APPLIES TO ACADEMIC YEAR 2013/2014

BMP 2400 Leadership and coaching. Methods and Tools

Responsible for the course
Morten Emil Berg

Department
Department of Leadership and Organizational Behaviour

Term
According to study plan

ECTS Credits
30

Language of instruction
Norwegian

Introduction
Leadership - Practical skills
Leaders as well as employees possess great resources and "hidden" talents, but often fail to develop their full potential on their own. Many people practice "negative self-talk" which work against themselves and use mental models that are flawed. The old “command and control” theories in managent must be replaced by I new forms of leadership and leadership methods. Employees need skilled leaders who will challenge and support them in achieving important personal and organizational goals.
Coaching implies asking powerful questions, listening, suggesting alternative options, challenging for action, giving feedback and contributing to enhance self-efficacy. We will present and discuss numerous practical tools, e.g.conflict management, personal efficiency, strategies for stress coping, feedback, cognitive leadership and emotional intelligence. Main themes are the leader as coach and development of a coaching culture.

Learning outcome
Knowledge
After having completed the course, participants should have:

1. Understanding of a fundamental frame of reference with regard to leadership
2. Knowledge of the five levels of leadership: Ideological, strategic, administrative, operative and self-leadership
3. Knowledge of various approaches, methods and specializations in coaching
4. Awareness of success criteria and pitfalls in coaching
5. Understand what coaching as a leadership style might imply

1. Able to use at least 10 tools from “the toolbox for leaders and coaches”
2. Greater awareness of your personal emotional intelligence and use these skills in practical situations
3. Identify, use and strengthen your signature-strengths
4. Skills in having coaching conversations
5. Apply a leader as coach approach and help employees and teams to succeed.
6. Create an action plan, how to develop your leadership role to include coaching as part of your toolbox

1. Altruism. Helping employees and customers to succeed
2. Contribute to the development of your employees` signature-strenghs and help them live a life characterized by meaning
3. Reflection on your personal signature-strengths and attainment of an ethical balance
4. Possess a constructive, critical approach to theories and tools in leaderhip and coaching. Awareness of both positive and negative implications/consequences of these theories and tools.

Course session 1: Me as leader. Theories and models
Having completed the course, participants should
• See the big picture of modern leadership
• Be able to analyze your personal situation as leader
• Be inspired by positive psychology when acting as leader and coach

Course content:
• Leadership roles: "Ideologue". Strategist. Social architect. Team developer. Coach
• Five levels of leadership
• Situational leadership and two dimentional leadership
• Transactional leadership and transformational leadership
• Positive psychology: Signature-strengths

Compulsory reading:
Berg,( 2008). Ledelse: verktøy og virkemidler. (Kap. 1-3, 9 og 10)
Lindley m.fl.(2010) (ed.): Oxford Handbook of Positive Psychology and Work. (Kap. 1, 8, 9, 17 og 18)

Course session 2: Coaching and coaching as leadership style
Having completed the course, participants should have
• Gained a thorough insight into coaching: method and content
• Skills and some practice in coaching conversations
• Experienced progress in development of your emotional intelligence

Course content
• Coaching and related subjects such as mentoring, counselling, therapy, leadership
• Conducting coaching, step by step
• Methods: Behavioural, cognitive, humanistic and existensial coaching
• Specializations: Executive coaching, peer coaching, emotional coaching, self coaching, life coaching
• Emotional intelligence: Self awareness and empathy. Self leadership and leading of relations. Ethical issues and considerations

Compulsory reading:
Berg,(2006). Coaching: Å hjelpe ledere og medarbeidere til å lykkes (Chapter 1 - 8)
Hargrove.( 2008). Masterful coaching. (Forord. Introduksjon. Kap. 1 - 5)Lindley m.fl.(2010) (ed.): Oxford Handbook of Positive Psychology and Work. (Kap. 14 og 15)

Course session 3: The leader`s and coach`s toolbox
Having completed course session 3, participants should
• Gained insight into various tools, applications and techniques
• Be able to diagnose a situation and choose appropriate tools
• Be able to create their own tools which are adapted to personal goals and situation

Course content
• Communication and active listening. The Johari window
• Management by objectives, personal conversation, career coaching and life project
• Performance indicators and process indicators (ground rules)
• Personal efficiency. Stress coping strategies. Delegation. Empowerment
• Feedback. Positive and negative strokes. Conflicts and managing conflict

Compulsory reading:
Berg.(2008) Ledelse: verktøy og virkemidler (Chapter 7 and 8)
Hargrove.( 2008). Masterful coaching. (Kap. 10, 11, 14, 18 og 24)
Brown (2010). An experiental approach (Chapter 7 - 9)
Lindley m.fl.(2010). (ed.): Oxford Handbook of Positive Psychology and Work. (Kap. 4 og 6)

Course session 4: Team, team development and self-leadership
Having completed course session 4, participants should
• Be able to identify both restraining and promoting forces in teams
• Be able to use appropriate tools in order to develop interaction and synergy in teams
• Lead your employees to lead themselves

Course content
• Stages in team development: What characterize a great teamleader?
• Role analysis and role distribution. Strategies regarding conflict management in groups
• Superleadership and self-leadership: Leading employees to lead themselves. Team coaching
• Pitfalls and barriers in team development. Strategies for overcoming barriers
• Characteristics of successful teams? Characteristics of non-successful teams?

Compulsory reading
Berg, (2006). Coaching: Å hjelpe ledere og medarbeidere til å lykkes (Chapter 10 - 13)
Hargrove.( 2008). Masterful coaching. (Kap. 13 og 23)
Brown (2010). An experiental approach (Chapter 10 - 13)
Lindley m.fl. (2010) (ed.): Oxford Handbook of Positive Psychology and Work. (Kap. 7 og 19)

Course session 5: Culture development. Leader as change agent
Having completed course session 5, participants should
• Be able to diagnose a division/organization
• Insight into specific strategies for developing an organization
• Contribrute actively in change processes

Course content
• Ideological and strategic leadership: Vision and mission
• Characteristics of great organizations and how to develop such organizations?
• Job-design, division design and organization design
• Stages in change processes: From diagnosis to evaluation
• Resistance to change. Strategies to overcome resistance
• Success criteria and pitfalls in change prosesses. Challenges in years to come

Compulsory reading:
Berg, (2008). Ledelse: Verktøy og virkemidler (Chapter 4 - 6, 9 - 11)
Collins, J. (2002). Hvorfor noen virksomheter blir fremragende (Chapter 1- 3)
Hargrove.( 2008). Masterful coaching. (Kap. 13)
Brown (2010). An experiental approach. Chapter 1- 6, and 14 - 16).
Lindley m.fl.(2010) (ed.): Oxford Handbook of Positive Psychology and Work.(Kap. 13, 25 og 26)