Classes 

• Number and length of classes: 3 hours face-to-face teaching per week, consisting of 1 x 3 hour lecture combined with group case study presentation and class discussions.
• The timetable for classes can be found on the University web site at:http://www.timetables.mq.edu.au/
• Please note that while there is no mark for attendance, students are expected to attend all weekly classes, unless excused. Given the nature of this course, attendance should be considered mandatory.
• Attendance will be taken in the weekly classes. Medical certificates must be provided if you are not able to attend a class.
• Warning: Failure to do so may affect your learning outcomes and performance in this Unit.
• Students are expected to arrive on time, and not to leave until the class ends.
• Students must be quiet during classes, unless of course when class participation is required.
• Mobile phone must be turned OFF.Students who disturb or disrupt in class will be asked to leave. 

Late Submission of Assessment Tasks 

No extensions will be granted. Late tasks will be accepted up to 72 hours after the submission deadline.  There will be a deduction of 20% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is late (for example, 25 hours late in submission – 40% penalty). This penalty does not apply for cases in which an application for special consideration is made and approved                                                                                                          

Required and Recommended Texts and/or Materials

Textbook

Required text: ‘The Leadership Experience’, Fifth Edition by Richard L. Daft, South-Western Cengage Learning, 2011.

This contains all the required chapter readings, self-assessments and case studies in addition to material posted on iLearn. The required text can be purchased from the Macquarie University Co-op Bookshop. It is essential that you purchase an individual copy and bring it to class each week as it will be used for class activities. A copy of the required text is also available in the Reserve section of Macquarie University Library.

Technology Used and Required

Students are required to use iLearn, word processing, Power Point and Turnitin.

Unit Web Page

• Course material is available on the learning management system (iLearn).
• The web page for this unit can be found at: https://ilearn.mq.edu.au

Changes From Last Offering

The structure of the early test has been changed from a quiz to an early-term in class test which asks students to critically evaluate a journal article and answer a number of short answer questions. This change was made as a result of the discussion with the Unit Moderator.

The percentage allocation between the essay and group case assignment was also altered giving group assignment 20% (as to previous 15%) and essay – 30% (as to previous 35%). These changes were performed on the basis of a discussion with the Unit Moderator to reflect the importance of students' collaborations in fostering their leadership qualities.

Research used in this Unit

This unit uses research from internal (Macquarie University) and external sources, both theory oriented and industry (case study) based, for example:

Jepsen,D., Hine, D., Noblet, A., & Cooksey, R. (2009). Employee ethical attitudes: Contextual differences and impact on perceived quality of leadership relationships. International Employment Relations Review, 15(1), 39-52. (internal/theory)

Klein, G.D. (2012). Creating cultures that lead to success: Lincoln Electric, Southwest Airlines, and SAS Institute. Organizational Dynamics, 41(1), 32-43. (External/industry)

In the unit, both classic and most recent research studies are used, for example:

Bass, B.M., Avolio, B.J. & Atwater, L. (1996). The transformational and transactional leadership of men and women. Applied Psychology: An International Review, 45(1), 5-34. (Classic)

Ladkin, D. & Taylor, S.S. (2010). Enacting the ‘true self’: Towards a theory of embodied authentic leadership. The Leadership Quarterly, 21(1), 64-74. (Recent)

Lichtenstein, B.B. & Plowman, D.A. (2009). The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels. The Leadership Quarterly, 20(4), 617-630. (Recent)

Connections between the content of the unit and current research

1. Lectures are designed on the basis of the textbook recommendations and relevant research studies uploaded to a corresponding lecture in iLearn.
2. The early-term in class test connects current research, the content of the unit with the learning outcomes and graduate capabilities. Specifically, the students are asked to apply critical thinking in evaluating the peer reviewed journal article describing HR practices in organisations as they answer a number of short answer questions.
3. The assessment criteria of the group presentation and the individual essay include research criterion which judges students’ ability to relate research findings to their practical cases; to demonstrate broader literature knowledge and to critically evaluate HR practices using relevant and rigorous research.