Unit convenor and teaching staff |
Unit convenor and teaching staff
Unit Convenor and Lecturer
Brett White
Contact via Email
Please view consultation hours via iLearn - https://ilearn.mq.edu.au/login/
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Credit points |
Credit points
3
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Prerequisites |
Prerequisites
(39cp at 100 level or above) including (BBA111 or HRM107)
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
This unit enables students to examine the highly influential discourse of business and organizational leadership. Understanding the ideas and practices of leadership to be far too significant to be reduced to a set of simplified tools, techniques, or models, this unit draws upon a wide range of academic work across the fields of management, organization and leadership studies to examine the topic. Using this research, leadership is explored from individual, collective, ethical, followership and psychoanalytic perspectives, enabling students to consider the full cultural, organizational and political implications of our ideas and practices of leadership. Additionally, new and emergent perspectives on leadership – its links to identity, to virtuality and the visual, and to religion and spirituality – are considered, providing students with a window into current and cutting edge ideas on the topic.
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Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
Name | Weighting | Hurdle | Due |
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Individual Essay | 20% | No | Week 6 |
Individual Report | 40% | No | Week 10 |
Final Examination | 40% | No | University Examination Period |
Due: Week 6
Weighting: 20%
Late essays must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% 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 incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Due: Week 10
Weighting: 40%
Late essays must also be submitted through Turnitin. No extensions will be granted. There will be a deduction of 10% 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 incurs a 20% deduction). Late submissions will be accepted up to 96 hours after the due date and time.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Due: University Examination Period
Weighting: 40%
Please see Assessment Policy Schedule 4.
The only exception to not sitting an examination at the designated time in the University Examination Timetable is because of documented illness or unavoidable disruption. In these circumstances you may wish to consider applying for special consideration.
This penalty does not apply for cases in which an application for Special Consideration is made and approved. Note: applications for Special Consideration Policy must be made within 5 (five) business days of the due date and time.
Required text |
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Unit web page | The web page for this unit can be found at: https://ilearn.mq.edu.au/login/ |
Technology Used and Required | Students will need to be familiar with a web browser to access the unit web page. |
Delivery Format and Other Details |
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Recommended readings | In addition to compulsory readings, several additional academic articles will be uploaded on ilearn for each weekly topic. |
Week No |
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Lecture Topic |
Tutorial Activities (All articles and questions on these articles will be on ilearn: articles must be downloaded and read before the tutorial and brought to the tutorial) |
1 |
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Introduction: Studying Leadership Critically |
No tutorials |
2 |
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Contexts of Leadership 1: History and Origins |
Meindl, J. et al. (1985) 'The Romance of Leadership' Administrative Science Quarterly 30(1): 78-102. |
3 |
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Contexts of Leadership 2: Managers and Leadership |
Gemmil, G. and Oakley, J. (1992) 'Leadership: An Alienating Social Myth?' Human Relations 45(2): 113-129 |
4 |
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Contexts of Leadership 3: Gender and Leadership |
Jackall, R. (1988). Moral mazes: the world of corporate managers Oxford: Oxford University Press, Chapter 8. |
5 |
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Theorising Leadership 1: Individual Approaches |
Sinclair, A. (2005) Doing Leadership Differently. Melbourne University Press, Melbourne. (Chapter 3: ‘The Traditional Path: Heroic Masculinity’)
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6 |
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Theorising Leadership 2: Collective Approaches |
Ford, J. and Harding, N. (2011) ‘The Impossibility of the ‘true self’ of Authentic Leadership’ Leadership 7(4): 463-479. Assignment One Due |
7 |
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Theorising Leadership 3: Followership and Psychoanalytic Approaches |
Gordon, R. (2010) ‘Dispersed leadership: Exploring the impact of antecedent forms of power using a communicative framework’ Management Communication Quarterly 24(2): 260-287. |
- | Mid Session Break | ||
8 |
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Theorising Leadership 4: Destructive and Psychopathic Leadership |
Gabriel, Y. 1997. ‘Meeting God: when organizational members come face to face with the supreme leader’ Human Relations, 50:4, 315-342. |
9 |
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Theorising Leadership 5: Ethical Approaches |
Kets de Vries, M. and Balazs, K. (2011) ‘The Shadow Side of Leadership’ in Bryman, A. et al (Eds.) The Sage Handbook of Leadership, London: Sage, pps. 380 - 392 |
10 |
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Emerging Topics 1: Visual and Virtual Approaches |
Roberts, J. (2001) ‘Corporate governance and the ethics of narcissus’ Business Ethics Quarterly 11(1): 109-127. Assignment 2 due |
11 |
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Emerging Topics 2: Religion, spirituality and leadership |
Boje, D. and Rhodes, C. (2005) 'The Virtual Leader Construct: The mass mediatisation and simulation of transformational leadership' Leadership 1(4): 407-428.
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12 |
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Emerging Topics 3: Leadership Case Study |
Wray-Bliss, E. (2013), ‘Leadership and the Deified/ Demonic: A Cultural Critique of CEO Sanctification’ Business Ethics: A European Review 21(4): 434-449 |
13 |
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Revision / Exam briefing |
Revision Quiz |
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct
Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) 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 or if you are a Global MBA student contact globalmba.support@mq.edu.au
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
For all student enquiries, visit Student Connect at ask.mq.edu.au
If you are a Global MBA student contact globalmba.support@mq.edu.au
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Our graduates will take with them the intellectual development, depth and breadth of knowledge, scholarly understanding, and specific subject content in their chosen fields to make them competent and confident in their subject or profession. They will be able to demonstrate, where relevant, professional technical competence and meet professional standards. They will be able to articulate the structure of knowledge of their discipline, be able to adapt discipline-specific knowledge to novel situations, and be able to contribute from their discipline to inter-disciplinary solutions to problems.
This graduate capability is supported by:
We want our graduates to be capable of reasoning, questioning and analysing, and to integrate and synthesise learning and knowledge from a range of sources and environments; to be able to critique constraints, assumptions and limitations; to be able to think independently and systemically in relation to scholarly activity, in the workplace, and in the world. We want them to have a level of scientific and information technology literacy.
This graduate capability is supported by:
As local citizens our graduates will be aware of indigenous perspectives and of the nation's historical context. They will be engaged with the challenges of contemporary society and with knowledge and ideas. We want our graduates to have respect for diversity, to be open-minded, sensitive to others and inclusive, and to be open to other cultures and perspectives: they should have a level of cultural literacy. Our graduates should be aware of disadvantage and social justice, and be willing to participate to help create a wiser and better society.
This graduate capability is supported by:
We want our graduates to be aware of and have respect for self and others; to be able to work with others as a leader and a team player; to have a sense of connectedness with others and country; and to have a sense of mutual obligation. Our graduates should be informed and active participants in moving society towards sustainability.
This graduate capability is supported by:
This unit presents students with a critical, questioning approach to leadership. As part of this approach, we critique the origins of destructive and unethical leadership behaviour and the assumptions and practices which this entails. Such a critique helps us to understand and avoid harmful and unsustainable leadership or followership practices.
This unit uses published research and writings from a range of academic sources and perspectives. Throughout the unit, you will be examining both the theory and practice of leadership, you will develop skills and abilities to read and reflect upon managerial and academic writings on leadership, and you will be encouraged to reflect upon the implications of this material for your own position as both a subject of leadership and a potential future leader. The unit draws upon articles published in leading leadership and management journals, including Leadership, Human Relations, Administrative Science Quarterly, Leadership Quarterly and Organization Studies.