Leadership Theory & Practice: This is the introductory leadership course in the MS in Leadership program delivered by the H. Wayne Huizenga School of Business and Entrepreneurship and the Fischler School of Education and Human Services. The course examines leadership as a process with a tri-fold focus: the leader, the followers, and the situation. Students will have the opportunity to explore several leadership theories and build their own leadership skills. An additional focus will be on leadership development in organizational and private life.

Not required

ENTRANCE COMPETENCIES

Through prior undergraduate and graduate studies, students are expected to be familiar with the following concepts and theories:

1) Definition of and applied skills in value-driven management.
2) Assessment skills for determining the ethics of a variety of business situations.
3) Knowledge of individual, group and organization behavior that leaders bring to effective organizations.
4) Ability to distinguish between appropriate and inappropriate leadership policies/procedures.

EXIT COMPETENCIES

By the end of this course the student will have a working knowledge of and be able to:

1) Distinguish between leadership as process, not person or position.
2) Build a framework for analyzing leaders, followers, situations, and experiences of the past.
3) Describe how leadership perception, reflection, action, and development build your leadership self.
4) Assess leadership through best practices, measuring the effects of it and researching it.
5) Compare and contrast sources of leader power and influence tactics.
6) Discuss ethics and values, gender stereotyping, and leading across cultures.
7) Determine the impact on leadership of the following; personality traits, personality types and intelligence.
8) Decide why it is important to study leadership behavior, derailment and changing behavior.
9) Discuss the leadership of groups and teams.
10) Distinguish among numerous variables that impact motivation.
11) Analyze the various characteristics of different leadership situations.
12) Compare and contrast the different contingency theories of leadership.
13) Advocate for transformational and transactional leadership.

1. Required Materials


1. Textbooks

Leadership: Enhancing the lesson of the experience - 6.Edition Richard L. Hughes, Robert C. Ginnett, Gordon J. Curphy
McGraw-Hill
ISBN: 9780073405049



APA Manual
Effective October 1^st 2009, the 6th edition of the APA Manual is required for all courses.

NSU Bookstore
Textbooks and Case Studies may be purchased from the NSU Bookstore (located in the University Park Plaza) by calling 1-800-509-2665 or online at http://www.nsubooks.bkstore.com.



2. Recommended Materials

Required Weekly Reading List: Note that all readings are available through the NSU online library, ABI/Inform Complete database unless otherwise noted.


Week One:
Bennis, W. G. & Thomas, R. J. (Dec. 1, 2002). The alchemy of leadership: Four qualities when mixed together in proper proportion produce great leaders. CIO, 16:5,1


Kibort, P. M. (Nov./Dec 2004). Management vs. leadership. Physician Executive, 30:6, 32+


Zeller, S. (April 15, 2005). The faces of leadership. Government Executive, 37:6, 60+


Week Two
Anonymous. (Sept. 2004). Using mentoring to develop leaders and improve retention. IOMA's Report on Managing Training & Development, 4:9, 6+


Conger, J. & Toegel, G. (May 2003). Action learning and multi-rater feedback as leadership development interventions: Popular but poorly deployed. Journal of Change Management, 3/4, 332+


Green, M. (June 2005). 10 tips for creating a public sector leadership development program. Government Finance Review, 21:3, 58+


Vinnicombe, S. & Singh, V. (May 2003). Women-only management training: An essential part of women's leadership development. Journal of Change Management, 3:4, 294.


Week Three
Applebaum, S. H.; Audet, L. & Miller, J. C. (2003). Gender and leadership? Leadership and gender? A journey through the landscape of theories. Leadership and Organization Development Journal, 24(1/2), 431.


Begley, P. T. & Stefkovich, J. A. (2004). Introduction: Education, ethics, and the "cult of efficiency": Implications for values and leadership. Journal of Educational Administration 42(2), 132.


Gardiner, G. & Pohlman, R. (October 2001). Value driven management: Maximizing value over time and organizational success. The Journal of Applied Management and Entrepreneurship. (find at www.huizenga.nova.edu/jame, "recent articles published," "October 2001")


Week Four
Catano, V. M.; Pond, M. & Kelloway, E. K. (2001). Exploring commitment and leadership in volunteer organizations. Leadership and Organization Development Journal, 22(5/6), 256+


Luthans, F. & Peterson, S. J. (Fall 2003). 360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42(3), 243+


Vitello-Cicciu, J. M. (October 2003). Innovative leadership through emotional intelligence. Nursing Management, 34(10), 28.


Week 6
Banutu-Gomez, M. B. (March 2004). Great leaders teach exemplary followership and serve as servant leaders. Journal of American Academy of Business, 4(1/2), 143.


Kerber, K. W. & Buono, A. F. (Autumn 2004). Leadership challenges in global virtual teams: Lessons from the field. S. A. M. Advanced Management Journal 69(4), 4+


Pearce, C. L. & Herbik, P. A., (June 2004). Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size. The Journal of Social Psychology, 144(3), 293+


Week 7
Avery, G. C. & Ryan, J. (2002). Applying Situational Leadership in Australia. The Journal of Management Development, 21:3/4, 242.


Blackwell, C. W. & Gibson, J. W. (Spring 1998) A conversation with leadership guru, Paul Hersey. Journal of Leadership Studies, 5:2, 143   It's located in the Infotrac.Galegroup. The URL is as follows:
http://0-infotrac.galegroup.com.novacat.nova.edu/itw/
infomark/12/379/88205160w3/purl=rc1_GBFM_0_
A65357183&dyn=5!xrn_12_0_A65357183?sw_aep=novaseu_main.


Silverthorne, C. (2001) A test of the path-goal leadership theory in Taiwan. Leadership & Organization Development, 22:4, 151.


Week 8
Boehnke, K; Bontis, N; DiStefano, J, & DiStefano, A. (2003) Transformational leadership: An examination of cross-national differences and similarities. Leadership & Organization Development Journal, 24:1/2, 5.


Mary, N. L. (2005). Transformational leadership in human service organizations. Administration in Social Work 29(2), 105+


Paglis, L. L., & Green, S. G. (Mar. 2002). Leadership self-efficacy and managers' motivation for leading change. Journal of Organizational Behavior, 23:2, 215.


Paul, J.; Costley, D. L.; Howell, J. P. & Dorfman, P. W. (2002). The mutability of charisma in leadership research. Management Decision 40 (1/2), 192.


Scott, A. (Mar 2005). Leading change. Leadership Excellence. 22(3), 6.


Week 9
Choose one basic skill and one advanced skill to study further.   Find, read, and document two academic articles on each skill. This information will be reflected in the discussion questions for the week.

The NSU libraries comprise the Alvin Sherman Library, Research, and Information Technology Center, East Campus Branch Library, Health Professions Division Library, Law Library and Technology Center, North Miami Beach Branch Library, University School Library Media Centers, and the William S. Richardson Ocean Science Library. Students are strongly encouraged to visit one of the physical locations and/or take advantage of the vast electronic library available for research. For more information, please visit http://www.nova.edu/library.

Please note that all required and recommended materials should be referenced in APA style.