UNIT OUTLINE - University Of Tasmania University Of Tasmania

BMA328, Leadership in Organisations7Daglish, C & Miller, P 2010, Leadership, understanding its global impact,Tilde University Press,Melbourne.Drucker, P 2005, ‘Managing Oneself’, Harvard Business Review, January, pp. 100-119.Dubrin, AJ 2005, Leadership: second Asia Pacific edition, John Wiley & Sons, Qld, Australia.Dubrin, AJ 2009, Political behavior in organizations, Sage Publications, Los Angeles, USA.Goffee, R & Jones, G 2006, Why should anyone be led by you? What it takes to be an authentic leader,Harvard Business School Press, Boston.Greene, R & Elffers J 1998, The 48 laws of power, Hodder Headline Australia Pty Ltd, New South Wales,Australia.Haslam, SA, Reicher, SD & Platow, MJ 2010, The new psychology of leadership: identity, influence andpower, Psychology Press, London, UK.Nahavandi, PG 2003, Leadership: theory and practice, 3rd edn, Thousand Oaks, California.Pierce, J & Newstrom, JW 2010, Leaders and the leadership process, 5th edn, McGraw-Hill Irwin,Boston, USA.Rickards, T 2005, Dilemma’s of leadership, Routledge, London, UK.Rosenbach, WE & Taylor, RL 2006, Contemporary issues in leadership, Westview Press, Boulder, CO.Skringar, ER & Stevens, T 2008, ‘Evaluation & learning’ (Chapter 10), In Driving change & developingorganisations, 1st edn, Tilde University Press, Prahran, Australia, pp.382-394.Singer, P 2004, ‘Section B Introduction: deciding what is right’, in Ethics, Oxford University Press,Oxford, UK, pp.243-246.Yukl, G 2010, Leadership in organisations, 7th edn, Pearson, Upper Saddle River. (At the end of thisbook there is a very large list of leadership references).Other Resources/SoftwareJournal ArticlesOutlined below is a series of seminal articles on leadership in organisations. These articles can beaccessed through the UTAS library. Many of these are also available on MyLO. These aresupplementary references to the readings list in the Study Schedule.Aasland, MS, Skogstad, A, Notalaers, G, Nielsen, MB & Einarsen, S 2010, ‘The toxic triangle:destructive leaders, susceptible followers, and conducive environment’, Leadership Quarterly. vol. 18,no.3, pp.176 – 194.Ammeter, AP, Douglas, C, Gardner, WL, Hochwarter, WA & Ferris, GR 2002, ‘Toward a political theoryof leadership’, The Leadership Quarterly, vol.13, pp.751-796.Astley, WG & Zajac, E. 1990, ‘Beyond dyadic exchange: functional interdependence and sub-unitpower’, Organization Studies, vol.11, pp. 481-502.Avolio, BJ & Gardner, WL 2005, ‘Authentic leadership development: getting to the root cause ofpositive forms of leadership’, The Leadership Quarterly, vol.16, pp. 315-338.

BMA328, Leadership in Organisations8Awamieh, R & Gardner, WL 1999, ‘Perceptions of leader charisma and effectiveness: the effects ofvision content, delivery and organisational performance’, Leadership Quarterly, vol.13, no. 4, pp. 343377.Baum, JR, Locke, EA, Kirkpatrick, SAO 1998, ‘A longitudinal study of the relation to venture growth inentrepreneurial firms’, Journal of Applied Psychology. vol.83, no. 1, pp. 43-54.Bennis, WG & Thomas, RJ 2002, ‘Crucibles of leadership’, Harvard Business Review, September, 3945.Boddy, CR 2011, ‘The corporate psychopaths theory of the global financial crisis’, Journal of BusinessEthics, vol.102, pp. 255-259.Carney, D 2010, ‘Powerful people are better liars’, Harvard Business Review, vol. 88, pp. 32-33.Collins, JC & Porras, JI 1996, ‘Building your company’s vision’, Harvard Business Review, vol.74, no.5,pp.65-77.Denis, T & Vatcha, N 2005, ‘Charismatic leadership and corporate cultism at Enron: the elimination ofdissent, the promotion of conformity and organisational collapse’, Leadership, vol.1, no. 4, pp. 455480.Drucker, P 2005, ‘Managing oneself’, Harvard Business Review, January, pp. 100-119.Einarsen, S, Shanke Aasland, M & Skogstad, A 2007, ‘Destructive behaviour: a definition andconceptual model’, The Leadership Quarterly, vol. 18, pp. 207-216.Fredrickson, BL 2001, ‘The role of positive emotions in positive psychology’, American Psychologist,vol. 56, no. 3, pp. 218-226.George, JM 2000, ‘Emotions and leadership: the role of emotional intelligence’, Human Relations, vol.53, pp. 1027-1055.George, B, Sims, P, McLean, AN & Mayer, D 2007, ‘Discovering your authentic leadership’, HarvardBusiness Review, February, pp. 129-138.Greenwood, M & Van Buren III, HJ 2010, ‘Trust and stakeholder theory: trustworthiness in theorganisation – stakeholder relationship’, Journal of Business Ethics, vol. 95, pp. 425-438.Hannah, S & Avolio, B 2011, ‘Ready or not: how do we accelerate the developmental readiness ofleaders?’ Journal of Organisational Behaviour, vol. 31, pp. 1181-1187.Hogue, M & Lord, RG 2007, ‘A multilevel, complexity theory approach to understanding gender biasin leadership’, The Leadership Quarterly, vol.18, pp. 370-390.Javidan, M, Dorfman, RW, Sully de Luque, M & House, RJ 2006, ‘In the eye of the beholder: crosscultural lessons in leadership from project GLOBE’, Academy of Management Perspective, vol.20, no.1, pp. 67-90.Levine, DP 2005, ‘The corrupt organization’, Human Relations, vol. 60, pp. 723-740.Liu, H 2010, ‘When leaders fail: a typology of failures and framing strategies’, ManagementCommunication Quarterly, vol.24, pp. 232-259.

BMA328, Leadership in Organisations9Maccoby, M 2000, ‘Narcissistic leaders: the incredible pros and the inevitable cons’, Harvard BusinessReview, vol. 78, pp. 68-77.Martinko, MJ, Harvey, P & Douglas, SC 2007, ‘The role, function and contribution of attribution theoryto leadership: a review’, The Leadership Quarterly, vol. 18, pp. 561-585.Murphy, SE & Johnson, SK 2011, ‘The benefits of a long-lens approach to leader development:understanding the seeds of leadership’, The Leadership Quarterly, vol. 22, pp. 459-470.Padilla, A, Hogan, R & Kaiser, RB 2007, ‘The toxic triangle: destructive leaders, susceptible followersand conducive environments’, The Leadership Quarterly, vol. 18, pp. 176-194.Pekerti, A & Sendjaya, S 2010, ‘Exploring servant leadership across cultures: comparative study inAustralia and Indonesia’, International Journal of Human Resource Management, vol.21, no.5, pp.754-780.Price, TL 2008, ‘Kant’s advice for leaders: “No, you aren’t special” ’, The Leadership Quarterly, vol.19,pp.478-487.Quick, JC, Macik-Frey, M & Cooper, CL 2007, ‘Managerial dimensions of organisational health: thehealthy leader at work’, Journal of Management Studies, vol. 44, no. 2, pp.189-205.Strange, JM & Mumford, MD 2002, ‘The origins of vision: charismatic versus ideological leadership’,The Leadership Quarterly, vol.13, pp.343-377.Stein, M 2007, ‘Oedipus Rex at Enron: leadership, Oedipal struggle and organisational collapse’,Human Relations, vol.60, no.9, pp.1387-1410.Thoms, JC 2008, ‘Ethical integrity in leadership and organizational moral culture’, Leadership, vol.4,pp. 419-442.Tourish, D & Vatcha, N 2005, ‘Charismatic leadership and corporate cultism at Enron: the eliminationof dissent, the promotion of conformity and organizational collapse’, Leadership, vol. 1, pp. 455-480.Turner, JC 2005, ‘Explaining the nature of power: a three-process theory’, European Journal of SocialPsychology, vol.35, pp. 1-22.Uhl-Bien, M, Marion, R & McKelvey, B 2007, ‘Complexity leadership theory: shifting leadership fromthe industrial age to the knowledge era’, The Leadership Quarterly, vol. 18, pp. 298-318.Yukl, G & Lepsinger, R 2005, ‘Why integrating the leading and managing roles is essential fororganizational effectiveness’, Organizational Dynamics, vol. 34, pp. 361-375.Zaleznik, A 2004, ‘Managers and leaders: are they different?’, Harvard Business Review, vol. 82, pp.74-81.

BMA328, Leadership in Organisations10My Learning Online (MyLO)Access to the MyLO online learning environment is required for this unit. The unit has its own MyLOsite. To log into MyLO and access this unit, go to: http://www.utas.edu.au/mylo. To access the unit,select BMA328.For help using MyLO go to http://www.utas.edu.au/mylo.Technical requirements for MyLOMyLO can be accessed via Library computers and in computer labs on campus. r further technical information and help, contact the UTAS Service Desk on 6226 1818 or athttp://www.utas.edu.au/service-desk during business hours.Learning to use MyLOWhen you log into MyLO, you will see a unit called Getting Started with MyLO. Enter this unit to learnmore about MyLO, and to practise using its features.MyLO Expectations1. Students are expected to maintain the highest standards of conduct across all modes ofcommunication with staff and other students. Penalties may be imposed if the Unit Coordinatorbelieves that, in any instance or mode of communication, your language or content isinappropriate or offensive. MyLO is a public forum. Due levels of respect, professionalism andhigh ethical standards are expected of students at all times.2. Submission of assessment tasks via MyLO presumes that students have read, understood andabide by the requirements relating to academic conduct, and in particular, those requirementsrelating to plagiarism. All work submitted electronically is presumed to be “signed-off” by thestudent submitting as their own work. Any breach of this requirement will lead to studentmisconduct processes.3. MyLO is an Internet service for teaching and learning provided by the University. It is expectedthat you check your units in MyLO for updates at least once a day.

BMA328, Leadership in Organisations11Using MyLO for BMA328IMPORTANT! Before you are provided with access to your unit’s MyLO resources, you must completethe Student Agreement form. To do this:1. Access the unit’s MyLO site.2. Locate the Begin Here folder and click on it to open it. You can find the Begin Here folder byscrolling down until you see Content Browser OR by clicking on the Content button.OR3. Once you have opened the Begin Here folder, click on the Student Agreement file.OR4. Read the terms, then check the I agree box. You should now be able to access all availableunit content on MyLO. You only need to do this once in each MyLO unit.Other important resources on MyLOYou are expected to regularly check MyLO for any updates in relation to the unit. MyLO has beenincorporated into the delivery of this unit to enhance your learning experience, by providing access toup-to-date course materials, and allowing for online discussion.In addition to the lecture slides which are uploaded on MyLO on a weekly basis, other unit-relatedmaterials such as supplementary readings and assessment guides can also be accessed on MyLO.You are also expected to engage in active discussion about issues related to the unit through thediscussion forums and chat rooms that are available on MyLO: this is particularly helpful for distancestudents who may utilise the facilities available on MyLO to contact their fellow distance students andform groups to complete any group assessment tasks for this unit. In this regard, MyLO should betreated as the unit's critical platform for learning and communication.

BMA328, Leadership in Organisations12Student Feedback via eVALUateAt the conclusion of this unit, you will be asked to provide online responses to a number of mattersrelating to the learning and teaching within the unit. You are asked to respond honestly to thesequestions, as all information received is used to enhance the delivery of future offerings.Changes to this Unit Based on Previous Student FeedbackSome specific Australian content has been added to the unit and the structure of the content andsequencing of assessment has been more clearly aligned.Details of Teaching ArrangementsLecture/Tutorial ModeLecturesThere will be a series of thirteen 1 hour recorded lectures over the course of the semester, availablethrough the MyLO Learning Hub. These lectures will provide an overview of the topic for the weekand guidance on student-centred activities for the week. Please also refer to the Study Schedule ofthis Unit Outline on page 24 for readings to be undertaken each week prior to attending workshops.WorkshopsThere will be a series twelve workshops commencing in Week 2. These workshops will be two hoursin duration.Distance ModeDistance students will have access to recorded lectures and online workshops activities andassessment tasks. There will also be regular online student support. Please see MyLO for furtherinformation.

BMA328, Leadership in Organisations13Communication, Consultation and AppointmentsTO KEEP UP WITH ANNOUNCEMENTS REGARDING THIS UNITCheck the MyLO Announcement tool at least once every two days. The unit Announcement will appearwhen you first enter our unit’s MyLO site. Alternatively, click on the Announcement button (towardsthe top of the MyLO screen) at any time.WHEN YOU HAVE A QUESTIONOther students may have the same question that you have. Please go to the Ask the Class DiscussionForum on our course’s MyLO site. Check the posts that are already there – someone may haveanswered your question already. Otherwise, add your question as a new topic. Students areencouraged to support each other using this forum – if you can answer someone’s question, pleasedo. We will attempt to respond to questions within 48 business hours. If your question is related to apersonal issue or your performance in the unit, please contact the appropriate teaching staff memberby email instead.WHEN YOU HAVE AN ISSUE THAT WILL IMPACT ON YOUR STUDIES OR THE SUBMISSION OF ANASSESSMENT TASKIf you have a personal question related to your studies or your grades, please contact teaching staffby email.For general questions about the unit, please add them to the Ask the Class Discussion forum on theunit’s MyLO site. This way, other students can also benefit from the answers.A NOTE ABOUT EMAIL CORRESPONDENCEYou are expected to check your UTAS email (WebMail) on a regular basis – at least three times perweek. To access your WebMail account, login using your UTAS username and password athttps://webmail.utas.edu.au/.You are strongly advised not to forward your UTAS emails to an external email service (such as gmailor Hotmail). In the past, there have been significant issues where this has occurred, resulting in UTASbeing blacklisted by these email providers for a period of up to one month. To keep informed, pleaseuse your UTAS email as often as possible.We receive a lot of emails. Be realistic about how long it might take for us to respond. Allow at leastTWO (2) business days to reply. Staff are not required to respond to emails where students do notdirectly identify themselves, are threatening or offensive, or come from external (non-UTAS) emailaccounts.When you write an email, you must include the following information. This helps teaching staff todetermine who you are and which unit you are talking about. Family namePreferred nameStudent IDUnit code (BMA328)QuestionsIf your question is about an assessment task, please include the assessment tasknumber or name.

BMA328, Leadership in Organisations14AssessmentHow Your Final Result Is DeterminedTo be eligible to pass this unit you will need to attain an overall mark of 50% and satisfactorily passeach of the intended learning outcomes for the unit. Details of each assessment item are outlinedbelow.Assessment ScheduleAssessment ItemsDue DateValue/WeightingAssessment Item 1:Study QuestionResponsesAssessment Item 2:Group Activity –Group Presentationand ReportAssessment Item 3:Group Sense Makingand Reflective WritingTaskAssessment Item 4:Argumentative EssayAccumulative acrossthe semester startingin Week 2Weeks 11, 12 and 1315%Link to LearningOutcomesLO 1, LO 2, LO 325%LO 1, LO 2Week 830%LO 2Week 1130%LO 1, LO 3Assessment Item 1 – Study Question ReponsesTask Description:This cumulative task is designed to assist students with their understandingof leadership theories and approaches and being able to recognise itsrelevance to contemporary organisation practice.Each week we will discuss (in the workshops or online via discussion boardfor distance students) two questions that relate to the week’s key topic area.The questions will be available through MyLO. This is an importantopportunity for your emergent thoughts to be surfaced and expressed. Yourperformance will be assessed based on the quality of your contribution tothe discussion.While it is not expected that every student will contribute to each and everyquestion discussion (or be able to), your willingness to raise your ‘hand’,combined with the previous quality of your past comments, will be takeninto consideration when determining the nature and value of yourcontributions. As part of your contribution, you will be expected to refer toat least one (1) of the nominated journal articles noted in the StudySchedule. In essence, your contribution, based on your understanding ofthe journal article and how it relates to answering the question/s underconsideration, is important. Distance students will be required to provideanswers to the weekly questions via a discussion blog on MyLO.Task Length:N/A

BMA328, Leadership in OrganisationsAssessmentCriteria:15The following criteria will be used to assess your performance:0 – 40%Irregular or no contribution to discussions.41% - 70%A consistent effort to contribute across and/or within mostquestions with an attempt to apply theory to practice andcomprehend the personal leadership challenges.71% - 100%A very consistent contribution across and within allquestions with the ability to apply theory to practice andcomprehend the personal challenges of leadership welldemonstrated.Link to Unit’sLearning Outcomes:Learning Outcomes 1, 2, and 3Due Date:Cumulative: Weeks 2 - 13Value:15%Assessment Item 2 – Group Presentation and ReportTask Description:The presentations will be conducte

Leadership in Organisations Semester 2, 2016 . We will achieve our mission by creating collaborative, innovative research, teaching and engagement . Alvesson, M & Spicer, A 2010, Metaphors we lead by: understanding leadership in the real world, Psychology Press, London, UK.