NORTHEASTERN STATE UNIVERSITY

College of Business and Technology

Department of Industry

Tahlequah, OK

INSTRUCTOR

Dr. Dunn T. Faires, Professor & Assistant Dean. Office BT-132

Office Hours: As posted and by appointment at other times.

Telephone: 918-456-5511 ext. 2963

FAX: 918-458-2337

E-mail - faires@nsuok.edu

COURSE TITLE AND NUMBER CLASS DAYS & TIMES

IOM - 3503 Leadership in Organizations

PREREQUISITES:

NONE

CATALOG DESCRIPTION OF COURSE

A study of factors that influence leadership in supervision. These include characteristics of leaders, positive thinking, speaking, writing, planning meetings, worker training, interviewing, building morale, making decisions, and motivating workers.

COURSE PURPOSE

This course is as a required course in the Bachelor of Science in Industrial Operations Management curricula. It increases student awareness of issues facing managers in future manufacturing and service organizations, and the characteristics, traits, and practices that must be developed to be efficient, productive, and respected leaders.

EXPECTED COURSE OUTCOMES

The student will be expected to achieve the following objectives:

1. Identify common traits and characteristics of leaders.

2. Explain basic leadership behaviors and styles.

3. Explain or describe ethics and social responsibility as it applies to organizational leaders.

4. Describe methods used to influence others.

5. Describe creativity and the type work environment required to encourage this behavior.

6. Identify steps or methods for proactive conflict resolution.

7. Explain what industry and business leaders should know about cultural diversity in the workplace.

INSTRUCTIONAL MATERIALS (Required Textbook)

Dubrin, Andrew J., “Leadership - Research Findings, Practice, and Skills.” New York: Houghton Mifflin Company., Fourth edition, 2004.

ISBN 0-618-30596-3

COURSE CONTENT AND ACTIVITIES

The expected course outcomes will be realized through a variety of instructional strategies to complement the students’ life experiences. Those strategies include, but are not limited to, the following: expository-discussion, demonstration, leadership projects, video assignments, inquiry, individual research, group activities, and examinations. The instructor will integrate appropriate multi-media technology for the purpose of enriching the student's total experience.

Leadership in Organizations

Introduction and Lecture - Chapter 1 Week 1

"The Nature and Importance of Leadership”

A. Defining Leadership

B. Impact of Leadership on Organizational Performance

C. Leadership roles

D. Skill Development in Leadership

E. Leadership framework

I. Lecture - Chapter 2 Week 2

“Traits, Motives, and Characteristics of Leadership”

A. Personality Traits of Effective Leaders

B. Leadership Motives

C. Cognitive Factors and Leadership

D. Influence of Heredity & Environment on Leadership

E. The Trait Approach

II. Lecture - Chapter 3 Week 3

“Charismatic and Transformational Leadership”

A. Defining Charisma

B. Charismatic Leaders, types and traits

C. Developing Charisma

D. Communication styles

E. Concerns about charismatic leadership

III. Lecture - Chapter 4 Week 4

"Leadership Behaviors, Attitudes and Styles”

A. Classic Dimensions of Initiating Structure and Consideration

B. Task-Related Attitudes and Behaviors

C. Relationship-Oriented Attitudes and Behaviors

D. 360-Degree Feedback & Leadership

IV. Lecture - Chapter 5 Week 5

“Contingency and Situational Leadership”

A. Fiedler’s Contingency Theory

B. Path-Goal Theory

C. Hersey-Blanchard Situational Model

D. Normative Decision Model

E. Cognitive Resource Theory

F. Leadership During a Crisis

V. Lecture - Chapter 6 Week 6

“Leadership Ethics and Social Responsibility”

A. Ethical and Moral Leadership Principles

B. Evaluating the Ethics of a Decision

C. Unethical Leadership Behaviors

D. Leadership and Social Responsibility

E. Ethical Behavior and Organizational Performance

VI. Lecture - Chapter 7 Week 7

“Power, Politics, and Leadership”

A. Sources and Types of Power

B. Transformational and Transactional Leadership

C. Tactics for becoming an empowering leader

D. Organizational Politics

E. Political Tactics and Strategies

F. Exercising Control over Dysfunctional Politics

VII. Lecture - Chapter 8 Week 8

“Influence Tactics of Leaders”

A. A model of power and influence

B. Sequencing influence tactics

C. Leadership Self-Assessment

VIII. Lecture - Chapter 9 Week 9

“Developing Teamwork”

A. Team versus Solo Leadership

B. Advantages & disadvantages of group work and teamwork

C. Leader’s role in team-based organization

D. Fostering teamwork

E. Outdoor training and team development

F. Leader-member exchange model and teamwork

IX. Lecture - Chapter 10 Week 10

“Motivation and Coaching Skills”

A. Expectancy Theory and Motivational Skills

B. Goal Theory

C. Behavior modification and motivational skills

D. Using recognition to motivate others

E. Coaching as a leadership philosophy

F. Coaching Skills and Techniques

“Creativity, Innovation, and Leadership”

A. Characteristics of creative leaders

B. Overcoming traditional thinking as a creativity strategy

C. Organizational methods to enhance creativity

D. Self-help techniques for creative problem solving

E. Establishing a climate for creative thinking

F. Leadership practices that enhance innovation

XI. Lecture - Chapter 12 Week 12

“Communication and Conflict Resolution Skills”

A. Inspirational and powerful communication

B. Supportive communication

C. Overcoming cross-cultural communication

D. Leader’s role in resolving and negotiating

XII. Lecture -Chapter 13 Week 13

“Strategic Leadership and Knowledge Management”

A. Nature of strategic leadership

B. Conducting a SWOT analysis

C. Leaders’ business strategies

D. Knowledge management in the learning organization

XIII. Lecture - Chapter 14 Week 14

“International and Culturally Diverse Aspects of Leadership”

A. Advantages of managing for diversity

B. Cultural factors influencing leadership practice

C. Cultural Sensitivity and Global Leadership Skills

D. Achieving cultural diversity through leadership

E. Developing the multicultural organization

XIV. Lecture - Chapter 15 & Review Week 15

“Leadership Development, Succession, and Followership”

A. Development through self-awareness and self-discipline

B. Development through education, experience, and mentoring

C. Leadership Development Programs

D. Evaluation of Leadership Development Efforts

E. Leadership Succession

F. Followership: Being an effective group member

G. Identifying new top business leaders

XV. Final Examination Week 16

LEADERSHIP RESEARCH PROJECT

Students will be placed in groups by the professor. The assignment is to find, select, or create a community, organizational, or school related project that requires a team leadership effort. The team will collaboratively define the problem, state objectives, develop and implement solution scenarios, write progress reports, and submit a final report on the project. A peer evaluation (rater/inter-rater/rater) instrument will be completed summarizing individual participation in the project.

LEADERSHIP VIDEO PROJECT

Students will use the university video equipment or their own equipment and videotape themselves in a leadership role giving a persuasive speech to an organization. Concepts reviewed in the textbook and discussions should be applied in the speech. The topic chosen is up to the individual student but should be serious in nature. The purpose of the assignment is to make students self aware of their mannerisms and speech patterns and provide a benchmark for improvement in preparation for future leadership roles. Minimum time for the speech is five minutes and the maximum is eight minutes. Appropriate professional dress is expected. Students will submit a self-evaluation after viewing their video. (Only ½ inch VHS tapes will be accepted by the professor.)

STUDENT PERFORMANCE ACTIVITIES (Attendance/Punctuality)

Consistent and punctual attendance is both expected and required for your successful completion of the course. Absences will be under review on a case-by-case basis. Death or grave illness in the family, childbirth, impassable roads are of course beyond our control. Decisions to celebrate anniversaries, for example, or attend concerts, go on hunting safaris, or participate in a variety of extra-curricular affairs are not. Students will be expected to make up any work missed as a result of absence, whether or not the absence was justified and/or excused. Unannounced pop quizzes may not be made up. Four absences will result in a grade reduction of one letter grade. Six; two letter grades, and more than seven absences will result in an automatic “F” for the course. Attendance and punctuality is considered in the determination of the final grade.

ASSIGNMENT DUE DATES

Assignments are due at the beginning of the class period on the date indicated when the assignment is given. After the assignment due date, work will be accepted up to one week late with a corresponding grade reduction of one letter grade. Reading assignments are considered as preparation for the lecture period. The student is responsible for all material even if not discussed in class. Quizzes over assignments can be given without prior announcement. Examinations will include information from handouts, the textbook and lectures. It shall not be construed that tests are confined by instructor design to handouts only.

STUDENT EVALUATION

Grades will be based upon formal written examinations comprised of multiple-choice, true/false, completion, problem solving, matching, and/or short essay questions, pop quizzes, leadership video project, leadership research project written assignments, and meaningful class discussion/participation. The instructor reserves the right to assess up to 2 additional points to an individual’s overall course average at the end of the semester for class participation. Participation will be determined by a willingness of the student to get involved in class discussion by demonstrating familiarity with the reading material, and by an effort to support a collegial group environment conducive to learning.

1 Class participation means interaction with fellow students and the instructor--not simple presence. Class comments will reflect reading and honest consideration of the viewpoints of fellow students.

2. Three written examinations and the final examination will constitute sixty percent of the course grade and comprise the formal written evaluation instruments utilized in this course. Presentation of the Leadership Project will comprise twenty percent of the course grade. The Individual Video Presentation will comprise ten percent while Participation and Pop Quizzes will comprise ten percent. Unannounced Pop Quizzes may not be made up.

3. Performance on examinations and subsequent cumulative course averages will be based upon standard definitive grade values as indicated

4. Students are advised that the last day during the Semester when they may drop a course with an automatic “W”. If you decide to drop after this date, you will receive the grade you have earned up to the drop date. The grade of "W" will be assigned if your grade is a "D" or higher, and an "F” will be assigned if you stop attending and have not turned in assignments or have not taken scheduled exams prior to the drop date.

5. Students wishing to visit with the Professor about their standing in the class may visit him in his office which is located in the Business and Technology Building, Room BT-132. Office hours are posted outside the office door as well as in the syllabus.

If any member of the class feels that he/she has a disability and needs special accommodations, please advise the professor of such disability at the first class attended.

The following are basic premises for the inclement weather policy at Northeastern State University:

II. It is the student's responsibility to receive the information when weather is questionable.

IV. Faculty members are obligated to hold classes if the University is not closed, unless the faculty member is unable to get to the campus.

During times of inclement weather, decisions concerning day classes will be made by 6:00 a.m. in order for the media to be notified and for students to receive the announcement before they leave home. Decisions concerning night classes will be made by 3:00 p.m.