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64160 Duchon

Kent State University

Graduate Programs Office:  Professional MBA

Leadership & Organizational Change (MIS 64160-001-201580)

August-December, 2015

 

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)

      msduchon@kent.edu

     

Required Materials

 

Northouse, Peter G. Leadership: Theory & Practice (7th Edition). Sage Publications, Inc. (ISBN-13: 978-1-4522-0340-9)

 

 

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. Several of our class sessions will be online throughout the semester.

 

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.      Participation in MBTI Step 2 Form Q Assessment and various other assessments throughout the course.

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).

 

 

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 Synthesis Paper on 3 to 5 leadership theories from the Northouse leadership text. (See Rubric for grading purposes on Blackboard). Paper due on December 15.

 

·         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.

 

·         Presentation on your individual synthesis paper on

will be presented on Tuesday, December 8. This will be an opportunity to discuss “best leadership practices.”

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Course Schedule

 

 

Weekly Class Assignments

 

Readings for September 1 Class

 

Read Northouse, Chapter 1

 

Class Schedule September 1

           

·         Introductions

·         What Is Leadership

 

Readings for September 8 Class

 

Read Northouse, Chapter 2

 

Class Schedule September 8

 

·         Trait Approach

·         LTQ in class

·         LTQ 360 Feedback (discuss)

·         Case Studies

 

 

Readings for September 15 Class

 

Read Northouse, Chapter 3

 

Class Schedule September 15

 

·         Skills Approach

·         Case Studies

·         Skills Inventory Instrument

 

Readings for September 22 Class

 

Read Northouse, Chapter 4

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 22 Class Continued

 

The Global Innovation 1000: Why Culture Is Key by Barry Jaruzelski, John Loehr, & Richard Holman Winter 2011

 

Class Schedule September 29

 

·         Style Approach

·         Style Questionnaire

·         Case Studies

 

Readings for September 29 Class

 

Read Northouse, 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 October 6

 

·         Situational Approach

·         Case Studies

 

    Readings for October 6 Class

 

EXAM I CHAPTER 1 THROUGH CHAPTER 5

 

Class Schedule October 6

 

·         EXAM

·         2ND PART OF CLASS STUDENTS WORK ON INDIVIDUAL PAPER

   

Readings for October 13 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 13

 

Chapter 6

·         Contingency Theory

·         LPC Instrument

·         Case Studies

 

Readings for October 20 Class

 

DISTANCE LEARNING SESSION (go ahead and take the online MBTI Assessment)

Question Discussion Tree

 

Readings for October 27 Class

 

Read Northouse, Chapter 7

Emotional Intelligence Duchon Presentation

 

Class Schedule October 27

 

·         Path Goal Theory

·         Path-Goal Leadership Questionnaire

·         Case Studies

·         MBTI Assessment Discussion

 

 

Readings for November 3 Class

 

Read Northouse, Chapter 8

 

Class Schedule November 3

 

·         Leader-Member Exchange Theory

·         LMX Questionnaire

·         Case Studies

 

Readings November 10 Class

 

Read Northouse, Chapter 9 & Chapter 10

 

 

 

 

 

 

 

 

Course Schedule Continued

 

Class Schedule November 10

 

·         Transformational Leadership

·         Sample Leadership Questionnaire (MLQ) Form 5X-Short)

·         Case Studies

·         Servant Leadership

·         Servant Leadership Questionnaire

·         Case Studies

 

Readings for November 17 Class

 

Read Northouse, Chapter 11 & Chapter 12

 

 

Class Schedule November 17

 

·         Authentic Leadership

·         ALQ Instrument

·         Case Studies

·         Team Leadership

·         Team Excellence & Collaborative Team Leader Questionnaire

·         Case Studies

 

NO CLASS ON TUESDAY, NOVEMBER 24—THANKSGIVING RECESS

 

Readings for December 1 Class

 

Read Northouse, Chapter 13 & Chapter 14

 

Class Schedule December 1 Class

 

·         Psychodynamic Approach

·         Psychodynamic Approach Survey

·         Case Studies

·         Women & Leadership

·         Gender-Leader Implicit Association Test

·         Case Studies

 

No class on Tuesday, November 24—Thanksgiving Vacation

Course Schedule Continued

 

 

Readings for December 8 Class

 

Read Northouse, Chapter 15 & Chapter 16

 

Class Schedule December 8

 

·         Culture & Leadership

·         Dimensions of Culture Questionnaire

·         Case Studies

·         Leadership Ethics

·         Perceived Leader Integrity Scale

·         Case Studies

 

Oral Presentations and Synthesis Papers are due

 

Class Schedule December 15

 

Final Exam Review Chapters 12, 13, 14, 15, & 16

 

 

 

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