BIK 2945 Leadership. Theory and Practice
Leadership is a concept that we use in everyday speech and hence are familiar with or have opinions on. Many have taken om tasks or a role that involves leadership and many have been subject to leadership.
Leadership. Theory and Practice is a course that describes and discusses leadership both from a historical perspective, and from the perspective of how management and leadership can be described and applied today. By way of theories based on various views of leadership, students acquire an insight into many complex factors when practising the leadership role. In conclusion, there is a discussion on leadership challenges such as further digitalization, new employment terms and innovative business sectors, for instance the adventure industry.
The students shall gain an insight into, and knowledge of the meaning of the terms management and leadership. This involves becoming familiar with the theoretical bases for these terms and how theory can be transformed into practice. They shall learn that the leadership role is a complex interaction, this entails that there is no simple definition of leadership or how it can be practised. This requires an insight into basic theories, models and methodological aspects of leadership.
The students shall be able to analyse situations and apply relevant models and theories on leadership in assignments and case studies that are handed out or that they have chosen themselves. Relevant theories must be applicable for actual or realistic problems that concern leadership and the leadership role.
The students shall be able to understand and reflect on the consequences of leadership and management in their own practice from a general perspective, which in addition to the interpersonal aspect, shall consider ethical dimensions such as sustainability and corporate social responsibility.
- Leadership – a historical perspective
Perspectives on leadership
- Theoretical platforms
- Traditional and more recent definitions
- Situational leadership
- Transformational leadership
Organizational conditions for leadership
Leadership – personal and functional
- Good and poor leadership
- The employees’ views on leadership
- Digital leadership
- Leadership in the adventure industry
- Fresh leader
- A Norwegian leadership model
- Gender and leadership
The course includes various forms of learning: lectures, literature studies, preparations, student presentations and various forms of digital resources and student supervision. Teaching sessions include lectures that cover the main elements of the course, digital learning resources and supervision. Students are expected to participate actively and take part in what was planned at the beginning of the semester.
Higher Education Entrance Qualification.
|Exam category||Weight||Invigilation||Duration||Grouping||Comment exam|
Form of assessment:
Internal and external examiner
Examination when next scheduled course
|100||No||72 Hour(s)||Individual||Individual 72 hours home exam, counting 100%.|
|Form of assessment:||Written submission|
|Comment:||Individual 72 hours home exam, counting 100%.|
|Exam code:||BIK 29451|
|Resit:||Examination when next scheduled course|
|Workload activity||Duration||Type of duration||Comment student effort|
|Teaching||28||Hour(s)||Kurset gjennomføres med 24 - 28 timer undervisning i klasserom.|
|Group work / Assignments||148||Hour(s)||148 - 152 timer.|
|Comment:||Kurset gjennomføres med 24 - 28 timer undervisning i klasserom.|
|Workload activity:||Group work / Assignments|
|Comment:||148 - 152 timer.|
A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 7,5 ECTS credit corresponds to a workload of at least 200 hours.
|Birkinshaw, Julian; Poulsson, Poul Henrik||2014||Bli en bedre sjef: hvorfor god ledelse er så vanskelig||Cappelen Damm akademisk|
|Kirkhaug, Rudi||2015||Lederskap: person og funksjon||Universitetsforl|
|Kvålshaugen R og Wennes G .||Historisk tilbakeblikk på organisere og lede som fagområder||Historisk tilbakeblikk på organisere og lede som fagområder||2012||Fagbokforlaget||Kap. 9 Organisere og lede. Dilemmaer i praksis.|
|Thompson, Geir||Situasjonstilpasning som ledelsesstrategi||Situasjonstilpasning som ledelsesstrategi||Kapittel 8, s. 152-178|
|Geir Thompsen||2010||Transactional and transformational leadership||Transactional and transformational leadership||kap 3, 96-126. in Leadership in Search of Effective Influence Strategies.|
|Northouse, P.G||2016||Gender and Leadership||Gender and Leadership||kap. 15 I Leadership. Theory and Practice.|
|Sannes, Ragnvald; Andersen, Espen||Er norske bedrifter digitale sinker?|
|Joseph Pine II, B.; H. Gilmore, James||2014-01-14||A leader's guide to innovation in the experience economy|
|Tor Grenness||2012||På jakt etter en norsk ledelsesmodell|
|Frode Dale||2015||Livet som ny leder|
No importance set
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