Introduction to Leadership
Module WI000042
This module handbook serves to describe contents, learning outcome, methods and examination type as well as linking to current dates for courses and module examination in the respective sections.
Module version of WS 2002/3 (current)
There are historic module descriptions of this module. A module description is valid until replaced by a newer one.
Whether the module’s courses are offered during a specific semester is listed in the section Courses, Learning and Teaching Methods and Literature below.
| available module versions | |
|---|---|
| WS 2002/3 | SS 2002 |
Basic Information
WI000042 is a semester module in English language at Master’s level which is offered in winter semester.
This module description is valid to WS 2014/5.
| Total workload | Contact hours | Credits (ECTS) |
|---|---|---|
| 90 h | 30 h | 3 CP |
Content, Learning Outcome and Preconditions
Content
The module reviews and analyzes recent theoretical and empirical developments in the leadership literature, focusing on features of leadership that are currently receiving attention in terms of research, theory, and practice: Legitimation of leadership, bases and consequences of legitimation, types and sources of power, proactive and undue influence tactics, content and process theories of motivation and situational leadership, leadership by motivation and the compensatory model of work motivation and volition, and development of leadership. Furthermore, the module aims to explore the most important methods of leadership research in order to use the current, best evidence in decision-making and leadership.
Learning Outcome
At the end of the module, students are able to describe and explain major leadership theories, their strenghts and criticisms as well as their applications in organizational settings. They are able to describe and explain the most important and commonly used methods of leadership research and, based on this, develop a well-established understanding of evidence based leadership. Furthermore, they are able to describe bases and consequences of legitimation as well as types and sources of power within organizations. Finally, they are able to explain the motivational and volitional aspects of leadership and to give an account of current debates on contemporary conceptualizations of leadership in applied research.
Preconditions
BSc degree
Courses, Learning and Teaching Methods and Literature
Learning and Teaching Methods
Theories and concepts of leadership research are conveyed by presentations. Voluntary in-class group work, individual assignments, and video analyses complement the tools of the interactive lectures, aiming at critical reflection of the discussed concepts. All sessions are videotaped and made available online, so that participants can reiterate the concepts while studying the relevant literature and supporting materials, which are provided on the online learning management system Moodle.
Media
Presentation slides, textbooks, scientific papers, handout and working material, videos
Literature
- Barling, J. (2014). The Science of Leadership: Lessons from Research for Organizational Leaders. New York: Oxford University Press
- Yukl, G. (2002). Leadership in Organizations. Upper Saddle River: Prentice Hall.
- Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24, 270-283.
- Peus, C., Braun, S., & Knipfer, K. (2014). On becoming a leader in Asia and America: Empirical evidence from women managers. The Leadership Quarterly.
- Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model - Development and validation of a situational judgement test. The Leadership Quarterly, 24, 777-795.
- further readings will be made digitally availabe via moodle.
- Yukl, G. (2002). Leadership in Organizations. Upper Saddle River: Prentice Hall.
- Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24, 270-283.
- Peus, C., Braun, S., & Knipfer, K. (2014). On becoming a leader in Asia and America: Empirical evidence from women managers. The Leadership Quarterly.
- Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model - Development and validation of a situational judgement test. The Leadership Quarterly, 24, 777-795.
- further readings will be made digitally availabe via moodle.
Module Exam
Description of exams and course work
In a 60min written examination, we test the students' abilities to recall interpret, and transfer basic concepts and theories of leadership research to various occupational settings. For this purpose, the questions are designed as single choice items. They can take on the form of
- simple knowledge questions, which aim at recall of the learned concepts
- decision items, which aim at classifying or interpreting the course contents
- scenarios, which aim at transferring the learned concepts to real-life settings
The final grade is determined by the performance in the written examination. It is allowed to bring one hard-copy dictionary (English – first language) or English thesaurus.
- simple knowledge questions, which aim at recall of the learned concepts
- decision items, which aim at classifying or interpreting the course contents
- scenarios, which aim at transferring the learned concepts to real-life settings
The final grade is determined by the performance in the written examination. It is allowed to bring one hard-copy dictionary (English – first language) or English thesaurus.
Exam Repetition
There is a possibility to take the exam in the following semester.