Module code: BUS236
Module organiser: Dr Andromachi Athanasopoulou
This module explores the nature of leadership in terms of whether leaders are born or can be developed. It then looks at leadership in terms of how power and influence is exercised within and between organisations, raising questions about unitary versus pluralistic models of leadership. It also considers social psychological theory and research that accounts for how leaders acquire and exercise social influence in a manner that contributes to their credibility and the motivation of their followers, plus how individual differences in leader behaviour acquire significance in different contexts. The emphasis of the module will be on application of theory, comparing and contrasting ideas, and analysis of students’ own grasp of, and capacity for, leadership roles.
The module will critically review leadership theory development: trait theory to transformational leadership, leader-follower relationships, transformational/transactional leadership, leadership and power, leadership and organisational culture and develop effective leadership.
Quiz (1) 15%
Coursework: Case Study (400-500 words) 10%
Quiz (2) 15%
Northouse, P. (2009). Leadership. Theory and Practice (5th ed.) Thousand Oaks: Sage.
Daft, R. (2010). The Leadership Experience (5rd ed.). Mason, OH: Thomson/South-Western.
Goffee, R. and Jones, G. (2006). Why Should Anyone Be Led By You? Boston, MA: Harvard Business School Press.
Yukl, G. A. (2009). Leadership in Organizations. (7th ed.). Englewood Cliffs, NJ: Prentice Hall.