HR650 – Developing Leadership & Managing Change
Master of Science in Human Resource Management and Organizational Behavior
Core Course
HR650 – Developing Leadership & Managing Change
Course Unit Code: HR650
Type Of Unit: Core
Level of Course Unit: Second cycle
Year of Study: First/second year
Semester: On demand
Number of ECTS Credits: 6
Class Contact Hours: 28
Mode of Delivery
Face to Face
Prerequisites
None
Course Objectives
The course provides a roadmap to achieving excellence in Leadership and managing change. It outlines the theoretical foundations of the concept of Leadership and what it takes to influence and empower others, as well as, practical knowledge and advice to enhance their ability to help themselves, their people, and organizations to manage effectively corporate change provide them. The course presents behavioral models, tools and personality benchmarks that students may immediately implement into their own career path. It offers to participants the opportunity to expose themselves to the latest thinking and practice in the management of change. The course requires personal intellectual curiosity and commitment, and, in addition to laying the theoretical foundations of leadership, will be experiential and practical in nature.
Learning Outcomes
- Demonstrate knowledge and understanding of key concepts, theories, practices, and trends that relate to effective leadership and the management of change, including the ethical and sustainability implications linked to their application.
- Integrate theoretical knowledge and relevant data/information to analyze complex situations and exercise judgment on issues that relate to the effective management of change.
- Identify through self-assessment their personal strengths and areas for improvement and create a personal plan for the continuous development of their leadership potential and skills skills.
- Apply critically change management concepts/theories and models to recommend solutions to frequently encountered problems or improvements to current practices.
Course Content
Course Features
Planned learning activities and teaching methods
Teaching Methods will include lectures, case studies, group discussions, videos and a simulation game. To make the most of teaching sessions and to give you ample time to discuss the case studies in your groups, it is important that each one of you has read all relevant case studies prior to the teaching sessions.
Assessment methods and criteria
The course will be assessed as follows:
90% by an individual exam
10% by the completion of an online quiz
Language of Instruction
English
Work placement(s)
Not applicable
Readings
Readings are divided into: Pre-reading, Essential and Further Readings. You will be supplied with the “Pre-readings” and “Essential Readings”.
You will find it beneficial if you read them in advance of every session. “Further Readings” are intended to provide information for additional sources of relevant literature for those who wish to widen and deepen their understanding or particular issues now or in the future.
Pre-readings:
Students must read before the first lecture the following case studies (hard copies will be provided before first class):
1. The case of the disobedient workers (moodle)
2. Grange, C., Prom Tep, S. Senecal, S. 2018. Digital Transformation at La Presse: B – Implementing the Digital Strategy. International Journal of Case Studies in Management, 16(1) (request a copy from program office).
3. Cabbaro, J. J., & Kaftan, C. 2012. Jess Westerly at Kauflauf GmbH. Harvard Business Publishing (request a copy from program office).
4. Kouzes, J. and Posner, B. (2012). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, San Francisco: Jossey- Bass.Extraordinary Things Happen in Organizations. Jossey-Bass
Additional articles and e-material will be handed out during the course.
Required Readings:
5. Bridges, W. 2010. Three Questions: Manage your transitions. Leadership Excellence.
6. Burnes, B. 2004. Kurt Lewin and the planned approach to change: a re-appraisal. Journal of Management Studies, 41: 977-1002.
7. Dent E. B., & Goldberg, S. G. 1999. Challenging “resistance to change”. Journal of Applied Behavioral Science, 35: 25-41
8. Ford, J. D., & Ford, L. W. 2009. Decoding resistance to change. Harvard Business Review, 87: 99-103
9. Kotter, J. 2001. What leaders really do. Harvard Business Review, pp. 85-96.
10. Kotter, J. 2007. Leading Change: Why transformation efforts fail. Harvard Business Review, 85:96-103.
11. Sirkin, H.L., Keenan, P. & Jackson, A. 2005. The hard side of change management. Harvard Business Review, 83: 108-118.
Further Readings:
12. Armenakis, A.A., and Harris, G. S. 2009. Reflections: our journey in organizational change research. Journal of Change Management, 9: 127-142.
13. Blount, S., Carroll, S. 2017. Overcome resistance to change with two conversations. Harvard Business Review, pp 1-4.
14. Bridges, W. 2009. Managing Transitions: Making the Most of Change (3rd Edition), MA: Addison Wesley.
15. Ford, J.D., Ford, L.W. and D´Amelio, A. 2008. Resistance to change: The rest of the story, Academy of Management Review, 362-377.
16. Garvin, D. A., and M. A. Roberto. 2005. Change through persuasion. Harvard Business Review (February): 30–38.
17. Huy, Q. N. 2002. Emotional balancing of organizational continuity and Radical Change: the contribution of middle managers. Administrative Science Quarterly, 47: 31-69.
18. Oreg, S., Bartunek, J., Lee, G., Do, B. 2018. An affect-based model of recipients’
responses to organizational change events. Academy of Management Review, 43: 65- 86.
19. Rafferty, A. E., Jimmieson, N. L., and Armenakis, A. A. 2013. Change readiness: a multilevel review, Journal of Management, 39 (1): 110-135.
20. Romanelli, E., & Tushman, M. L. 1999. Organizational Transformation as Punctuated Equilibrium: An Empirical Test. Academy of Management Journal, 37: 1141-1166.
21. Stouten, J., Rousseau, D. M., & De Cremer, D. 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2): 752-788.
22. Weick, K. E., & Quinn, R. E. 1999. Organizational Change and Development. Annual Review of Psychology, 50: 361-386.
23. Katzenbach, J. R., Steffen, I., & Kronley, R. 2012. Cultural change that sticks. Harvard Business Review, 90: 110-117.
24. Adair, J. (2002). Inspiring Leadership: Learning from great leaders. London: Thorogood.
25. Goleman, D., Boyatzis, R., & Mckee, A. (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence, Boston, MA: Harvard Business School Press.
26. Bill, G. (2004). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, San Francisco: Jossey-Bass.
27. De Pree M. (2008). Leadership Jazz: The Essential Elements of a Great Leader. New York: Doubleday
28. Kotter, J. (1999). What Leaders Really Do, Boston : Harvard Business School Press Bill George (2013). Discover Your True North, New Jersey: John Wiley & Sons Inc. Pink, D. (2006). A Whole New Mind: Why Right-Brainers Will Rule the
Future. New York: Riverhead Books.
29. Bennis W. Nanus B. (2007). Leaders: Strategies for Taking Charge. New York: HarperBusiness. usiness Essentials, 2007
30. Herrmann, N, Herrmann-Nedhi, A (2015). The Whole Brain Business Book (2nd ed.), McGraw-Hill,
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