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PPM-107: Leadership Skills

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Normed Course Outlines

PPM-107: Leadership Skills 

Description: In order for an organization like the government, a business, or a non-profit organization to maximize its efficiency, the organization needs effective leaders. That said, teaching leadership as a "skill" have been the challenge of public affairs programs for many years. For one, leadership is not something that can easily be taught in the confines of class rooms, and scholars and practitioners in the field of public administration/policy also disagree on how to best communicate the elaborate body of research and theory on leadership to the students. While this course will not be able to necessarily "build" or "install" leadership skills for its students, the course will certainly provide a strong foundation for many students to develop this talent, and will expose students to some of the foreseeable leadership challenges that await in public, non-profit and private sectors.

Learning Outcomes: On successful completion of this course, students will have the skills and knowledge to be able to appropriately utilize and interpret results of the following theories and principles, taking account of the concepts noted below, to the analysis of public policy and management problems.

  • Leadership Literature and Models
  • Differing Leadership Challenges and Leadership Styles
  • How Values Differ: Psychological Types and Moral Foundations
  • Working in Complex and Uncertain Environments
  • Setting Goals and Strategy
  • Identifying Resources for Leading Change
  • Persuasion
  • Negotiation
  • Mobilizing Potential Stakeholders
  • Group Dynamics and Working in Teams
  • Facilitation and Reconciling Competing Interests
  • Motivation and Morale

Concepts to be learned: 

Normed Topics in this Normed Course Outline

  1. Leadership Literature and Models
  2. Differing Leadership Challenges and Leadership Styles
  3. How Values Differ: Psychological Types and Moral Foundations
  4. Working in Complex and Uncertain Environments
  5. Setting Goals and Strategy
  6. Identifying Resources for Leading Change
  7. Persuasion
  8. Negotiation
  9. Mobilizing Potential Stakeholders
  10. Group Dynamics and Working in Teams
  11. Facilitation and Reconciling Competing Interests
  12. Motivation and Morale

Course Syllabi Sources for this Normed Course Outline: Toronto: PPG-2014; Carleton: PADM-5427; Georgia: PADP-8420; UCLA: PP-209 & PP M-228; Harvard: MLD-110B, MLD-220M & MLD-101; Michigan (Ford): PP-510; Maryland: PUAF-752 & PUAF-711; Columbia: U689; American: PUAD-650;

Recommended Readings:

Week 1:  Leadership Literature and Models

Kotter, J. P. (2010). Power and influence. Simon and Schuster. Chapter 1 (Introduction) & Chapter 2: (Diversity, Interdependence, and Power Dynamics in Organizations)

YukI. Gary. Leadership In Organizations. 7th edition. Upper Saddle River, New Jersey: Prentice-Hall. 2010. Chapter 1 (Introduction: The Nature of Leadership), Chapter 2 (Managerial Traits and Skills)

Kotter, John P. “What Leaders Really do.” In Harvard Business Review’s 10 Must Reads on Leadership. Harvard Business School Publishing Corporation. 2011.

Goleman, D. (2003). “What makes a leader.” Organizational Influence Processes (Porter, LW, et al. Eds.), New York, ME Sharpe, 229-241.

Goffee, Rob, and Gareth Jones. "What makes a leader?." Business Strategy Review 15, no. 2 (2004): 46-50.

Goffee, Rob & Gareth Jones. “Why should anyone be led by you?” In Harvard Business Review’s 10 Must Reads on Leadership. Harvard Business School Publishing Corporation. 2011

Ronald Heifetz and David Laurie, “The Work of Leadership” Harvard Business Review, January 1997. [https://hbr.org/2001/12/the-work-of-leadership].

Kets de Vries, M. F. R. (1994). The leadership mystique. Academy of Management Executive, 8(3), 73-89.

Week 2: Differing Leadership Challenges and Leadership Styles

Kotter, J. P. (2010). Power and influence. Simon and Schuster. Chapter 3 (The Leadership Challenge: Making Social Complexity Work for Us, not Against Us.)

YukI. Gary. Leadership In Organizations. 7th edition. Upper Saddle River, New Jersey: Prentice-Hall. 2010. Chapter 9 (Charismatic & Transformational Leadership) & Chapter 11 (Ethical, Servant, Spiritual & Authentic Leadership)

Flaherty, James. 1999. Coaching: Evoking Excellence in Others. Boston: Butterworth-Heinemann.

Evered, Roger D. and James C. Selman. 1989. “Coaching and the Art of Management,” Organizational Dynamics (Autumn), 16-32.

Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard business review, 75, 124-134.

Leadership Style. 2014. Community Toolbox. University of Kansas. Retrieved from: [http://ctb.ku.edu/en/table-of-contents/leadership/leadership-ideas/leadership-styles/main]

Week 3: How Values Differ: Psychological Types and Moral Foundations

Center for Applications of Psychological Type. "MBTI Overview." http://www.capt.org/mbti-assessment/mbti-overview.htm

VigodaGadot, E., & Meisler, G. (2010). Emotions in management and the management of emotions: the impact of emotional intelligence and organizational politics on public sector employees. Public Administration Review, 70(1), 72-86.

Moffa, Michael. "A Critique of The Myers Briggs Type Indicator (MBTI)." http://www.recruiter.com/i/critique-of-the-myers-briggs-type-indicator-critique/

HumanMetrics. "Jung Typology Test." http://www.humanmetrics.com/cgi-win/jtypes2.asp

Haidt, Jonathan. 2012. The Righteous Mind: Why good people are divided by politics and religion. Random House, Toronto. Introduction and Part II.

Haidt, Jonathan. 2012. “Religion, evolution, and the ecstasy of self-transcendence.” http://www.ted.com/talks/jonathan_haidt_humanity_s_stairway_to_self_transcendence.html

Messick, D. M., & Bazerman, M. H. (2013). Ethical leadership and the psychology of decision making. Sloan Management Review, 37(2).

Gratton, Linda, Andreas Voigt, and Tamara Erickson. "Bridging faultlines in diverse teams." IEEE Engineering Management Review 1, no. 39 (2011): 80-90.

Week 4: Working in Complex and Uncertain Environments

Langer, Ellen. 2014. “Mindfulness in the Age of Complexity.” Harvard Business Review. [https://hbr.org/2014/03/mindfulness-in-the-age-of-complexity]

Kotter, J. P. (2010). Power and influence. Simon and Schuster. Chapter 4 (Relations outside the Chain of Command), Chapter 5 (Relations with Subordinates) & Chapter 6 (Relations with Superiors).

Kahneman, D., & Klein, G. (2010). When can you trust your gut? [Interview]. McKinsey Quarterly, Issue 2, 58-67.

Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise: A failure to disagree. American Psychologist, 64(6), 515-526.

Dutton, J. E., Frost, P. J., Worline, M. C., Lilius, J. M., & Kanov, J. M. (2002). Leading in Times of Trauma. Harvard Business Review, 80(1), 54-61.

Stewart, Rosemary. Choices for the Manager: A Guide to Managerial Work and Behaviour. Eng.: McGraw-Hill (UK) Limited, 1982. pp. 1-30. 

Heifetz, R. A., & Linsky, M. (2002). Leadership on the line. Harvard Business School Press, Boston. Chapter 1 (The Heart of Danger), Chapter 2 (The Faces of Danger) & Chapter 4 (Get on the Balcony)

Week 5: Setting Goals and Strategy

Hinterhuber, H. H., & Popp, W. (1991). Are you a strategist or just a manager? Harvard Business Review, 70(1), 105-113.

Hamel, G., & Prahalad, C. K. (2005). Strategic intent. Harvard Business Review, 83(7), 148-161.

Hamel, G. (1996). Strategy as revolution (pp. 69-71). Harvard Business Review.

Leonard, H. B. (2002). A Short Note on Public Sector Strategy-Building. [http://isites.harvard.edu/fs/docs/icb.topic849455.files/Strategic%20Planning/LeonardNote%20on%20Strategy%202006%2001%2016.doc]

Locke, E. A., & Latham, G. P. 2002. Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.

Moore, M. H. (1995). Creating public value: Strategic management in government. Harvard university press.

Ordóñez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. 2009. Goals Gone Wild: The Systematic Side Effects of Overprescribing Goal Setting. Academy of Management Perspectives, 23(1), 6-16.

Week 6: Identifying Resources for Leading Change

YukI. Gary. Leadership In Organizations. 7th edition. Upper Saddle River, New Jersey: Prentice-Hall. 2010. Chapter 10 (Leading Change in Organizations) 

Ancona, Deborah, Thomas Kochan, Maureen Scully, John Van Maanen, D. Eleanor Westney. (2004). Managing for the Future: Organizational Behaviour and Process. 3rd Ed. Cincinnati OH: South-Western College Publishing. Chapter 8 (Managing Change in Organizations).

Schaffer, R. H., & Thomson, H. A. (1992). Successful change programs begin with results. Harvard business review, 70(1), 80-89.

Goss, T., Pascale, R., & Athos, A. (1993). The reinvention roller coaster: Risking the present for a powerful future. Harvard Business Review, 71(6), 97-108.

Hargadon, A., & Sutton, R. I. (1999). Building an innovation factory. Harvard business review, 78(3), 157-66.

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons. Chapter 14: 235-257.

Kotter, John P. "Leading change: Why transformation efforts fail." Harvard business review 73.2 (1995): 59-67.

Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual review of psychology, 50(1), 361-386.

Week 7: Persuasion

Ibarra, Herminia M. "Principles of Effective Persuasion." Harvard Business School Background Note 497-059, February 1997.

Cialdini, R. B. (2001). Harnessing the Science of Persuasion. Harvard Business Review, 79(9), 72-79.

Small, D., Loewenstein, G., & Slovic P. (2007). Sympathy and callousness: The impact of deliberative thought on donations to identifiable and statistical victims. Organizational Behavior and Human Decision Processes, 102, 143-153.

Skitka, L. J., & Tetlock, P. E. (1993). Providing public assistance: Cognitive and motivational processes underlying liberal and conservative policy preferences. Journal of Personality and Social Psychology, 65, 1205 - 1223.

Goldstein, N. J., Martin, S. J., & Cialdini, R. B. (2008). Yes! : 50 scientifically proven ways to be persuasive. New York: Free Press.

Week 8: Negotiation

Sebenius, J. K. 1997. Introduction to Negotiation Analysis: Creating and Claiming Value. Boston: Harvard Business School Press.

Sebenius, J. K. 1996. Sequencing to Build Coalitions: With Whom Should I Talk First? (pp. 324-348). In R. J. Zeckhauser, R. L. Keeney, J. K. Sebenius, 1996. Wise Choices: Decisions, Games, and Negotiations. Boston: Harvard Business School Press.

Fisher, R., Ury, W., & Patton, B. (1987). Getting to yes. Simon & Schuster Sound Ideas. Part I (The Problem) & Part II (The Method).

Ury, W. (2008). Getting past No. Random House Inc. Part I (Getting Ready) & Part II (Using The Break Through Strategy) up to Part II Section 3 (Don’t Reject: Reframe)

Bordone, R. “Dealing with a Spoiler? Negotiating Around the Problem,” Negotiation, Vol. 10, No. 1, Jan. 2007.

Week 9: Facilitation and Reconciling Competing Interests

Excerpts from Bondurant, J. V. 1965. In Conquest of violence: The Ghandian philosophy of conflict, Berkeley: University of California Press on “Satyagraha as Applied Socio-Political Action” (pp. 36-46) and “Satyagraha in Action” (pp. 88-104).

Fisher, R., Ury, W., & Patton, B. (1987). Getting to yes. Simon & Schuster Sound Ideas. Part III (Yes… But.) & Part IV (Conclusion).

Ury, W. (2008). Getting past No. Random House Inc. From Part II (Using The Break Through Strategy Section 4 (Don’t Push: Build them a golden bridge) to Part III (Conclusion).

Lovegrove, N and Thomas, M. “Triple Strength Leadership.” Harvard Business Review, September 2013.

“How to Cope When the Table Gets Crowded,” Negotiation, Vol. 14, No. 8, August 2011, pp. 1-4 

Watkins, M. and Rosegrant, S. “Sources of Power in Coalition Building,” Negotiation Journal, Jan, 1996, pp. 47-68.

Susskind, Lawrence.  “Winning and Blocking Coalitions: Bring Both to a Crowded Table,” Negotiation, Vol. 7, No. 1, Jan 2004.

Week 10: Mobilizing Potential Stakeholders

UNDP. 2008. Scarleth Gomar and Anaí Linares, "Briefing Note – Political parties and public policymaking processes: The role of multistakeholder dialogue" Documents On Dialogue. 
http://www.democraticdialoguenetwork.org/documents/view.pl?f_id=1109

Walker, Jack (1991), Mobilizing Interest Groups in America: Patrons, Professions, and Social Movements, Ann Arbor, MI: University of Michigan Press: Chapter 2.

Lim, Merlyna. (2012). “Clicks, Cabs, and Coffee Houses: Social Media and Oppositional Movements in Egypt, 2004-2011.” Journal of Communication. 62: 231-248.

Guzmán, Cordero, Nina Martin, Victoria Quiroz-Becerra, and Nik Theodore (2008). “Voting with their Feet: Nonprofit Organizations and Immigrant Mobilization.” American Behavioral Scientist. 52.4: 598-617.

Ottinger, Gwen. (2010). “Buckets of Resistance: Standards and the Effectiveness of Citizen Science.” Science, Technology, and Human Values. 35: 244-270.

Parthasarathy, Shobita. (2011). “Whose Knowledge? What Values? The comparative politics of patenting life forms in the United States and Europe.” Policy Sciences. 44: 267-288.

Week 11: Group Dynamics and Working in Teams

YukI. Gary. Leadership In Organizations. 7th edition. Upper Saddle River, New Jersey: Prentice-Hall. 2010. Chapter 11 (Leadership in Teams & Decision Groups).

Daly, K., & Ibarra, H. (1995). Gender Differences in Managerial Behaviour: The Ongoing Debate. Harvard Business School Publishing, Boston, MA.

Edmondson, A. C. (2012). Teamwork On the Fly. Harvard Business Review, 90(4), 72-80.

Bowles, H. R. (2005). What could a leader learn from a mediator? Dispute resolution strategies for organizational leadership. In M. Moffitt & R. Bordone (Eds.), Handbook of Dispute Resolution (pp. 409-424). San Francisco, CA: Jossey-Bass. 

de Wit, F. R. C., Greer, L. L., & Jehn, K. A. (2012). The Paradox of Intragroup Conflict: A Meta-Analysis. Journal of Applied Psychology, 97(2), 360-390.

Cramton, C. D., & Hinds, P. J. (2005). Subgroup dynamics in internationally distributed teams: Ethnocentrism or cross-national learning? Research in Organizational Behavior, 26, 231-263.

Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business Press. Chapter Ch.7 (130-149) and Ch.12 (239- 259).

Malone, Patrick. “Dealing with Selfies – Narcissists and the Public Manager.” Public Management (Aug 2014 Issue). p. 14-18 

Week 12: Motivation and Morale

Mayo, Elton. The Social Problems of an Industrial Civilization. Oxford: Graduate School of Business Administration, 1945. Pages 68-76.

McGregor, Douglas. "The human side of enterprise." New York 21 (1960): 166.

Maslow, Abraham Harold. "A theory of human motivation." Psychological review 50, no. 4 (1943): 370.

Follett, Mary Parker. "The giving of order." Scientific foundations of business administration (1926).

Nicholson, Nigel. “How to Motivate Your Problem People.” Harvard Business Review January 2003. https://hbr.org/2003/01/how-to-motivate-your-problem-people 

Holzer, Marc, and Richard W. Schwester. Public Administration: An Introduction. Armonk: ME Sharpe, 2011. Chapters 2,3 and 7.

Page Created by: James Ban on 4 August 2015


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