 Emotional Intelligence and Leadership Poly Copy
6 Skills Approach to LeadershipCh3. Performance Coaching: Darcy Gallagher Role (R&G)
Chapter 3 Text
7 Styles Approach to Leadership Ch 4. Consultancy Development Organization (R&G)
Chapter 4 Text
8 Situational Approach to LeadershipCh 5. A Bomb in Your Pocket? Crisis Leadership at Nokia (R&G)
Chapter 5 Text
9 Contingency Theory of LeadershipCh 6. Transkin Income Fund: Leading Entrepreneurial Teams (R&G)
Chapter 6 Text
Session PlanSession Topic Reading
10 Path-Goal Theory Ch 7. General Electric: From Jack Welch to Jeffrey Immelt (R&G)
Chapter 7 Text
11 Leader-Member Exchange TheoryCh 8. of Medicine: Enhancing and Developing a High-Performance Culture (R&G)
Chapter 8 Text
12 Transformational LeadershipCh 9. Douglas Fine Foods (R&G)
Chapter 9 Text
13. Servant LeadershipCh.10 Veja: Sneakers With a Conscience (R&G)
Chapter 10
14 Authentic and Ethical LeadershipCh.11 Organization, Founder and Clientele Transformation at VGKK (R&G)
Chapter 11 and 16 Text
15 Team LeadershipCh12. Chuck MacKinnon
Chapter 12 Text
16 Strategic Leadership Chapter 13 (R&G)
17-18 Indian and Cross-cultural Leadership Chapter 15 Text and Poly Copy
19-20 Project Presentations & Integration
Your Expectations from the Course
Expectations from the Course
Leadership Introspection
Who inspired you the most in your life?What behaviour/values of that person inspired you?Your definition of Leadership?Think about your finest moments as a leader, in word
and deed – what are you most proud of? How would you like to be remembered by those who
work for and with you (what would you like for a leadership legacy)?
Discuss in a Group of five.Present Before the Large group.
Your Views on leadership
Inspirational Leader
Behaviour/Values
Your Definition of Leadership
Your Leadership Legacy
Thank You