Module Details

Module Code: MGMT9055
Title: Leadership & Org. Behaviour
Long Title: Leadership & Org. Behaviour
NFQ Level: Expert
Valid From: Semester 1 - 2023/24 ( September 2023 )
Duration: 1 Semester
Credits: 5
Field of Study: 3450 - Business & Management
Module Delivered in: 2 programme(s)
Module Description: The module will provide learners with opportunities to explore the principles of Organisational Behaviour to understand the behaviour of individuals and groups in organisations.
The module aims to critically develop student knowledge in the fundamental theoretical and practical issues to do with the management of organisations. The module aims to equip learners with the insights and skills to develop their personal management and leadership styles.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Interpret organisational problems in terms of leadership, individual, interpersonal, and group processes
LO2 Critically evaluate the impact of power and influence within organisations
LO3 Critically assess the importance of metaphors and mental models in organisations as a way to create a common language and interpret events
LO4 Strategically select team development and team evaluation models to create a collaborative and innovative team culture.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
No incompatible modules listed
Co-requisite Modules
No Co-requisite modules listed
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
No requirements listed
 
Indicative Content
The need for Leadership
Importance of ethical leadership. Evolving theories of leadership. Mastering the art and the science of leadership. Contingency approaches to leadership, Blanchard and Hershey, Vroom- Jago Models.
Leadership and Insight
Developing emotional intelligence. Metaphors, mental models and assumptions. Independent thinking, personal mastery, relationship builder and boundary spanner. Developing cultural intelligence.
Followership
The art of followership. What followers want from a leader. Styles of followership. Developing your team. Motivation,reward and recognition, building resilience. Leader as follower, strategies for managing up
Motivation
Leadership and motivation. Needs- based theories of motivation. Process-based theories of motivation.
Leader as Social Architect
Leading collaborative teams. Creating a culture where experts and creatives can thrive. Transform individual efforts of people and slices of genius,into a single,coherent work of collective genius. Breaking down silos, creating common purpose, shared values and collaborative work practices. Prioritising time and attention spans.
Managing High-Performing Teams
Mintzberg 10 manager roles.Manager as key determinant in team performance and culture, team development strategies, team dynamics, team development models, managing dysfunctional teams, managing norms and culture, 9-panel metrics.
Influence Processes in Organisations
Nudge theory. Two systems of human thinking – reflective and automatic systems. Choice architecture, human decision making and behaviour. Criticisms of Nudge theory. Politics and power in organisations.
Module Content & Assessment
Assessment Breakdown%
Coursework100.00%

Assessments

Coursework
Assessment Type Other % of Total Mark 50
Timing Week 10 Learning Outcomes 1,2,3,4
Assessment Description
Group critical evaluation of organisational behaviour and leadership theory using Harvard School of Business case study.
Assessment Type Presentation % of Total Mark 50
Timing Sem End Learning Outcomes 1,2,4
Assessment Description
Presentation synthesising the contribution of leadership and behavioural science to organisational effectiveness.
No End of Module Formal Examination
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.

The University reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Lectures and facilitated workshops Every Week 3.00 3
Independent Learning Non Contact Student undertakes independent study and research to support project completion. Every Week 4.00 4
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact Lectures and facilitated workshops Every Week 2.00 2
Independent Learning Non Contact Student undertakes independent study and research to support project completion. Every Week 5.00 5
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • R. L. Daft. (2001), The Leadership Experience, 6th. Cengage Learning, Stanford, [ISBN: 9781435462854].
  • Linda A. Hill,Greg Brandeau, Emily Truelove, Kent Lineback. (2014), Collective Genius: The Art and Practice of Leading Innovation, Harvard Business School Publishing, Boston, [ISBN: 9781422130025].
  • Chris Grey. (2017), A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Organizations, 4th. Sage, London, [ISBN: 9781473948235].
  • Chris Ernst, Donna Chrobot-Mason. (2011), Boundary Spanning Leadership: Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations, McGraw-Hill, New York, [ISBN: 9780071638876].
Supplementary Book Resources
  • John P. Kotter. (1999), John P.Kotter on What Leaders Really Do, HBS Press, USA, [ISBN: 0875848974].
Recommended Article/Paper Resources
  • Emerald Insight. Various articles, International Journal of Organization Theory & Behavior.
Other Resources
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_BSTRA_9 Master of Business Administration in Strategy 1 Mandatory
CR_BAVMA_9 Master of Business Administration with Aviation Management 3 Group Elective 1