Universidad Pública de Navarra - Nafarroako Univertsitate Publikoa
Public University of Navarre
| Course code: 171001 | Subject title: LEADERSHIP DEVELOPMENT | ||||
| Credits: 6 | Type of subject: Optative | Year: 4 | Period: 1º S | ||
| Department: | |||||
| Lecturers: | |||||
| CAVERO BRUJULA, M. SANDRA (Resp) [Mentoring ] | |||||
Contents
Three Parts:
P1. Perspectives on Leadership
P2. Understanding and Developing Personal Happiness and Leadership Capabilities
P3. Teamwork and Negotiation
Descriptors
Keywords: Leadership Development, Happiness, Emotional Intelligence, Teamwork management, Negotiation.
Field: Organization and Human Resources, General Management.
General proficiencies
CG01 - Capacity for analysis and synthesis.
CG02 - Organizational and planning skills.
CG03, CG04 - Oral and written skills in English.
CG06 - Ability to search data and information from different sources.
CG07 - Ability to solve problems.
CG08 - Ability to make decisions.
CG09 - Teamwork ability.
CG14 - Critical thinking.
CG17 - Self-reliant learning.
CG19 - Creativity.
CG20 - Leadership.
Specific proficiencies
CE11 - Understanding the nature of the firm as an organization and a place of interaction of agents with different interests.
CE14 - Implementing policies and practices aimed at improving the efficiency and effectiveness of business management.
CE19 - Applying techniques that increase the training, development and motivation of the human resources of the company.
Learning outcomes
General learning outcomes:
R_DG_04.- Acquiring knowledge on the foundations of Management Development.
R_DG_05.- Applying knowledge on Organizational Behavior to foster development at the individual level.
R_DG_07.- Knowing the foundations for conflict resolution and effective collaboration.
Specific learning outcomes:
SLO_1.- Knowing the key cornerstones of effective leadership.
SLO_2.- Being provided with an effective series of techniques to critically examine one's personal leadership style.
SLO_3.- Being endowed with research based academic background to outline a plan for personal growth as a leader.
SLO_4.- Knowing and applying the foundations of effective motivation, understanding the interactions between the rational and the emotional parts of the human brain structure.
SLO_5.- Understanding the keys of happiness and fulfillment both in personal and professional life.
SLO_6.- Proposing effective strategies to foster working environments that facilitate leadership development and personal growth of employees and colleagues.
SLO_7.- Being equipped with an effective set of tools to improve emotional, organizational and cultural intelligence.
SLO_8.- Designing high performance teams, knowing how to select, engage and optimize roles and responsibilities of its members in order to promote innovation and success.
SLO_9.- Being equipped with an action plan for effective negotiations which facilitates the convergence on mutually beneficial outcomes and strengthens long term relationships.
Methodology
A temporary planning around 15 weeks is established to develop the 10 chapters of the course, which is organized around 3 parts. This facilitates the continuous work carried out by the students, as well as the permanent feed-back on their performance offered by the professor.
The course provides students with a set of tools that facilitate the achievement of the established learning outcomes in an online environment.
Each of the 10 chapters consists of several content modules, each of which includes a 5-10 minutes explanatory video or an easy-to handle teaching note made by the faculty, in which the fundamental learning elements are detailed.
Linked to each chapter the following tools and materials are presented:
- A set of external references of interest related to the subject matter: mainly scientific or informative articles and/or videos.
- A short training test to facilitate the understanding of the acquired knowledge.
- A discussion forum, allowing the permanent interaction of the students, with each other, and with the faculty, in order to resolve and discuss issues of interest related to the topic at hand.
- One or several practice-oriented individual assignments.
Finally, once all three parts of the course have been completed, students will be required to perform on:
- A final exam.
- A final project designed to assess on the students¿ acquisition of leadership abilities. It has an individual part and a group part, in which students will have to coordinate and negotiate with freely chosen teammates, in order to meet the requirements established by the professor.
Based on the methodology described above, the training activities to be carried out, and their weight in hours, are detailed below. All of them (except the final exam, as required by University norms) take place in a virtual environment.
| Formative Activity | Number of hours |
| A01. Viewing videos | 07 |
| A02. Material readings | 30 |
| A03. Comprehension tests | 02 |
| A04. Participation in discussion forums | 05 |
| A05. Individual office hours | 01 |
| A06. Individual study | 25 |
| A07. Assessment exams and tests | 05 |
| A08. Individual practical assignments | 38 |
| A09. Peer evaluation activities | 10 |
| A10. Synthesis activities | 12 |
| A11. Final group project | 15 |
| TOTAL NUMBER OF HOURS | 150 |
Evaluation
| Learning Outcome | Evaluation Activity | Weight (%) | Minimum average record required to be considered in the final mark | Recoverable |
| R_DG_04 R_DG_05 R_DG_07 | Practice oriented individual assignments | 50% | 5/10 | No |
| Final evaluation assessment | 20% | 4/10 | Recoverable by means of an exam | |
| Final Project | 30% | 5/10 | Recoverable by sending the corrected work according to indications and dates established by the professor |
The grade "No presentado" corresponds to students without evaluation activities. It also corresponds to the students who have done one or several evaluation activities but those activities do not include the final evaluation assessment (or its retake exam) or participation in a group project.
Agenda
P1. Perspectives on Leadership
C1. The Nature of Leadership
C2. Motivation, Emotion, and Cognition
C3. The Many Intelligences
P2. Understanding and Developing Personal Happiness and Leadership Capabilities
C4. Misconceptions about Happiness
C5. Superiority vs. Flow
C6. Dependence and Avoidance
C7. Controlling the Need to Control
C8. Trust, Distrust and the Course Within
P3. Teamwork and Negotiation
C9. Building an Efficient and Creative Team
C10. Effective Negotiation
Bibliography
Access the bibliography that your professor has requested from the Library.
- Clawson, J. (2014). Level Three Leadership: Getting Below the Surface. Pearson Eds.
- Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Press.
- Hunt, J. G. J., Dodge, G. E., Wong, L., Yammarino, F. J., Gardner, W. J., Avolio, B. J., & Walumbwa, F. O. (2015). Monographs in Leadership and Management. Emeraldinsight.
- Pink, D. (2011). The Surprising Truth about What Motivates Us. Riverheadbooks.
- Raghunathan, R. (2016). If You Are so Smart Why Aren't You Happy: The Surprising Path from Career Success to Life Success. Random House.
- Rao, S. (2007). Are You Ready to Succeed?: Unconventional Strategies for Achieving Personal Mastery in Business and in Life. Random House.
- Thompson, L. (2014). Making the team: A Guide for Managers (5th ed). Upper Saddle River, NJ: Prentice Hall.
- Thompson, L. (2015). The Mind and Heart of the Negotiator (6th ed). Upper Saddle River, N.J.: Pearson/Prentice Hall.
- Waldman, D. A. and Balthazard, P. A. eds (2015). Organizational Neuroscience in Book Series: Monographs in Leadership and Management. Series editor: Yair Berson
- Wren, J. T., Price, T. L., & HIcks, D. A. (2004). The International Library of Leadership. Editor: Elgar Publishing.