Students
BUS 832 – Leadership and Management
2015 – S2 Evening
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Module Coordinator
Alison Pullen
Contact via alison.pullen@mq.edu.au
E4A Room 644
Tuesday 5-6
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|---|---|
| Credit points |
Credit points
4
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| Prerequisites |
Prerequisites
BUS651 or MKTG696
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| Corequisites |
Corequisites
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
The purpose of this unit is to enable students to acquire leadership skills and knowledge relevant to the process of organisational leadership. The unit provides theoretical understanding and practical application of effective leadership theories and frameworks. The unit invites students to critically evaluate their own practice of leadership in the context of new theoretical and case-based insights.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- Critically analyse and explain key concepts and theories in leadership.
- Identify and critically analyse key leadership issues in a global management context.
- Understand contemporary, global leadership debates in relation to students’ own current and future leadership concerns.
- Apply relevant leadership thought to resolve practical leadership issues/problems.
General Assessment Information
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 Disruption to Studies is made and approved.
Assessment Tasks
| Name | Weighting | Due | Groupwork/Individual | Short Extension | AI assisted? |
|---|---|---|---|---|---|
| Reflexive Journal | 30% | week 5 and 10 | No | ||
| Group presentation | 30% | Weeks 7-10 | No | ||
| Individual essay | 40% | Week 12 | No |
Reflexive Journal
Due: week 5 and 10
Weighting: 30%
Groupwork/Individual:
Short extension 3: No
AI assisted?:
Students will keep a reflexive journal throughout the course of their reflections on weekly sessions covered in class. Students will submit their work in two stages in week 5 and 10.Students can submit handwritten or word processed hard copies of their work. Students are required to submit up to 1 page of A4 per week of reflections.
On successful completion you will be able to:
- Critically analyse and explain key concepts and theories in leadership.
- Apply relevant leadership thought to resolve practical leadership issues/problems.
Group presentation
Due: Weeks 7-10
Weighting: 30%
Groupwork/Individual:
Short extension 3: No
AI assisted?:
Groups will give a presentation on the leadership practices of an organizational, global leader of their choice. Each group is required to present an overview of the particular leadership practices and debates pertaining to the leader of their choice. The groups should take into account the guidelines which will be provided in the sessions. Students will be required to submit a hard copy of their presentation slides and a 1 page summary of their presentation.
On successful completion you will be able to:
- Critically analyse and explain key concepts and theories in leadership.
- Identify and critically analyse key leadership issues in a global management context.
- Understand contemporary, global leadership debates in relation to students’ own current and future leadership concerns.
- Apply relevant leadership thought to resolve practical leadership issues/problems.
Individual essay
Due: Week 12
Weighting: 40%
Groupwork/Individual:
Short extension 3: No
AI assisted?:
This individually written essay allows students to critically analyse current leadership theories and provide examples of their practical applications. The essay aims at assisting students in developing and demonstrating postgraduate level research skills including critical analysis and academic writing. Students are required to submit their essays through Turnitin on week 12.
On successful completion you will be able to:
- Critically analyse and explain key concepts and theories in leadership.
- Identify and critically analyse key leadership issues in a global management context.
- Understand contemporary, global leadership debates in relation to students’ own current and future leadership concerns.
- Apply relevant leadership thought to resolve practical leadership issues/problems.
Delivery and Resources
There is no recommended textbook for this subject.
Key recommended readings will be posted on iLearn.
Key research databases for your study of leadership and management include Ebsco host: Academic Search Elite and Business Source Premier. Also search the websites of well-known consulting organisations such as Watson Wyatt, PWC, Deloitte, DDI, Hewitt Associates etc.
To succeed in this unit, students are required to:
1.Attend classes and understand the material covered to be able to discuss this with their peers. Students are expected to participate in class.
2.Critically analyse the leadership debates through their coursework to show how it influences students' own roles and careers. This is an essential requirement for all the assessment.
3.Students are expected to work individually and with their peers throughout the course.
4.Students must achieve an overall pass grade.
Technology Used and Required
Students are required to use various technology tools including word processing, Power Point, Turnitin and iLearn. The latter is a software tool used by Macquarie to manage teaching and learning practices: https://ilearn.mq.edu.au/. To log on, you must first obtain a log on password from IT services or the library then click through to BUS832. Please check this site each week for possible lecture slides and other announcements and material.
Timetable
The timetable for this unit can be accessed from this portal: http://timetables.mq.edu.au
IT Help and IT Policy
To receive IT Help online, on the phone, by email or simply walking in use the following link. When using the University’s IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students and it outlines what can be done. Access to all student computing facilities within the Faculty of Business and Economics is restricted to authorised coursework for approved units. Student ID cards must be displayed in the locations provided at all times. Students are expected to act responsibly when using University IT facilities.
Student Support
Macquarie University provides a range of Academic Student Support Services.
Students with disability are encouraged to contact the Disability Support Unit who can provide appropriate help with any issues that arise during their studies.
University possesses vast online and human resources to help students learn:
•Online resources on Learning Skills
•Workshops and other Learning Skills resources for Postgraduate Students (ALPS)
•Personal assistance with your learning & study related questions.
•The Learning Help Desk is located in the Library foyer (level 2).
•Online and on-campus orientation events run by Mentors@Macquarie.
Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central. Students should be aware of the following policies in particular with regard to Learning and Teaching:
Academic Honesty Policy http://mq.edu.au/policy/docs/academic_honesty/policy.html
Assessment Policy http://mq.edu.au/policy/docs/assessment/policy.html
Grading Policy http://mq.edu.au/policy/docs/grading/policy.html
Grade Appeal Policy http://mq.edu.au/policy/docs/gradeappeal/policy.html
Grievance Management Policy http://mq.edu.au/policy/docs/grievance_management/policy.html
Disruption to Studies Policy http://www.mq.edu.au/policy/docs/disruption_studies/policy.html The Disruption to Studies Policy is effective from March 3 2014 and replaces the Special Consideration Policy.
In addition, a number of other policies can be found in the Learning and Teaching Category of Policy Central.
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/support/student_conduct/
Results
Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
IT Help
For help with University computer systems and technology, visit http://informatics.mq.edu.au/help/.
When using the University's IT, you must adhere to the Acceptable Use Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
PG - Discipline Knowledge and Skills
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Learning outcomes
- Critically analyse and explain key concepts and theories in leadership.
- Understand contemporary, global leadership debates in relation to students’ own current and future leadership concerns.
Assessment tasks
- Reflexive Journal
- Group presentation
- Individual essay
PG - Critical, Analytical and Integrative Thinking
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Learning outcomes
- Identify and critically analyse key leadership issues in a global management context.
- Apply relevant leadership thought to resolve practical leadership issues/problems.
Assessment tasks
- Reflexive Journal
- Group presentation
- Individual essay
Changes from Previous Offering
No changes.
Reading list
Alvesson, M., & Spicer, A. (2012). Critical leadership studies: The case for critical performativity. Human Relations, 65(3), 367-390.
Blunt, P., & Jones, M. L. (1997). Exploring the limits of Western leadership theory in East Asia and Africa. Personnel Review,26(1/2), 6-23.
Bryman, A (1996) “Leadership in Organizations.” In: Clegg, Steward, Cynthia Hardy and Walter Nord. Handbook of Organization Studies. London: Sage. pp. 276-292. Bryman, A (1986) – Leadership and Organizations. London: Routledge.
Collinson, D. (2005). Dialectics of leadership. Human Relations, 58(11), 1419-1442.
Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15(5), 647-661.
Grint, K (2005) Leadership Limits and Possibilities. London: Palgrave.
Haslam, S. A., Reicher, S. D., & Platow, M. J. (2013). The new psychology of leadership: Identity, influence and power. Psychology Press.
Northouse, PG (2007) – Leadership Theory and Practice – 4th Edition. London: Sage.
Ospina, S., & Foldy, E. (2009). A critical review of race and ethnicity in the leadership literature: Surfacing context, power and the collective dimensions of leadership. The Leadership Quarterly, 20(6), 876-896.
Thomas, R. and Linstead, A. (2002) Losing the Plot? Middle Managers and Identity, Organization, 9(1): 71-93.