MLC 640_Wherry

22
Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research MLC 640_Heather Wherry Page 1 of 22 Sections T302 & T303 3 Credit Hours, 12 Weeks Online Syllabus Instructor Name: Heather M. Wherry, Ph.D. Instructor Contact Methods: email: [email protected] or 402-430-4672 Program Director Information: Please see Staff Information tab Academic Advisor Information: Please see Staff Information tab Course Textbooks: Yukl, G. (2010). Leadership in organizations (8 th ed.). Saddle River, NJ: Prentice Hall. Wren, T.J. (Ed.). (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press. The journal readings and videos have been placed under the MLC 640 Journal Readings link in the Leadership Studies libguide. Here is the link: http://libguides.bellevue.edu/leadershipstudies Course Description: This course explores the field of leadership through classic readings and research on such topics as the history of leadership, leader disposition, motivation, charismatic leadership, transformational leadership, and servant leadership. Emphasis will be placed on critiquing contemporary leadership research that addresses current leadership challenges for individuals, groups, and organizations. Course Prerequisites: None Course Objectives: Students who successfully complete this course should be able to: 1. Critique leadership research. 2. Differentiate and analyze leadership constructs in an organization. 3. Assess the impact of motivation tactics on performance at the individual, group and organizational levels. 4. Analyze the use of power and influence in relation to leadership and organizational outcomes. Academic Honesty Policy Bellevue University is committed to academic excellence. Academic honesty from all University members is essential in achieving that objective. Academic honesty includes adherence to guidelines established by the instructor in a particular course. It prohibits representing the work of others to be one’s own (plagiarism*); tampering with library, computer or student materials; or facilitating dishonesty by others. Penalties for academic dishonesty may range from a grade of “F” on the work in question or for the course to expulsion from the University. The Student Handbook provides detailed information pertaining to academic dishonesty, including procedures for determining disciplinary action. *Plagiarism shall be defined as appropriation of the words, or ideas, or creations of another without crediting the source.

Transcript of MLC 640_Wherry

Page 1: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 1 of 22

Sections T302 & T303 3 Credit Hours, 12 Weeks

Online Syllabus Instructor Name: Heather M. Wherry, Ph.D. Instructor Contact Methods: email: [email protected] or 402-430-4672 Program Director Information: Please see Staff Information tab Academic Advisor Information: Please see Staff Information tab Course Textbooks: Yukl, G. (2010). Leadership in organizations (8th ed.). Saddle River, NJ: Prentice Hall. Wren, T.J. (Ed.). (1995). The leader’s companion: Insights on leadership through the ages. New York, NY:

The Free Press. The journal readings and videos have been placed under the MLC 640 Journal Readings link in the Leadership Studies libguide. Here is the link: http://libguides.bellevue.edu/leadershipstudies Course Description: This course explores the field of leadership through classic readings and research on such topics as the history of leadership, leader disposition, motivation, charismatic leadership, transformational leadership, and servant leadership. Emphasis will be placed on critiquing contemporary leadership research that addresses current leadership challenges for individuals, groups, and organizations. Course Prerequisites: None Course Objectives: Students who successfully complete this course should be able to:

1. Critique leadership research.

2. Differentiate and analyze leadership constructs in an organization.

3. Assess the impact of motivation tactics on performance at the individual, group and organizational levels.

4. Analyze the use of power and influence in relation to leadership and organizational outcomes. Academic Honesty Policy Bellevue University is committed to academic excellence. Academic honesty from all University members is essential in achieving that objective. Academic honesty includes adherence to guidelines established by the instructor in a particular course. It prohibits representing the work of others to be one’s own (plagiarism*); tampering with library, computer or student materials; or facilitating dishonesty by others. Penalties for academic dishonesty may range from a grade of “F” on the work in question or for the course to expulsion from the University. The Student Handbook provides detailed information pertaining to academic dishonesty, including procedures for determining disciplinary action. *Plagiarism shall be defined as appropriation of the words, or ideas, or creations of another without crediting the source.

Page 2: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 2 of 22

Online Attendance Policy Attendance is mandatory. Online students are required to routinely log-into Blackboard and submit their assignments as scheduled by the syllabus. The student will receive a letter of nonattendance if the student has not logged-in to their course or submitted any assignments for more than seven consecutive days per course. Nonattendance could impact a student’s ability to receive financial aid. Online students encountering special situations which will prohibit them from accessing their course and meeting their course obligations should contact their instructor. Withdrawal Statement Please contact your advisor and reference your student handbook regarding withdrawal from this course or from the program. Failure to do so may have an adverse effect upon your financial aid and academic standing at the University. ADA Information: Bellevue University seeks to provide reasonable accommodations for all qualified persons with disabilities. If a student has a disability that qualifies under the Americans with Disabilities Act (ADA/ADAAA) and requires accommodations, it is the student's responsibility to register with Disability Services (DS) in a timely fashion to arrange for suitable accommodations. Disabilities covered by ADA may include learning, psychiatric, physical disabilities, or chronic health disorders. Students can contact DS if they are not certain whether a medical condition/disability qualifies. Students with temporary medical impairments are also encouraged to contact Disability Services. Disability Services is located in the R. Joe Dennis Learning Center, Room 579. To contact Disability Services please call 402.557.7417 or 800.756.7920 ext. 7417 or email [email protected]. For additional information, please consult the Student Disability Guide at http://www.bellevue.edu/services/content/pdfs/disability-services.pdf Course Expectations: 1. Students and instructors will prepare and participate in all course discussions.

2. Students are expected to respond to, verify, challenge, or otherwise expand upon fellow student’s comments each week throughout the course. (A substantive reply to a minimum of two student’s postings per assignment is required.) a. Initial Discussion Board posts are due by the 3rd day of each week. Failure to post the first post by the

deadline will result in zero points for that week’s discussion board assignment. b. A substantive reply to a minimum of two student’s postings per assignment is required.

3. All assignments are due by the prescribed date. Coordinate with the instructor ahead of time if you are in a situation which may cause a late posting.

4. In the event of an unexpected system-level outage or scheduled maintenance period, no penalties will result from late posts or assignments.

5. Should you experience technical difficulties, please click on the Technical Support tab for assistance. In addition, send a service request with a description of the problem to [email protected].

6. Missing more than seven consecutive days in a course requires your name to be submitted for non-attendance to the office of Academic Affairs.

7. All assignments (unless otherwise indicated) will follow APA 6th Edition formatting.

Page 3: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 3 of 22

Class Courtesy: All students have a right to express their opinion. Each student shall respect this right and allow other students to express their opinion. Instructor Expectations: 1. The instructor will respond to students’ questions within 48 hours, excluding weekends and

holidays.

2. The instructor will submit assignment grades in a timely manner.

3. Feedback on assignments will be given weekly.

4. If the instructor is unable to meet the above expectations, he/she will notify the students.

5. Final course grades will be submitted to the Registrar’s office within 10 days after the course has ended.

6. The final grade is determined by the total points accumulated. Should a student request additional time to complete assignments, due to an unforeseen tragedy, the Instructor and the Program Director will discuss the options possible.

Discussion Boards: During certain weeks of this course, students will be asked to reply to several questions on the Discussion Board. The purpose is to create an interactive dialogue that draws from the experience of the entire class to create a body of material that has value to everybody. Our class starts on Monday, 08/26/13:

Discussion board posts are due by 11:59 p.m. (Central) on the fifth day of the week (Friday).

Replies are due by 11:59 p.m. (Central) on the seventh day of the week (Sunday). Students must reply to a minimum of two (2) posts. However, it is expected that graduate students are highly engaged in online discussions of pertinent topics for the week. Replies need to be substantive e.g. state and support your position on your classmate’s response, ask questions, etc. A reply such as “I agree” will not meet the assignment criteria. Article Critiques: In this assignment, students will critique a peer-reviewed or scholarly research article that is provided in each week’s reading assignment list. The template for completion of the article critique is available in the Week 1 assignment folder in Blackboard. Submit the article critique through the assignment link in each week’s assignment folder. Assignments: In addition to discussion board questions and article critiques, there will be written assignments to be posted using APA 6th edition formatting as a Word document in the Assignment Section of Blackboard. Cover sheets, abstracts, and cited references are required. Only the instructor will view these assignments and provide feedback to the student; only the student may view these instructor comments. Please read very carefully the instructions for each assignment throughout the course.

Article critiques are due by 11:59 p.m. (CDT) on the seventh day of the week (Sunday).

Assignments are due by 11:59 p.m. (Central) on the seventh day of the week (Sunday).

Page 4: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 4 of 22

Month Mon Tue Wed Thu Fri Sat Sun

Aug 2013

26 Class Begins

Week 1 27 28

29 30

Discussion Board Post 31

1 Article Critique Observational Journal Discussion Board Replies

Sep 2013

2 Week 2

3

4

5

6 Discussion Board Post

7

8 Discussion Board Replies

9 Week 3

10

11

12

13 Discussion Board Post

14

15 Discussion Board Replies

16 Week 4

17

18

19

20 Discussion Board Post

21

22 Discussion Board Replies

23 Week 5

24

25

26

27 (no article critique due)

28

29 Discussion Board Replies

Transformational Leadership Paper

30 Week 6

1

2

3

4 Discussion Board Post

5

6 Discussion Board Replies

Oct 2013

7 Week 7

8

9

10

11 Discussion Board Post

12

13 Discussion Board Replies

14 Week 8

15

16

17

18 Discussion Board Post

19

20 Discussion Board Replies

21 Week 9

22

23

24

25 (no article critique due)

26

27 Discussion Board Replies

Organization Motivation PowerPoint Presentation

28 Week 10

29

30

31

1 Discussion Board Post

2

3 Discussion Board Replies

Nov 2013

4 Week 11 WORK ON FINAL

5

6 (not graded)

7

8 (no article critique due)

9

10 (not required to reply to discussion board)

11 Week 12 WORK ON FINAL

12

13

14

15

16 Class Ends

17 FINAL DUE: Applied Leadership Assessment Project

*Refer to the syllabus for details for each assignment.

Page 5: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 5 of 22

Course Grading Information: There are 550 total points possible for the course. Your final total points will be divided by 550 total possible points, for a percentage that determines your final letter grade as outlined below:

A 94% or above

A- 90 – 93%

B+ 87 – 89.9%

B 84 – 86.9%

B- 80 – 83.9%

C+ 77 – 79.9%

C 74 – 76.9%

C- 70 – 73.9%

D 60 – 69.9%

F below 60% ***Bellevue University does not recognize A+. In graduate programs, a C- or below is not considered a passing grade. Late Assignment Policy Late assignments are not accepted unless approved by the instructor ahead of time.

Page 6: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 6 of 22

COURSE OVERVIEW Details for each week’s reading, discussion topic, article for critique, and accompanying assignments, are found in Blackboard, under the Assignment tab for each week of the course. The following course schedule provides an overview of assignment and the number of points for each assignment.

Course Schedule Possible Points

Points Earned

1.1 Discussion Board Question 10

1.2 Article Critique 10

1.3 Observational Journal (assignment) 50

2.1 Discussion Board Question 10

2.2 Article Critique 10

2.3 Big 5 Personality and Leadership Traits Paper (assignment) 50

3.1 Discussion Board Question 10

3.2 Article Critique 10

3.3 Self-Critique of Leadership Behavior (assignment) 50

4.1 Discussion Board Question 10

4.2 Article Critique 10

5.1 Discussion Board Question 10

5.2 Transformational Leadership Paper (assignment) 50

6.1 Discussion Board Question One 10

6.2 Discussion Board Question Two 10

6.3 Article Critique 10

7.1 Discussion Board Question 10

7.2 Article Critique 10

8.1 Discussion Board Question 10

8.2 Article Critique 10

9.1 Discussion Board Question 10

9.2 Organization Motivation PowerPoint Presentation (assignment) 50

10.1 Discussion Board Question 10

10.2 Article Critique 10

11.1 Discussion Board Not graded

12.1 Discussion Board Question 10

12.2 Applied Leadership Assessment Project (assignment) 100

Total 550

Page 7: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 7 of 22

ASSIGNMENTS

It is recommended that students review ALL of the assignments for this course in order to plan their time accordingly.

Week 1: Introduction to Leadership

Leaders are tasked not only with the managerial and administrative activities of a department or organization, but with the leadership and development often associated with improving individual and organizational outcomes. The first week of MLC 640 will focus on creating a foundation of leadership knowledge based on past research and literature in the broad field of leadership. Although some literature is not specifically targeting a specific industry, it should be simple to extrapolate the key findings and assumptions to leadership within your organization. Reading Assignments Textbooks: Yukl – Chapters 1, 2 Wren – Chapters 1, 2, 7, 8, 9 Articles: Cronin, T. (n/d). Reflections on Leadership, Center for Strategic Leadership Studies

http://www.au.af.mil/au/awc/awcgate/navy/reflections_on_leadership.htm Kilburg, R. R., & Donohue, M. D. (2011). Toward a “grand unifying theory” of leadership: Implications for

consulting psychology. Consulting Psychology Journal: Practice and Research, 63(1), 6-25. doi:10.1037/a0023053 http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/860398782?accountid=28125

Use this article for assignment 1.2 – the Article Critique (TIP – click on the Full Text-PDF button) Sauer, S. J. (2011). Taking the reins: The effects of new leader status and leadership style on team

performance. Journal of Applied Psychology, 96(3), 574-587. doi:10.1037/a0022741 http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/852897669?accountid=28125

Review this video on how to read a research paper prior to this week’s assignments. http://idcontent.bellevue.edu/content/id/index.php?id=317 1.1 Discussion Board Question In your own words, what is your definition of leadership? Based on your readings of various theories and models of leadership, and your own experience, how would you characterize/categorize your leadership style? 1.2 Article Critique Peer-reviewed or refereed journals use a process of peer reviewing prior to publishing any work or article. Through peer reviewing, experts in the respective journal’s field or area of specialty assess the draft and provide the author with feedback. Only articles that have passed through this process are published in the journal, resulting in sound practice and scholarship in the field of study.

Page 8: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 8 of 22

Not all scholarly journals go through a peer review process, but it’s generally considered that a peer-reviewed journal is also a scholarly journal. Scholarly journals include articles written by experts in a particular field and focus on pertinent research and academic study. Research studies in scholarly journals will include an abstract; introduction or purpose; description of the sample or subjects included in the study; the methodology used to analyze the sample; results or findings of the study; discussion and finally, the conclusion. DO NOT mistake a peer-reviewed or scholarly journal article with a white paper, magazine article or professional journal article. If you don’t see the elements underlined above, it’s probably not an academic research article. Professional journal articles are useful, specifically when discussing a specific technology or industry. However, they usually do not provide a scientific or experimental design approach to research. Discerning research methodologies are important when evaluating research articles. Typically, three different types of methodologies are used to analyze a study. They include quantitative, qualitative and mixed-methods research. Here are two videos that will help describe each method:

Quantitative versus Qualitative Research http://www.youtube.com/watch?v=ddx9PshVWXI Mixed-Methods http://www.youtube.com/watch?v=JbOVf6CaEVs

In this assignment, students will critique a peer-reviewed or scholarly research article that is provided in the Week 1 reading assignment list (the Sauer (2011) article). The template for completion of the article critique is available in this week’s assignment folder in Blackboard. Submit the article critique through the assignment link in the Week 1 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65 1.3 Observational Journal Observe a leader(s) in action. Document your observation of what the leader looks like, how the leader behaves, interacts, communicates, makes decisions, resolves conflict, etc. Is there delineation between leadership and management? If so, provide an example. Provide a summary of your observations. The leader you observe must be someone you have regular contact with as a peer or direct report. If you are currently not working, contact your instructor for directions. 2-4 pages APA formatting is not required. No additional references required.

Page 9: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 9 of 22

Week Two: Trait Research in Leadership

When we think of leaders, usually the first thing that comes to mind is certain traits for what we think make an effective leader. Early research into leadership focused on traits and what leaders “looked like.” As you’ll see in this week’s discussion and assignments, leadership traits don’t always correlate to effective leadership. You can decide for yourself. Reading Assignments Textbook: Yukl – Chapter 6 Wren – 23, 24 Articles: Brown, F. W. & Reilly, M. D. (2008). The Myers-Briggs type indicator and transformational leadership.

Journal of Management Development, 28(10), 91-932. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/216353223?accountid=28125

Giberson, T. R., Resick, C. J., Dickson, M. W., Mitchelson, J. K., Randall, K. R., & Clark, M. A. (2009).

Leadership and organizational culture: Linking CEO characteristics to cultural values. Journal of Business Psychology, 24, 123-137.

Kirkpatrick, S. A. & Locke, E. A. (1991). Leadership: Do traits matter? The Academy of Management

Perspectives, 5(2), 48-60. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/210514732?accountid=28125

Kornor, H. & Nordvik, H. (2004). Personality traits in leadership behavior. Scandinavian Journal of

Psychology, 45, 49-54. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.ebscohost.com/login.aspx?direct=true&db=mnh&AN=15016278&site=ehost-live

Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-16.

http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/212142860?accountid=28125

Videos: From Good to Great: What Defines a Level V Leader? http://www.youtube.com/watch?v=q-KyQ90XByY About Leadership: the effects of character traits on leadership http://www.youtube.com/watch?v=yp8iTtDaGkY Self-Assessment: The Big 5 Personality Test http://www.outofservice.com/bigfive/

Page 10: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 10 of 22

2.1 Discussion Board Question Are leaders born or made? Is leadership a trait or state? Argue your case for either side. Provide at least one supporting article to help make your case. 2.2 Article Critique Use the Brown and Reilly (2008) article from this week’s reading assignments for this week’s article critique. Submit the article critique through the assignment link in the Week 2 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65 2.3 Big 5 Personality and Leadership Traits Paper Ask the same person you observed in the 1.3 Observational Journal assignment to complete the Big 5 Personality Test. How do the results of this assessment compare or contrast to your observations from Week One? Use supporting research to substantiate your assumptions and analysis. Maximum 5 pages. APA required. Minimum of three academic references.

Page 11: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 11 of 22

Week Three: Behavioral Approaches

From trait-based observations, research in leadership evolved to what leaders DO rather than what they look like. This week we’ll be examining leadership behaviors and how they are manifested within an organizational setting and within you. There is a self-assessment that you will complete this week. Keep in mind how your own self-awareness may or may not affect your perception and perspective of effective leadership. Reading Assignments Textbooks: Yukl – Chapters 3 Wren – Chapters 25, 26, 27 Article: Braynion, P. (2004). Power and leadership. Journal of Health Organization and Management, 18(6), 447-

463. Retrieved from http://search.proquest.com.ezproxy.bellevue.edu/docview/197380855?accountid=28125

Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2004). Leadership behaviors and subordinate

resilience. Journal of Leadership & Organizational Studies, 11(2), 2-14. Retrieved from http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/203137084?accountid=28125

Sosik, J. J., & Dionne, S.D. (1997). Leadership styles and Deming's behavior factors. Journal of Business &

Psychology, 11(4), 447-462. Retrieved from http://web.ebscohost.com.ezproxy.bellevue.edu/ehost/detail?sid=1283c165-d749-4c56-97d3-28b308cb0799%40sessionmgr114&vid=1&hid=114&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=12495406

Self-Assessment: The Blake and Mouton Managerial Grid is available in the Week 3 Assignment Folder 3.1 Discussion Board Question What do effective leaders DO that makes them effective. Would you label the leader good or bad based on the behavior? Why? 3.2 Article Critique Use this article: Harland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2004). Leadership behaviors and subordinate

resilience. Journal of Leadership & Organizational Studies, 11(2), 2-14. Submit the article critique through the assignment link in the Week 3 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65 3.3 Self-Critique of Leadership Behavior Based on your self-assessment using the Blake and Mouton Managerial Grid, assess your own preferred behavioral leadership style and where you think you belong on the grid. Are you where you want to be given your current position and organization?

Page 12: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 12 of 22

Provide anecdotal evidence of behaviors in support of your perspective on behavioral leadership. In addition, provide academic research articles in support of your assessment.

• Maximum of 5 pages, not including title page, abstract, references or appendices.

• APA format required.

• Minimum of TWO academic and/or professional trade journal references.

Page 13: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 13 of 22

Week Four: Transformational Leadership, Part 1 Transformational leadership has emerged as one of the “gold standards” and most studied leadership theories in contemporary literature. So what constitutes a “transformational leader” and why are they so popular? This week we’ll examine transformational leadership in depth to provide some insight on the perspectives transformational leaders have toward their followers. Reading Assignments Textbook: Yukl – Chapter 9 Wren – Chapters 19, 20, 21 Articles: Barbuto, Jr. J. E. (1997). Taking the charisma out of transformational leadership. Journal of Social

Behavior and Personality, 12(3), 689-697. Walumbwa, F. O., Avolio, B. J. & Zhu, W. (2008). How transformational leadership weaves its influence

on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4), 793-825. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/220138744?accountid=28125

4.1 Discussion Board Question What are some similarities and differences between charismatic and transformational leadership? What can leaders do to become more transformational? 4.2 Article Critique Use the Walumbwa, Avolio and Zhu (2008) article for the article critique this week. Submit the article critique through the assignment link in the Week 4 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65

Page 14: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 14 of 22

Week Five: Transformational Leadership, Part 2 Research in transformational leadership tends to incorporate a behavioral and contingency approach to leadership. This week, the focus for transformational leadership is on the antecedents or contributing factors to being a transformational leader. Specifically, we’ll discuss the “4 I’s” of transformational leadership and the Full Range Model of leadership. Reading Assignments Textbooks: Yukl – Chapter 9 Wren – none Articles: Bass, B., Jung, D. I., Avolio, B. J. & Berson, Y. (2003). Predicting unit performance by assessing

transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207-218. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/219398284?accountid=28125

Clements, C., & Washbush, J. (1999). The two faces of leadership: Considering the dark side of leader-

follower dynamics. Journal of Workplace Learning, 11(5), 170-175. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/198429748?accountid=28125

Deluga, R. J. (1988). Relationship of transformational and transactional leadership with employee influencing strategies. Group and Organizational Studies, 13, 456-467.

http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/203372974?accountid=28125

Kendrick, J. (2011). Transformational leadership. Professional Safety, 56(11), 14-14.

http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/902758508?accountid=28125

Kirkbride, P. (2006). Developing transformational leaders: the full range leadership model in action.

Industrial and Commercial Training,38(1), 23-32. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/214105353?accountid=28125

5.1 Discussion Board Question Using the “4 I’s” of transformational leadership, how do transformational leaders drive organizational outcomes? 5.2 Transformational Leadership Paper Select a leader in your organization. Using the readings and additional, external research, assess the leader with regard to demonstrated or exhibited transformational characteristics and constructs. What does the leader do that is indicative of transformational leadership? Provide anecdotal examples. Or, maybe the leader does not exhibit transformational characteristics. Include a brief overview of the leader’s position in the organization. Max 10 pages, not including title page, abstract, references or appendices. APA required. A minimum of 5 academic references are required. Do not use magazines, websites, blogs, white papers, etc.

Page 15: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 15 of 22

Week Six: Contingency Theories and Models, Part 1

The premise of contingency models of leadership state that, “Leadership is contingent upon …” In other words, virtually anything could contribute to the effectiveness of leadership; it’s contingent upon a lot of things. The situation or context, relationship with subordinates, budgets, locale, age and gender, experience and a multitude of other factors, according to contingency models, will affect leadership. This week, we’ll be introduced to contingency models and begin exploring this approach to effective leadership. Reading Assignments Textbooks: Yukl – Chapter 8 Wren – Chapter 18 Articles: Lee, J. (2005). Effects of leadership and leader-member exchange on commitment. Leadership &

Organization Development Journal, 26(7), 655-672. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/226915737?accountid=28125

Zacher, H., Rosing, K., Henning, ,T. & Frese, M. (2011). Establishing the next generation at work: Leader

generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success. Psychology and Aging, 26(1), 241-252. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/862145746?accountid=28125

6.1 Discussion Board Question One What are some of the factors that affect leadership effectiveness in your organization? “Leadership is contingent upon _______.” This week, provide a research article reference to support your position. 6.2 Discussion Board Question Two Within your organization, what is leadership contingent upon? As with 6.1, provide an additional research article reference to support your position. 6.3 Article Critique Use the Lee article for the article critique this week. Submit the article critique through the assignment link in the Week 6 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65

Page 16: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 16 of 22

Week Seven: Contingency Theories and Models, Part 2

This week, we move into exploring how contingencies, specifically the situation, drives or dictates the most effect means of leadership. As we’ll see, the situation often varies between employees, thus requiring the leader to be aware and adapt to the situation. Reading Assignments Textbooks: Yukl – Chapter 4 Wren – 32 Articles: Blake, R. R., & Mouton, J. S. (1981). Management by grid principles or situationalism: Which? Group &

Organization Studies (Pre-1986), 6(4), 439-439. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/232428329?accountid=28125

Hersey, P., & Blanchard, K. H. (1982). Grid principles and situationalism: Both! A response to Blake and

Mouton. Group & Organization Studies (Pre-1986), 7(2), 207-207. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/232436916?accountid=28125

Blake, R.R., & Mouton, J.S. (1981). Grid principles versus situationalism: A final note. Group and

Organization Studies, 7, 211-215. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/232430380?accountid=28125

Pertusa-Ortega, E. M., Molina-Azorin, J. F., & Claver-Cortes, E. (2010). Competitive strategy, structure

and firm performance: A comparison of the resource-based view and the contingency approach. Management Decision, 48(8), 1282-1303. http://ezproxy.bellevue.edu:80/login?Auth=bb&url=http://search.proquest.com/docview/749469586?accountid=28125

Vroom, V. H. & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1),

17-24. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/212134460?accountid=28125

7.1 Discussion Board Question Blake/Mouton and Hersey/Blanchard have been debating the validity of their respective contingency models of leadership for some time. Provide some pros and cons to both models and pick a side. Justify your position using the research presented in the articles. 7.2 Article Critique Use the Pertusa-Ortega article for the article critique this week. Submit the article critique through the assignment link in the Week 7 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65

Page 17: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 17 of 22

Week Eight: Servant Leadership This week we’ll explore an emerging theory of leadership. Servant leadership, although it’s been around in some form or another since the 15th century (Lau Tzu), is focused on the relationship with the follower as being service-based and centered on the well-being and development of followers. Reading Assignments Textbooks: Yukl – Chapter 13 Wren – Chapter 4, 15, 16, 33 Articles: Bambale, A., Shamsudin, F., & Subramaniam, C. (2011). Stimulating organizational citizenship behavior

(OCB) research for theory development: Exploration of leadership paradigms. International Journal of Academic Research in Business and Social Sciences, 1(22226990), 48-69. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/896622702?accountid=28125

Barbuto, J., & Wheeler, D. (2006). Scale development and construct clarification of servant leadership.

Group and Organizational Management, 31, 300-326. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/203373307?accountid=28125

Ebener, D. R. & O’Connell, D. J. (2010). How might servant leadership work? Nonprofit Management &

Leadership, 20(3), 315-335. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=48490646&site=ehost-live

Savage-Austin, A. R. & Honeycutt, A. (2011). Servant leadership: A phenomenological study of practices,

experiences, organizational effectiveness, and barriers. Journal of Business & Economics Research, 9(1), 49-54. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/848788676?accountid=28125

Sendjaya, S. & Sarros, J.C. (2002). Servant leadership: Its origins, development, and application in

organizations. Journal of Leadership and Organization Studies, 9(2), 57-64. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/203144748?accountid=28125

Vinod, S. & Sudhakar, B. (2011). Servant leadership: A unique art of leadership. Interdisciplinary Journal

of Contemporary Research in Business, 2(11), 456-467. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/863574332?accountid=28125

Video Tom Peters on Servant Leadership: http://www.youtube.com/watch?v=BHIKRmEaC6Y 8.1 Discussion Board Question: Can a servant leader exist in an organization?

Page 18: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 18 of 22

8.2 Article Critique Use the Savage-Austin & Honeycutt (2011) article for the article critique this week. Submit the article critique through the assignment link in the Week 8 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65

Page 19: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 19 of 22

Week Nine: Leadership and Motivation A key competency for any leader is the ability to motivate employees to attain a higher level of individual, group and organizational outcomes. However, the research on motivation remains mixed with regard to employee motivation. Can a leader motivate a follower, or can the leader only provide an environment for a follower to be motivated? We won’t be able to answer that question, but during Week 9, we’ll examine several threads of research that discuss ways in which employees are motivated. Reading Assignments Textbook: Yukl – none Wren – Chapters 44 & 55 Articles: Barbuto, J. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of

antecedents. Journal of Leadership & Organizational Studies, 11(4), 26-40. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/203138752?accountid=28125

Campion, M. A. & Thayer, P. W. (1987). Job design: Approaches, outcomes and trade-offs.

Organizational Dynamics, 15(3), 66-79. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.ebscohost.com/login.aspx?direct=true&db=mth&AN=4636294&site=ehost-live

Furnham, A., Eracleous, A., & Chamorro-Premuzic, T. (2009). Personality, motivation and job

satisfaction: Hertzberg meets the big five. Journal of Managerial Psychology, 24(8), 765-779. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/215867349?accountid=28125

Herzberg, F. W. (1968). One more time, how do you motivate employees? Harvard Business Review,

46(1), 53-62. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=8796887&site=ehost-live

White Paper & Trade Journal Article (non-peer reviewed): Barbuto, J., & Cummins-Brown, L. L. (2007) The 5 ways that people are motivated. UNL Extension-

Institute of Agriculture and Natural Resources. http://www.ianrpubs.unl.edu/pages/publicationD.jsp?publicationId=874

Ford, E. L., & Fina, M. C. (2006). Leveraging recognition: Noncash incentives to improve performance.

Workspan, 19-22. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/194714606?accountid=28125

Video: RSA Animate – Drive: The Surprising Truth About What Motivates Us http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=player_embedded

Page 20: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 20 of 22

9.1 Discussion Board Question Do leaders motivate? Or, do they only establish an environment for employees to BE motivated? What role does leadership have to do with motivating employees to attain higher levels of satisfaction, performance and outcomes? Is any particular leadership style better at motivating employees? Provide at least one academic reference to support your position. 9.2 Organization Motivation PowerPoint Presentation How do leaders in your organization motivate employees? This week’s presentation should focus on the various methods used to motivate employees in your organization, whether by individual managers and/or leaders, or through organizational systems (i.e. formal rewards and recognition programs). Your presentation should outline some of the various ways that employees are motivated. Most importantly, critique how employee motivation is manifested in your organization. Are the techniques appropriate? Where does motivation come from? Are managers and leaders getting the desired results? How do you know? You may even consider asking employees what motivates them. According to Ford (2007), how might you modify this question to get at an employee’s real motivation? Refer to this week’s reading assignments and additional research to support your work. Maximum 20 slides. Minimum of FIVE academic and/or professional journal references. APA formatting is required.

Page 21: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 21 of 22

Week Ten: Power and Influence Power and influence are fundamental aspects of the leader-follower relationship. Within organizations, power and influence have direct impact on leader performance and organizational outcomes. Furthermore, the effect of power and influence on employee motivation is manifested in tactics used to encourage, enable, and empower employee performance. Reading Assignments Textbook: Yukl – 8 Wren – Chapter 45 Articles: Charbonneau, D. (2004). Influence tactics and perceptions of transformational leadership. Leadership &

Organization Development Journal, 25(7), 565-576. Retrieved from http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/226918414?accountid=28125

Julius, D., Baldridge, J., & Pfeffer, J. (1999). A memo from Machiavelli. The Journal of Higher Education,

70(2), 113-133. http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/205333198?accountid=28125

Kanter, R. M. (1979). Power failure in management circuits. Harvard Business Review, 57(4), 65-65.

http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/233496808?accountid=28125

Pfeffer, J. (1992). Understanding power in organizations. California Management Review, 34(2), 29-29.

http://ezproxy.bellevue.edu:80/login?auth=bb&url=http://search.proquest.com/docview/216127422?accountid=28125

Self-Assessment: How Mach Are You? 10.1 Discussion Board Question Complete the “How Mach Are You” self-assessment and discuss your results. Were you surprised at the results or did it confirm what you already knew? How does society embrace or reject Machiavellian behaviors? 10.2 Article Critique Use the Charbonneau (2004) article for the article critique this week. Submit the article critique through the assignment link in the Week 10 assignment folder. http://idcontent.bellevue.edu/content/id/flash.php?id=65

Page 22: MLC 640_Wherry

Bellevue University – College of Arts and Sciences MLC 640 Leadership Theories and Research

MLC 640_Heather Wherry Page 22 of 22

Week Eleven: Work on final project. Use this week to focus on your final leadership project due at the end of Week 12. An additional discussion board has been created for you to use to have others in the course critique and offer constructive feedback on your project. This discussion board is available for Weeks 11 and 12 and is not a graded discussion board. 11.1 Discussion Board (non-graded) Post a brief description of your topic for the Applied Leadership Assessment Project in Week 12. Week Twelve: Applied Leadership Assessment Project This is the final week of MLC 640 which is provides an opportunity to reflect on how your own views of leadership have changed, if at all. This week you will be integrating many of the concepts, constructs, and theories in an assessment of leadership in your own organization. 12.1 Discussion Board Question Using your own words, how do you define leadership? Does it differ from your Week 1 definition? 12.2 Applied Leadership Assessment Project The final project in MLC 640 is a comprehensive assessment of individual leadership within an organization of the student’s choice. Drawing from previous weeks’ readings, videos, and discussions, students will assess an individual in a leadership role. Your assessment project should include but is not limited to the following:

Brief overview of the organization (background and history)

Leadership hierarchy (organizational structure)

Introduction of the leader being assessed in this project

Analysis of leadership style(s) to include appropriate theoretical and conceptual support for assumptions and observations (provide supporting research and citations)

Critique of leader strengths and challenges

Recommendations for leadership development

Summary and conclusion Presentation of your final project may be submitted in one of the following formats:

Paper – max. 20 pages, APA required, minimum 10 references.

PowerPoint – max. 25 slides, APA required, minimum 10 references. Instructional videos on adding voice-over to a PowerPoint: http://www.youtube.com/watch?v=QZp3jumnWUg or http://office.microsoft.com/en-us/powerpoint-help/add-narration-to-a-presentation-HA001230306.aspx

If you choose to create a PPT, please do not place all of your text on the slides. Either do a voice-over or type your text in the notes section. There is a sample PPT document in Course Documents for tips on creating great PPT presentations.