MBA 2399 Leadership Development
MBA 2399 Leadership Development
The previous modules have focused on different types of managerial knowledge that are required for optimal performance in international business organizations. The students should thus have become familiar with both basic and advanced perspectives on the several facets of the job of a versatile business leader.
In this final module, we will emphasize the importance of understanding leadership and leadership development. To become effective leaders, especially in a global context, students must develop self-awareness and learn to influence employees, co-workers, and other stakeholders. The module focuses on the fundamentals of leadership and leadership development - both intrapersonal and interpersonal. The emphasis is on how to lead people effectively in changing times and diverse contexts.
Students in this course should acquire knowledge about a number of topics related to leadership and leadership development.
Upon completion, the student will be able to:
- Explain theories describing the relationship between organizational performance and leadership.
- Explain theories related to interpersonal relationships and influence in leadership contexts.
- Explain theories concerning individual dispositions and leadership styles.
- Explain and critique the multifaceted phenomenon of failing leadership, including the 'dark side' beyond mere competence issues.
- Evaluate how leadership relies on culturally determined socio-economic systems and critique this reliance.
- Explain why globally effective leaders must remain versatile in shifting contexts.
Upon completion, the student will be able to:
- Make informed choices of behavior as leaders.
- Analyze how personality and culture influence leadership decisions and outcomes.
- Conduct coaching conversations with employees and colleagues.
- Adopt a critical approach in evaluating other individuals for their leadership potential.
- Plan and program leadership development activities for their own organizations or purchase such activities in an informed manner from third-party providers.
Upon completion, the student will be able to:
- Recognize and develop shortcomings in oneself and others to strengthen teams, organizational culture, and general performance.
- Formulate a personal leadership development plan, integrating continuous leadership development activities.
- Critically evaluate intrapersonal and interpersonal aspects of leadership and leadership development.
The course includes, but it not limited to, the following content:
- Theories of leadership
- The issue of leadership effectiveness
- Cross-cultural leadership and leadership in global contexts
- Theories of individual dispositions, with an emphasis on the five-factor model of personality
- Assessment of personality and its relation to leadership
- Emotional intelligence
- Research on leadership training and coaching
- Training in selected leadership skills
Active participation from the students is essential in this course.
The course is conducted as a teaching module, where students have classes all day for four subsequent days, a total of 32 hours.
Assessment:
The students are evaluated through an individual written assignment called "personal leadership development plan" weighing 70% and a group assignment based on a presentation made in class, weighing 30%.
Candidates may be called in for an oral hearing as verification/control of written assignments.
The course is a part of a full MBA and examination in all courses in the MBA programme must be passed in order to obtain a certificate for the MBA degree.
In all BI Executive courses and programmes, there is a mutual requirement for the student and the course responsible regarding the involvement of the student's experience in the planning and implementation of courses, modules, and programmes. This means that the student has the right and duty to get involved with their own knowledge and practice relevance, through the active sharing of their relevant experience and knowledge.
Granted admission to the BI-Fudan programme. Please consult our student regulations.
Disclaimer
Changes in exam type can be made until the course starts. In addition, unforeseen events or external conditions may call for deviations in teaching and exams.
| Assessments |
|---|
Exam category: Submission Form of assessment: Submission PDF Exam/hand-in semester: First Semester Weight: 70 Grouping: Individual Duration: 3 Week(s) Comment: Individual leadership development plan, weighing 70% of the final grade. The individual leadership development plan has to demonstrate substantial independent thinking and in-depth personal reflection. Exam code: MBA 23993 Grading scale: ECTS Resit: Examination when next scheduled course |
Exam category: Submission Form of assessment: Submission PDF Exam/hand-in semester: First Semester Weight: 30 Grouping: Group (5 - 10) Duration: 5 Day(s) Comment: Group assignment, weighing 30% of the final grade. The students submit a PowerPoint presentation, in pdf format, based on the presentation made in class. Exam code: MBA 23994 Grading scale: ECTS Resit: Examination when next scheduled course |
All exams must be passed to get a grade in this course.
| Activity | Duration | Comment |
|---|---|---|
Teaching | 32 Hour(s) | |
Student's own work with learning resources | 40 Hour(s) | it is necessary for the students to read the recommended articles in advance. They will also have to read cases on their own. |
Seminar groups | 20 Hour(s) | The students need to meet up in groups to prepare their own assignments. |
Examination | 20 Hour(s) | The students are required to write their own leadership development plan. This plan consists partly of reflections on the course activities in the classroom, partly of reflections on the course literature, and partly (most importantly) of applications of the learning in the course on the students' own work situation and career challenges. |
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 4 ECTS credit corresponds to a workload of at least 110 hours.
