64160 Duchon
Kent State University
Graduate Programs Office: Professional MBA
Leadership & Organizational Change (MIS 64160)
August-December, 2014
Course
Leadership & Organizational Change course (3 credit hour) is offered in the
Professional MBA Program (MIS 64160/16890).
Faculty
Dr. Michael S. Duchon Phone: 216-849-5508 (Mobile)
Required Materials
Northouse, Peter G. Leadership: Theory & Practice (6th Edition). Sage Publications, Inc. (ISBN-13: 978-1-4522-0340-9)
Kim, Cameron S. & Quinn, Robert E. Diagnosing and Changing Organizational Culture (3rd Edition). Jossey-Bass. (ISBN- 978-0-470-65026-4)
Additional Readings (All posted on Blackboard)
Harvard Business Review Articles:
1. Change Without Pain by Eric Abrahamson—July/August 2000
2. Cracking the Code of Change by Michael Beer & Nitin Nohria—May/June 2000
3. Leading Change Why Transformation Efforts Fail by John Kotter—January 2007
4. Managing Change: The Art of Balancing by Jeanie Duck—November/December 1993
5. Cultural Change That Sticks: Start With What’s Already Working by Jon Katzenbach, Ilona Steffen, & Caroline Kronley—July/August 2012
STRATEGY & BUSINESS ARTICLE:
6. The Global Innovation 1000: Why Culture Is Key by Barry Jaruzelski, John Loehr, & Richard Holman Winter 2011
COURSE DESCRIPTION
This course examines theories that provide the conceptual framework for organizational development from the leader’s perspective. Strategies and qualities necessary for becoming an effective leader will be examined. The process of creating an organizational vision and implementing visionary leadership will be one of the major course topics. Students will reflect on the particular challenges and responsibilities encountered in shaping and creating successful leaders in the 21st century. Application of theory to practice will be stressed.
This 16-week instructional sequence of this course is divided into three major components: leadership theories and organizational development; visioning and visionary leadership; and organizational change.
Students will develop a personal and professional set of assumptions to guide them in their work experiences.
LEARNING OBJECTIVES
1. Analyze selected leadership theories that provide the conceptual frameworks for organizational leadership and organizational change.
2. Discriminate among various leadership styles and models.
3. Participate in two Assessments: (1) MBTI Step 2 Form Q & (2) Birkman Method—facilitates the creation of your Professional Development Plan.
4. Assess, make judgments and generate solutions regarding the effectiveness of their own organizations, using the theories, principles and models presented in this course.
5. Discuss various strategies used to help individuals deal with change.
6. Recognize the importance of vision in leadership.
7. Identify how teams perform in change situations.
8. Describe various methods for managing a team through the change or transformation process.
9. Explain the various models and approaches to organizational change.
10. Discuss the leader’s role in organizational change.
11. Discuss when an organization needs to restructure and how to manage the process.
12. Describe how to affect cultural change as it pertains to organizational success.
13. Participate in, lead and contribute to class discussions.
Plagiarism Policy
Faculty and students support and endorse the Student Cheating and Plagiarism Policy #42-3-07 of Kent State University, which states that: “Students enrolled in the University, at all its campuses, are to perform their academic work according to standards set by faculty members, departments, schools and colleges of the University; cheating and plagiarism constitute fraudulent
misrepresentation for which no credit can be given and for which appropriate sanctions are warranted and will be applied.” Please refer to this policy for a more inclusive description of definitions and academic sanctions.
Regarding Students with Disabilities
University policy 3342-3-01.3 requires that students with disabilities be provided reasonable accommodations to ensure their equal access to course content. If you have a documented disability and require accommodations, please contact the instructor at the beginning of the
Regarding Students with Disabilities (continued
course to make arrangements for necessary classroom adjustments. Please note, you must first verify your eligibility for these through Student Accessibility Services (contact 330-672-3391 or
visit www.kent.edu/sas for more information on registration procedures).
COURSE WITHDRAWL DATE
Fall 2014, the course withdrawal date is Sunday, November 2, 2014.
Grading
Class Participation 30 points
Exam 1 90 points
Exam 2 90 points
Team/Individual-based Paper 90 points
Oral Team Presentation 20 points
Development Plan 30 points
Individual Case Study (2) 30 points
Team-based Case Studies (2) 30 points
Total Points 410 points
Course Assessment Components
· Class Participation consists of your contribution to class discussions
with stimulating, focused questions and/or examples for exploration.
You will find this difficult to do without having read the assigned
materials with the intent to learn, question, and understand what you
have read. Additionally, we will be doing various in class mini-assessments that will also be assessed as part of your class participation grade. I will evaluate this portion of your grade by observation
Course Assessment Components Continued
· Midterm Exam and Final Exam. The final exam will not be comprehensive in nature. Examples will consist of multiple choice questions, identifications (define the term and give a direct application example), and two short essays.
· Individual/Team Based Written Paper on “Culture Change.” Your written paper will be based on the book “Diagnosing an Organizational Culture.” (See Rubric for grading purposes on Blackboard). Paper due on December 2.
· Two individual case studies. The case study should be between 1.5 and 2.5 pages in length. The case study should include an Introduction, Body (address each question in sentence format), and Conclusion (this is where you can also include your insights/observations). In addition, please be sure it is double spaced. .” (See Rubric for grading purposes on Blackboard).
· Two team-based case studies. Please use the same format as above. A team consists of 2 individuals.
· Team presentation on your individual paper on “Diagnosing & Organization
Culture will be presented on Tuesday, December 2. This will be an opportunity to discuss “best cultural practices.”
Course Schedule
Weekly Class Assignments
Readings for August 26 Class
Read Northouse, Chapter 1
Class Schedule August 26
· Introductions
· What Is Leadership
Readings for September 2 Class
Read Northouse, Chapter 2
Read Cameron & Quinn, Chapter 1
Class Schedule September 2
· Trait Approach
· LTQ in class
· LTQ 360 Feedback (discuss)
· Case Studies
Readings for September 9 Class
Read Northouse, Chapter 3
Read Cameron & Quinn, Chapter 2
Class Schedule September 9
· Skills Approach
· Case Studies
· Skills Inventory Instrument
Readings for September 16 Class
Read Northouse, Chapter 4
Read Cameron & Quinn, Chapter 3
HBR Article: Cultural Change That Sticks: Start with what’s Already Working by Jon Katzenbach, Ilona Steffen, & Caroline Kronley—July/August 2012
Course Schedule Continued
Readings for September 16 Class Continued
The Global Innovation 1000: Why Culture Is Key by Barry Jaruzelski, John Loehr, & Richard Holman Winter 2011
Class Schedule September 16
· Style Approach
· Style Questionnaire
· Case Studies
Readings for September 23 Class
Read Northouse, Chapter 5
Read Cameron & Quinn, Chapter 4 & Chapter 5
HBR Article: Cracking the Code of Change by Michael Beer & Nitin Nohria—May/June 2000
HBR Article: Leading Change Why Transformation Efforts Fail by John Kotter—January 2007
Class Schedule September 23
· Situational Approach
· Case Studies
EXAM I CHAPTER 1 THROUGH CHAPTER 5
Class Schedule September 30
· EXAM
· 2ND PART OF CLASS STUDENTS WORK ON INDIVIDUAL PAPER
Readings for October 7 Class
Read Northouse, Chapter 6
Read Cameron & Quinn, Chapter 6
HBR Article: Change without Pain by Eric Abrahamson—July/August 2000
HBR Article: Managing Change: The Art of Balancing by Jeanie Duck—November/December 1993
Course Schedule Continued
Class Schedule October 7
Chapter 6
· Contingency Theory
· LPC Instrument
· Case Studies
Readings for October 14 Class
DISTANCE LEARNING SESSION
Readings for October 21 Class
Read Northouse, Chapter 7
Emotional Intelligence Duchon Presentation
Class Schedule October 21
· Path Goal Theory
· Path-Goal Leadership Questionnaire
· Case Studies
Readings for October 28 Class
Read Northouse, Chapter 8
Class Schedule October 28
· Leader-Member Exchange Theory
· LMX Questionnaire
· Case Studies
Readings November 4 Class
Read Northouse, Chapter 9 & Chapter 10
Course Schedule Continued
Class Schedule November 4
· Transformational Leadership
· Sample Leadership Questionnaire (MLQ) Form 5X-Short)
· Case Studies
· Servant Leadership
· Servant Leadership Questionnaire
· Case Studies
Readings for November 11 Class
Read Northouse, Chapter 11 & Chapter 12
Class Schedule November 11
· Authentic Leadership
· ALQ Instrument
· Case Studies
· Team Leadership
· Team Excellence & Collaborative Team Leader Questionnaire
· Case Studies
Readings for November 18 Class
Read Northouse, Chapter 13 & Chapter 14
Class Schedule November 18
Chapter 14
· Psychodynamic Approach
· Psychodynamic Approach Survey
· Case Studies
· Women & Leadership
· Gender-Leader Implicit Association Test
· Case Studies
Readings for November 25 Class
Read Northouse, Chapter 15 & Chapter 16
Course Schedule Continued
Class Schedule November 25
· Culture & Leadership
· Dimensions of Culture Questionnaire
· Case Studies
· Leadership Ethics
· Perceived Leader Integrity Scale
· Case Studies
Readings for December 2 Class
Papers Due
Oral Presentations
Final Exam Review Chapters 12, 13, 14, 15, & 16
Readings for December 9 Class
FINAL EXAM CHAPTER 12 THROUGH CHAPTER 16
