Literatur |
The course will use recent academic journal articles, case studies, leadership questionnaires, movies, and a simulation to explore the class topics. Reading materials and the leadership questionnaires will be delivered to the registered students a month before the first lecture to provide them with the time required for critical reading. Students should procure the movies themselves and watch them before the assigned week.
Definitions of Leadership:
Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A Network Analysis of Leadership Theory: The Infancy of Integration. Journal of Management, 42(5), 1–30. https://doi.org/10.1177/0149206316647099
Batistič, S., Černe, M., & Vogel, B. (2017). Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes. The Leadership Quarterly, 28, 86–103. https://doi.org/10.1016/j.leaqua.2016.10.007
DeRue, D. S., & Ashford, S. J. (2010). Who Will Lead and Who Will Follow? A Social Process of Leadership Identity Construction in Organizations. Academy of Management Review, 35(4), 627–647. https://doi.org/10.5465/AMR.2010.53503267
Trait, Skills, Situational, and Behavioural Approaches:
Tuncdogan, A., Acar, O. A., & Stam, D. (2017). Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes. The Leadership Quarterly, 28(1), 40–64. https://doi.org/10.1016/j.leaqua.2016.10.011
DeRue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity. Personnel Psychology, 64(1), 7–52. https://doi.org/10.1111/j.1744- 6570.2010.01201.x
Sturm, R. E., Vera, D., & Crossan, M. (2017). The entanglement of leader character and leader competence and its impact on performance. The Leadership Quarterly, 28(3), 349–366. https://doi.org/10.1016/j.leaqua.2016.11.007
Leadership Styles:
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management, 1–29. https://doi.org/10.1177/0149206316665461
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(1), 270–283. https://doi.org/10.1016/j.leaqua.2012.11.006
Gill, C., & Caza, A. (2015). An Investigation of Authentic Leadership’s Individual and Group Influences on Follower Responses. Journal of Management, 1–25. https://doi.org/10.1177/0149206314566461
Leader – Member Exchange Theory:
Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-Member Exchange (LMX) and Performance: A Meta-Analytic Review. Personnel Psychology, 69(1), 67–121. https://doi.org/10.1111/peps.12100
Followership:
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership theory: A review and research agenda. Leadership Quarterly, 25(1), 83–104. https://doi.org/10.1016/j.leaqua.2013.11.007
Bastardoz, N., & Van Vugt, M. (2018). The nature of followership: Evolutionary analysis and review. Leadership Quarterly, 30(1), 81–95. https://doi.org/10.1016/J.LEAQUA.2018.09.004
Ford, J., & Harding, N. (2018). Followers in leadership theory: Fiction, fantasy and illusion. Leadership, 14(1), 3–24. https://doi.org/10.1177/1742715015621372
Epitropaki, O., Kark, R., Mainemelis, C., & Lord, R. G. (2017). Leadership and followership identity processes: A multilevel review. Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2016.10.003
Hansbrough, T. K., Lord, R. G., & Schyns, B. (2015). Reconsidering the accuracy of follower leadership ratings. Leadership Quarterly, 26(2), 220–237. https://doi.org/10.1016/j.leaqua.2014.11.006
Shared Leadership:
D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations. Journal of Management, 42(7), 1964–1991. https://doi.org/10.1177/0149206314525205
Moderators of Leadership:
Bernerth, J. B., Cole, M. S., Taylor, E. C., & Walker, H. J. (2017). Control Variables in Leadership Research. Journal of Management, 1–30. https://doi.org/10.1177/0149206317690586
Chhokar, J. S., Brodbeck, F. C., & House, R. J. (2007). Introduction. In J. S. Chhokar, F. C. Brodbeck, & R. J. House (Eds.). Culture and Leadership Across the World: The GLOBE Book of In-Depth Studies of 25 Societies (pp. 1-16). Psychology Press Ltd.
Paustian-Underdahl, S. C., Walker, L. S., & Woehr, D. J. (2014). Gender and Perceptions of Leadership Effectiveness: A Meta-Analysis of Contextual Moderators. Journal of Applied Psychology, 99(6), 1129–1145. https://doi.org/10.1037/a0036751
Anderson, H. J., Baur, J. E., Griffith, J. A., & Buckley, M. R. (2017). What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation. The Leadership Quarterly. https://doi.org/10.1016/j.leaqua.2016.08.001
Shamir, B. (2011). Leadership takes time: Some implications of (not) taking time seriously in leadership research. The Leadership Quarterly, 22(2), 307–315. https://doi.org/10.1016/j.leaqua.2011.02.006
Samdanis, M., & Özbilgin, M. (2020). The Duality of an Atypical Leader in Diversity Management: The Legitimization and Delegitimization of Diversity Beliefs in Organizations. International Journal of Management Reviews, 22(2), 101–119. https://doi.org/10.1111/ijmr.12217
Additional readings for each topic will also be provided for intrigued readers. |
Inhalt |
Part 1 and 2: Next Generation Leadership, Block Course, SoSe 2021
Termination: 26.07.2021-29.07.2021, 02.08.2021-05.08.2021 and 09.08.2021, 16:30-17:45 h, online
General description: Leadership as the fundamental mode of organization and cooperation in groups has always been a popular subject. Yet, what constitutes “good”, “effective”, or “best practice” leadership changed significantly through time. In this course, students will gain an insight into the leadership literature with a particular emphasis on the recent developments in the field. The course is designed to introduce the main approaches to leadership in the context of how they inform current best practices. Through case-studies, group exercises, simulations and application of leadership assessment tools, the course will help students to ground and utilize leadership theories in real world.
Class meetings will consist of the introduction of the corresponding topic by the instructor, structured discussion on its case-studies and related questionnaire, and group discussion on how it fits in the literature and applies to leadership examples. Students are required to review the assigned material before the class and expected to adopt a critical approach in class discussions, focusing on identifying possible advantages and disadvantages of the approach in question.
Description of content Part 1 und 2: In the block course, students will learn what the difference is between "leader" and "leadership." Furthermore, it is about various discussions on the topic of leadership. In this context, for example, the topic of "leadership and gender" will also be addressed.
Syllabus Part 1 and 2:
Week 1: 26.07.2021-29.01.2021:
Discussion on what ‘leader’ and ‘leadership’ means. A general overview of the leadership field and its evolution through time. Introduction of the more traditional, leader-centric approaches to leadership.
Before class: Read the resources listed under Definitions of Leadership; Trait, Skills, Situational, and Behavioural Approaches; and Leadership Styles. Watch the movie Whiplash (2014).
Key concepts to be covered: Definitions of leadership, trait approach, skills approach, situational approach, behavioral approach, transformational leadership, authentic leadership, ethical leadership
Week 2: 02.08.2021-05.08.2021:
Discussion on how leadership might be larger than the leader him/herself. Introduction of more inclusive and recent approaches to leadership.
Before class: Read the resources listed under Leader – Member Exchange Theory; Followership; and Shared Leadership. Watch the movie Remember the Titans (2000).
Key concepts to be covered: Leader – member exchange theory, followership, shared leadership
Week 3: 09.08.2021-12.08.2021:
Discussion on the factors that moderate leadership and why they are critical in achieving and understanding leadership outcomes.
Simulation: Harvard Business Publishing simulation: Everest v3
Before class: Read the resources listed under Moderators of Leadership.
Key concepts to be covered: Leadership and gender, leadership and culture, leadership and time |