APPLIES TO ACADEMIC YEAR 2016/2017 Norwegian version

BMP 2700 High Performance Leadership

Responsible for the course
Geir Thompson, Øyvind Martinsen

Department
Department of Leadership and Organizational Behaviour

Term
According to study plan

ECTS Credits
30

Language of instruction
Norwegian

Introduction
Today's workday is characterized by increased demands for competence, independence, creativity and performance. This must not be done at the expense of co-workers' health and job satisfaction, as well as the organization's economic and ethical principles. Research and experience have shown that there areways to achieve such objectives and this program is based on the newest principles within these important areas

Learning outcome
The program is aimed at:
- making leaders aware of topics like motivation, self-leadership, creativity and inspiring management.
- giving insight into and training in methods for improving one's own accomplishments and creating job satisfaction in one's own, as well as others' work day.
- giving participants a good understanding of how they may develop self-managed teams and how team leader may prepare the team's accomplishments.
- Participants will get an insight into important aspects that will influence their creativity and ability to make decisions.

Prerequisites
No specific prerequisites.

Compulsory reading
Books:
Berg, Morten Emil, Øyvind Martinsen og Geir Thompson. 1998. Ledelse, kompetanse og omstilling. Universitetsforlaget
Eriksen, Thomas Hylland ... [et al.], red. 2003. Selvledelse : menneskelig kapital i det nye arbeidslivet. Gyldendal akademisk
Grønhaug, Kjell, Odd H. Hellesøy og Geir Kaufmann. 2001. Ledelse i teori og praksis. Fagbokforlaget. 400 s
Kaufmann, Geir og Astrid Kaufmann. 2015. Psykologi i organisasjon og ledelse. 5. utg. Fagbokforlaget. Utvalgte kapitler: 150 s
Kaufmann, Geir. 2006. Hva er kreativitet. Universitetsforlaget
Lai, Linda. 1999. Dømmekraft. Tano Aschehoug. 200 s
Neck, Christopher P., Charles C. Manz. 2013. Mastering self-leadership : empowering yourself for personal excellence. 6th ed. Pearson Education
Nygård, Roald. 2007. Aktør eller brikke? : søkelys på menneskets selvforståelse. 2. utg. Cappelen
Sjøvold, Endre. 2006. Teamet : utvikling, effektivitet og endring i grupper. Universitetsforlaget
Thomas, Kenneth W. 2009. Intrinsic motivation at work : what really drives employee engagement. 2nd ed. Berrett-Koehler
Thompson, Geir and Jane Zhen Li. 2010. Leadership : in search of effective influence strategies. Gyldendal akademisk

Book extract:
Gjerde, Susann. 2010. Coaching : hva, hvorfor, hvordan. 2. utg. Fagbokforlaget. Kapittel 7: Aktiv lytting
Glasø, Lars og Geir Thompson, red. 2013. Transformasjonsledelse. Gyldendal Akademisk. Kapittel 1 og 2 er obligatorisk pensum
Kuvaas, Bård og Anders Dysvik. 2012. Lønnsomhet gjennom menneskelige ressurser : evidensbasert HRM. 2. utg. Fagbokforlaget. Kapittel 9: Medarbeidersamtale
Richardsen, A. M. 2002. Utbrenthet til jobbengasjement : hvordan oppnå økt vitalitet, entusiasme og fordypelse i arbeidet. I: Roness, Atle og Stig Berge Matthiesen, red., Utbrent : krevende jobber - gode liv. Fagbokforlaget

Articles:
Gagné, M., & E. L. Deci. 2005. Self-determination theory and work motivation. Journal of Organizational Behavior. 26(4). 331-362
Goleman, Daniel. 2004. What makes a leader. Harvard Business Review. Jan. s. 82-91
Kluger, A. N., & A. DeNisi. 1996. The effects of feedback interventions on performance: A historical review, a metaanalysis, and a preliminary feedback intervention theory.. Psychological Bulletin. 119 (2). p. 254-284
Kuvaas, Bård. 2005. Når dårlige ledelsesteorier resulterer i dyr og dårlig ledelse. Magma. Juni. s. 20-33

Recommended reading
Books:
Martinsen, Øyvind L., red. 2015. Perspektiver på ledelse. 4. utg. Gyldendal akademisk
Roness, Atle og Stig Berge Matthiesen, red. 2002. Utbrent : krevende jobber - gode liv. Fagbokforlaget

Course outline
The program is constructed as an integrated learning program consisting of the main areas:
1. An information part where we go through important topics within the areas of leadership, self-leadership, super-leadership and self-managed teams, as well as the psychological and the theoretical background for these topics.
2. A process part that aims to make participants aware of their own conduct and thinking process, their strategies' strengths and weaknesses. This creates the basis for making a personal development plan that the leaders will work on during the course.
3. A project part where the theoretical and practical learning will be adapted to one's own situation. This project part will culminate in a project paper. The project may be based on the participant's result of a 360 degree evaluation of one's own style of self-leadership and be summed up with integration and discussion of the relationship between the leader's experiences, personal development and new research based knowledge in psychology and leadership. Other, more traditional projects with focus on the program's topics may also be chosen.

Topics:
1. Session - Introduction and overview
2. Session - Motivation, performance and self-leadership
3. Session - Super-leadership, transformation and inspiration
4. Session - Creativity, self-leadership and personal branding