Course specification for UMG8022

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Course specification
The current and official versions of the course specifications are available on the web at .
Please consult the web for updates that may occur during the year.

UMG8022 Transition from Friend to Leader

Semester 1, 2020 Online
Short Description: Transition from Friend to Lead
Units : 0.25
Faculty or Section : Faculty of Business, Education, Law and Arts
School or Department : School of Management and Enterprise
Student contribution band : Band 3
ASCED code : 080307 - Organisation Management
Grading basis : Graded

Rationale

This minicourse will assist with the ongoing development of leaders – particularly new leaders – by introducing a range of theories that can be used in a practical manner in a range of work situations. Many, if not all, leaders will recognise situations that they have experienced where the theories discussed in this course explain not only what has happened, but why it has happened. By understanding this relationship between theory and practice, leaders will better understand various facets of leadership and their application. Most importantly, you should understand by the end of this minicourse that leadership behaviour can be learnt.

Synopsis

This minicourse presents you with frameworks, theories and skills to support you in this transition, as you move from an existing team into a management position. You will also gain an understanding of the behaviours that are common in leaders.

Please be advised that this minicourse is made up of four parts please see MGT8038 for the full course specification.

Objectives

On successful completion of this course students should be able to:

  1. effectively communicate complex leadership ideas through appropriate modes. (MGT8038 LO4);
  2. accurately summarise and reflect on leadership theories and their value in a given context. (MGT8038 LO1).

Topics

Description Weighting(%)
1. Leadership dyads and leader-member exchange 25.00
2. Managing the transition from team member to team leader 25.00
3. Transformational behaviours 25.00
4. Becoming an authentic leader 25.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from (unless otherwise stated). (https://omnia.usq.edu.au/textbooks/?year=2020&sem=01&subject1=UMG8022)

Please for alternative purchase options from USQ Bookshop. (https://omnia.usq.edu.au/info/contact/)

There are no texts or materials required for this course.

Reference materials

Reference materials are materials that, if accessed by students, may improve their knowledge and understanding of the material in the course and enrich their learning experience.
Agote, L., Aramburu, N., & Lines, R 2016, 'Authentic leadership perception, trust in the leader, and followers’ emotions in organisational change processes', The Journal of Applied Behavioural Science, vol. 52, no. 1, pp. 35-63.
(doi:.)
Anand, S., Vidyarthi, P., & Rolnicki, S 2018, 'Leader-member exchange and organizational citizenship behaviors: Contextual effects of leader power distance and group task interdependence', The Leadership Quarterly, vol. 29, no. 4, pp. 489-500.
(doi:.)
Anderson, M., & Sun, P 2015, 'The downside of transformational leadership when encouraging followers to network', The Leadership Quarterly, vol. 26, no. 5, pp. 790-801.
(doi:.)
Conger, J. A 1999, 'Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research', The Leadership Quarterly, vol. 10, no. 2, pp. 145-179.
( (Links to an external site.).)
Deinert, A., Homan, A. C., Boer, D., Voelpel, S. C., & Gutermann, D 2015, 'Transformational leadership sub-dimensions and their link to leaders' personality and performance', The Leadership Quarterly, vol. 26, no. 6, pp. 1095-1120.
(doi: (Links to an external site.).)
George, B 2003, Authentic leadership: Rediscovering the secrets of creating lasting value, Jossey-Bass, San Francisco, CA.
George, J. M 2000, 'Emotions and leadership: The role of emotional intelligence', Human Relations, vol. 53, no. 8, pp. 1027-1055.
(doi:.)
Jin, S., Seo, M-G., & Shapiro, D. L 2016, 'Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership', The Leadership Quarterly, vol. 27, no. 1, pp. 64-84.
(doi: (Links to an external site.).)
Kouzes, J. M. & Posner, B. Z 2002, The leadership challenge, 3rd edn, Jossey-Bass, San Francisco.
Little, L. M., Gooty, J., & Williams 2016, 'The role of leader emotion management in leader–member exchange and follower outcomes', The Leadership Quarterly, vol. 27, no. 1, pp. 85-97.
(doi:.)
Northouse, P. G 2019, Leadership: Theory & practice, SAGE, Thousand Oaks, CA.
Shamir, B., House, R. J., & Arthur M. B 1993, 'The motivational effects of charismatic leadership: A self-concept based theory', Organization Science, vol. 4, no. 4, pp. 577-594.
(doi:.)
Steffens, N. K., Mols, F., Haslan, S. A., & Okimoto, T. G 2016, 'True to what we stand for: Championing collective interests as a path to authentic leadership', The Leadership Quarterly, vol. 27, no. 5, pp. 726-744.
(doi: (Links to an external site.).)
Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence: Implications for educators. In P. Salovey & D. Sluyter (Eds.), Emotional development, emotional literacy, and emotional intelligence. New York, NY: Basic Books.

Student workload expectations

Activity Hours
Assessments 10.00
Directed ¾«¶«´«Ã½app 30.00

Assessment details

Description Marks out of Wtg (%) Due Date Notes
Assessment 1 50 100 20 Apr 2020 (see note 1)

Notes
  1. The assessment for this minicourse is due 4 weeks after teaching concludes. Students have access to the learning platform for a total of 11 weeks.

Important assessment information

  1. Attendance requirements:
    There are no attendance requirements for this course. However, it is the students’ responsibility to study all material provided to them or required to be accessed by them to maximise their chance of meeting the objectives of the course and to be informed of course-related activities and administration.

  2. Requirements for students to complete each assessment item satisfactorily:
    To satisfactorily complete an individual assessment item a student must achieve at least 50% of the marks for that item. Depending upon the requirements in Statement 4 below, students may not have to satisfactorily complete each assessment item to receive a passing grade in this course.

  3. Penalties for late submission of required work:
    Students should refer to the Assessment Procedure (point 4.2.4)

  4. Requirements for student to be awarded a passing grade in the course:
    To be assured of receiving a passing grade a student must achieve at least 50% of the total weighted marks available for the course.

  5. Method used to combine assessment results to attain final grade:
    The final grade for the full course will be assigned on the basis of the aggregate of the weighted marks obtained for each mapped minicourse, once all assessments have been successfully undertaken.

  6. Examination information:
    There is no examination in this course

  7. Examination period when Deferred/Supplementary examinations will be held:
    There is no examination in this course, there will be no deferred or supplementary examinations

  8. ¾«¶«´«Ã½app Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene ¾«¶«´«Ã½app policies and practices. These policies can be found at .

Assessment notes

  1. Referencing in assignments must comply with the Harvard (AGPS) referencing system. This system should be used by students to format details of the information sources they have cited in their work. The Harvard (APGS) style to be used is defined by the USQ library’s referencing guide. This guide can be found at .

Evaluation and benchmarking

internal USQ accreditation/reaccreditation processes which include (i) stringent standards in the independent accreditation of its academic programs, (ii) close integration between business and academic planning, and (iii) regular and rigorous review.

Other requirements

  1. There are 4 minicourses at 0.25 credit point that map to 1 full course. To receive credit for this minicourse into the full course, students must successfully pass the assessment. Once all 4 mapped minicourses have been successfully completed, a credit into the full course applies.

Date printed 19 June 2020