Cimp Leo Course Outline Batch 2008-10
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CIMP PGDBM Batch 2008-10
Leadership Excellence in Organisations Facilitator: Kumar Alok, PGDRM, XIMB If you think you can do a thing or that you cannot do a thing, in either case you are right. ----- Henry Ford INTRODUCTION Leadership, the critical differentiator between the “good” and the “great”, has been the cynosure of all discerning eyes since ages. Little wonder then, that it has inspired countless scholarly pursuits as well as practical applications and examples. No one course can capture all that is available on leadership; an attempt to present a representative sample is equally contentious. This course blends scholarly pursuit with experiential learning to awaken the leader within. OBJECTIVES To facilitate 1. A keen appreciation of the theoretical perspectives on leadership 2. The development of a self-aware individual through a series of self-assessments 3. An experiential understanding of the key issues in communication, risking innovation, developing shared vision, collaborative leadership, and managing conflict and diversity 4. A keen appreciation of the ancient wisdom for leadership excellence PEDAGOGY The course will provide you with ample opportunities for conceptual as well as experiential learning. It will use interactive lectures, brainstorming, case-studies, simulation exercises, behavioral practices, games, peer-team learning, etc. to develop a comprehensive knowledge of the theory and practice of leadership. Movies will form an integral part of the course to facilitate ‘closer-tolife’ understanding of leadership issues. TEAM WORK
e-mail: [email protected] INDIVIDUAL WORK “Adhyayan”: You will write an article based on Mahatma Gandhi’s autobiography as discussed on page 4. End Term Examination: It will be an open-book examination based on a movie. You will see the movie prior to the examination and answer the questions based on it. You are expected to relate leadership theories and philosophies to the cinematic experience. Personal Learning Paper: Within 24 hours of the completion of the course, you are expected to submit a 2-page printed personal learning paper containing your experiences and learning during the course. You can give your feedback to further improve the course as well. It is a good way to recapitulate and reflect upon what you have learnt!
Suggested Structure: Personal learning paper should contain -
Introduction [100 words]
-
Expectation, feelings and apprehensions about the course before it started [100 words]
-
Formal learning during the course [200 words]
-
Informal learning during the course [150 words]
-
Sweet/sour moments [100 words]
-
Satisfaction-level and feelings after the completion of the course [50 words]
-
Suggestions and feedback [100 words]
HOURS OF CONTEMPLATION This course intends to give you around 40 hours of enthralling classroom learning experience; however you are encouraged to put more effort outside the class in self-study to master the concepts. STYLE GUIDE FOR ASSIGNMENTS
“Anveshan”: Each team will write an essay based on a research on the best leadership development practices in the industry as per the instructions on page 4.
-
Font: Times New Roman Font size: 12
-
Line spacing: Single
-
“Vak”: Teams will compete against each other in the communication exercise as detailed on page 4.
-
Space after a paragraph: 6 points Referencing and citations:
The
Harvard/APA Style of Referencing [See ‘Suggested Readings’ for example]
1
CIMP PGDBM Batch 2008-10 SESSION PLAN S_ No.
Topics
“Know Thyself”
DAY 1: 4.5 H 1.
COURSE INTRODUCTION AND CLARIFYING EXPECTATIONS Need for studying leadership Scope of teaching Leadership and management Experiential exercise: “Body Sculptures” Behavioral exercise: “My First Speech”
MUTUAL
Self-assessment: “Selfconfidence” Video: “The Power of One”
Suggested Reading 1: “Perspectives on leadership from Homer’s Odyssey”: Reading 1, Pierce & Newstrom Suggested Reading 2: “On the meaning of leadership”: Reading 2, Pierce & Newstrom Suggested Reading 3: “Leadership: The management of meaning”: Reading 5, Pierce & Newstrom
2.
WHY DO PEOPLE FOLLOW? Experiential exercise 1: “When I Followed…” Experiential exercise 2: “What I Expected…” Effective followership Case discussion: “Can Ralph’s followership be improved”
Self-assessment: “Effective Followership Behaviors”
Suggested Reading 1: “Leadership, followership, self, and others”, Reading 31, Pierce & Newstrom Suggested Reading 2: “Effective followership: Leadership turned upside down”: Reading 32, Pierce & Newstrom
3.
BUILDING BLOCKS OF LEADERSHIP Experiential exercise 1: “Want To Be With Me!” Experiential exercise 2: “Power Play” Experiential exercise 3: “Make Or Break” Developing influence, power and trust Using influence, power and trust effectively
Self-assessment 1: “Influence Tactics Questionnaire” Self-assessment 2: “Personal Power Profile” Video: “Lead India – TOI”
Suggested Reading 1: “You have more to offer than you think”: Chapter 5, Cohen & Bradford Suggested Reading 2: “The bases of social power”: Reading 17, Pierce & Newstrom Suggested Reading 3: “The 7 principles of the trust”: Chapter 13, Csorba Suggested Reading 4: “Power and influence”: Chapter 8, Sweeney & McFarlin
DAY 2: 5 H 4.
THEORETICAL PERSPECTIVES ON LEADERSHIP Why bother about theory? Follower-centered approaches - Leader-member exchange theory Leader-centered approaches - Trait approach - Skills approach - Style approach Situation-centered approaches - Situational leadership theory - Path-goal theory - LPC contingency
Self-assessment 1: “LMX Questionnaire” Self-assessment 2: “Skills Inventory” Self-assessment 3: “LPC Questionnaire” Self-assessment 4: “PathGoal Questionnaire”
Suggested Reading 1: “Leadership that works”: Chapter 7, Sweeney & McFarlin Suggested Reading 2: “Path-goal theory of leadership”: Reading 22, Pierce & Newstrom Suggested Reading 3: “How do you make leaders more effective?”: Reading 23, Pierce & Newstrom 2
CIMP PGDBM Batch 2008-10 Suggested Reading 4: “Situational leadership”: Reading 24, Pierce & Newstrom
5.
SELF: MEDIATOR OF THE LEADERSHIP PHENOMENON Leadership in action: “The CSO Saga” Experiential exercise: “The Johari Window” Personality: MBTI typology and leadership
Self-assessment: Profile”
“MBTI
Suggested Reading 1: “Psychodynamic approach”: Chapter 11, Northouse
6.
DEALING WITH DIVERSITY Experiential exercise: “Stereotypes” Behavioral exercise: “Leadership Talks”
DAY 3: 4.5 H 7.
EMOTIONAL INTELLIGENCE & LEADERSHIP Leadership in action: “The CSO Saga” Behavioral exercise: “That Fateful Day…” What is emotional intelligence The Indian perspective Emotional intelligence and decision making Managing emotions Role in leadership emergence
Self-assessment: “Emotional Intelligence”
Suggested Reading: “Emotional intelligence as the basis of leadership emergence”: Reading 38, Pierce & Newstrom
8.
FOSTERING COLLABORATION Leadership in action: “The CSO Saga” Experiential exercise: “Shaping The Future” Behavioral exercise: “The Dream Coach”
Self-assessment: “Team Excellence and Collaborative Team Leader Questionnaire”
Suggested Reading: “Team leadership” : Chapter 10, Northouse
9.
LEADERSHIP MODERATORS - Culture - Gender - Hubris - Leader substitute theory Leadership in action: “The CSO Saga” Suggested Reading 1: “Cultural constraints in management theories”: Reading 27, Pierce & Newstrom
Self-assessment 1: “Individualism-Collectivism” Self-assessment 2: “Masculinity-Femininity” Self-assessment 3: “Machiavellianism”
Suggested Reading 2: “Leadership in Western and Asian countries”: Reading 28, Pierce & Newstrom Suggested Reading 3: “Effects of sex and gender role on leadership emergence”: Reading 11, Pierce & Newstrom Suggested Reading 4: “Are androgynous managers really more effective?”: Reading 13, Pierce & Newstrom
Suggested Reading 5: “The dark side of leadership”: Reading 46, Pierce & Newstrom Suggested Reading 6: “Substitutes for leadership”: Reading 37, Pierce & Newstrom
DAY 4: 4.5 H 10.
TRANSFORMATIONAL LEADERSHIP Leadership in action: “The CSO Saga” Behavioral exercise: “Inspiring Motivation” - Transformational leadership and charisma - Transformational leadership factors - How does transformational approach work?
Self-assessment: “Transformational Leadership Inventory”
Suggested Reading 1: “Transformation leadership”: Chapter 9, Northouse Suggested Reading 2: “Level 5 leadership”, Jim Collins
11. 12.
CREATING SHARED VISION Video: “Infinite Vision” Experiential exercise: “Child’s Play” RISKING INNOVATIONS 3
CIMP PGDBM Batch 2008-10 Experiential exercise: “Chakravyuh” Leadership in action: “Leadership Talks”
DAY 5: 4.5 H 13.
LEADERSHIP THEATER: “Chak De India”
14. 15.
VAK: THE SOURCE OF INSPIRATION MANAGING CONFLICT Experiential exercise: “Evacuation Drill” Leadership in action: “Leadership Talks” LEADERSHIP: THE BHAGAVAD-GITA PARADIGM The philosophy of Bhagavad-Gita Implications for leadership Leading the Yoga way The practice of Yoga Course wrap up and feedback
DAY 6: 5 H
16.
Suggested reading: “Leadership – The Bhagavad-Gita Paradigm”
DAY 7: END TERM EXAM & PLP SUBMISSION “ADHYAYAN”: LEARNING FROM GANDHI You should study ‘My experiments with Truth’ by Mahatma Gandhi with interest and submit an article of about 2000 words before the 13th session. -
Introduction [150 words]: It should focus on what did you thought of Gandhi before reading his autobiography and how much that has changed after reading it.
-
The evolution of Gandhi as a person [500 words]: It should focus on changes in Gandhi as a person in India and South Africa. It should also indicate his probable MBTI profile.
-
The evolution of Gandhi as a leader [1000 words]: It should focus on the turning points, his evolving thoughts, the people he followed and his own followers. This discussion should be grounded in the leadership theories.
-
Business implications [350 words]: It should focus on what modern businesses can learn from Mahatma Gandhi.
The article should be clear and concise. It should reflect your originality. I expect a professional write up from my students. “ANVESHAN”: IN SEARCH OF EXCELLENCE Each team should study the organizational leadership development practices in India and abroad. You should submit an original essay of about 1500 words before the 10th session. -
Introduction [150 words]: It should state the purpose of the essay and
what are the significant findings it would establish. -
Leadership development practices [750 words]: It should survey the current practices and present a statistical analysis with the charts and graphs. It should focus on India or other countries such as USA, UK, EU, Australia and New Zealand. A comparative study of different countries is NOT required.
-
Best practices in leadership development [400 words]: Based on your theoretical understanding and the research findings, you should identify a list of best practices in leadership development.
-
Implications [200 words]: You should indicate the implications of your findings for the leadership practice.
You should consult the web-sites of the organisations as well as books. You should also mail organisations with questionnaires to get an insight into their leadership development practices. You can also refer to the HBR publication on developing leaders. I expect a neatly written professional write up from you. “VAK”: THE SOURCE OF INSPIRATION Fifth Session: Each team will submit a theme for “Vak”. Ninth Session: All of you will submit inspirational speeches around the theme of your team for feedback. They should use metaphors, fables and vivid imagery. You need to submit one 1-min. and one 3-min. speeches.
4
CIMP PGDBM Batch 2008-10 Fourteenth Session: You will deliver your speeches with emotion, energy and enthusiasm. The audience should be able to visualize the future promised by your speech. You will NOT be allowed to cross the time limits. Hence you should come well rehearsed for the session. There will be two rounds. Each participant should come prepared with 2 speeches on the chosen theme. First Round: Team 1 vs. Team 3; Team 2 vs. Team 4; Speech duration: 1 min. per speaker Second Round: Winning teams of the first round will compete against each other. Speech duration: 3 min.
Rule 1: The team leaders would decide the sequence of the speakers. Rule 2: The first speaker would be decided by the toss.
Rule 3: Paired comparison will be used for scoring purposes. The better speaker in the pair will fetch the team a “+”. A “+” will carry 1 mark in the first round and 2 marks in the second round. The winning team will be awarded full marks allotted for the round whereas the other team will have to contend with the marks scored by them.
GENEARL INFORMATION Leaders attach great importance to time. To promote punctuality, you will not be allowed to enter the class after my entry. For “Vak” exercise, entire team is expected to be present. Any member’s absence without prior notice will cause the entire team to lose marks for that component. No marks will be awarded to those who are absent for the “Vak”. 50% marks of the assignments will be deducted for delayed submission. If the assignment is delayed by more than 24 hours, then it will NOT be accepted. Plagiarism is strictly prohibited for this course. You are required to cite the reference whenever you take anything from any source whatsoever. 50% marks of the assignment/examination will be deducted for first time plagiarism and NO marks will be awarded subsequently. SUGGESTED READINGS Carnegie, D. (1995). The leader in you. New York: Author Cohen, A. R. & Bradford, D. L. (2006). Influence
ASSESSMENT
without authority. (2nd edition). New
Assessment will be conducted as per the following scheme: Assessment Method Anveshan First round Vak Second round Adhyayan End Term Exam Total
Delhi: Wiley-India
Marks 20 6 14 20 40 100 marks
Collins, J. (2001). Good to great. New York: HarperCollins Publishers Csorba, L. T. (2006). Trust: The one thing that
makes or breaks a leader. Delhi: Thomas Nelson Inc.
MARKING SCHEME You should be motivated by the prospect of a great career in nurturing human resources. Marks and grades are just incidental to that end. In the “dog-eat-dog” world of business, shabby performances hardly find a sympathetic audience. I expect high quality work from you for each and every thing that you do. You must use both left and right brains to master this course!! All assignments will be evaluated on the basis of the quality of information and analysis. I expect you to relate the scholarly study of leadership to the context of your assignment.
Harvard
Business
Review
(2004).
Harvard
Business Review on developing leaders. Boston: Author Howell,
J.
P.
&
Costley,
D.
L.
(2006).
Understanding behaviors for effective leadership. (2nd edition). New Jersey: Pearson Prentice Hall
Marking scheme for the end term examination will be announced in the question paper. 5
CIMP PGDBM Batch 2008-10 Kouzes, J. M. & Posner, B. Z. (2007). The
leadership
challenge.
San
Francisco:
Jossey-Bass
Pierce, J. L. & Newstrom, J. W. (2006). Leaders &
the leadership process. (4th edition). Singapore: McGraw Hill
Northouse, P. G. (2007). Leadership: Theory and
Singh, D. (2003). Emotional intelligence at work:
practice. (4th edition). New Delhi: Sage
A professional guide (2nd edition). New
Publications
Delhi: Response Books
When the best leader’s work is done, people say, “We did it ourselves”. ----Lao-tsu
6
Leadership Excellence in Organisations Facilitator: Kumar Alok, PGDRM, XIMB If you think you can do a thing or that you cannot do a thing, in either case you are right. ----- Henry Ford INTRODUCTION Leadership, the critical differentiator between the “good” and the “great”, has been the cynosure of all discerning eyes since ages. Little wonder then, that it has inspired countless scholarly pursuits as well as practical applications and examples. No one course can capture all that is available on leadership; an attempt to present a representative sample is equally contentious. This course blends scholarly pursuit with experiential learning to awaken the leader within. OBJECTIVES To facilitate 1. A keen appreciation of the theoretical perspectives on leadership 2. The development of a self-aware individual through a series of self-assessments 3. An experiential understanding of the key issues in communication, risking innovation, developing shared vision, collaborative leadership, and managing conflict and diversity 4. A keen appreciation of the ancient wisdom for leadership excellence PEDAGOGY The course will provide you with ample opportunities for conceptual as well as experiential learning. It will use interactive lectures, brainstorming, case-studies, simulation exercises, behavioral practices, games, peer-team learning, etc. to develop a comprehensive knowledge of the theory and practice of leadership. Movies will form an integral part of the course to facilitate ‘closer-tolife’ understanding of leadership issues. TEAM WORK
e-mail: [email protected] INDIVIDUAL WORK “Adhyayan”: You will write an article based on Mahatma Gandhi’s autobiography as discussed on page 4. End Term Examination: It will be an open-book examination based on a movie. You will see the movie prior to the examination and answer the questions based on it. You are expected to relate leadership theories and philosophies to the cinematic experience. Personal Learning Paper: Within 24 hours of the completion of the course, you are expected to submit a 2-page printed personal learning paper containing your experiences and learning during the course. You can give your feedback to further improve the course as well. It is a good way to recapitulate and reflect upon what you have learnt!
Suggested Structure: Personal learning paper should contain -
Introduction [100 words]
-
Expectation, feelings and apprehensions about the course before it started [100 words]
-
Formal learning during the course [200 words]
-
Informal learning during the course [150 words]
-
Sweet/sour moments [100 words]
-
Satisfaction-level and feelings after the completion of the course [50 words]
-
Suggestions and feedback [100 words]
HOURS OF CONTEMPLATION This course intends to give you around 40 hours of enthralling classroom learning experience; however you are encouraged to put more effort outside the class in self-study to master the concepts. STYLE GUIDE FOR ASSIGNMENTS
“Anveshan”: Each team will write an essay based on a research on the best leadership development practices in the industry as per the instructions on page 4.
-
Font: Times New Roman Font size: 12
-
Line spacing: Single
-
“Vak”: Teams will compete against each other in the communication exercise as detailed on page 4.
-
Space after a paragraph: 6 points Referencing and citations:
The
Harvard/APA Style of Referencing [See ‘Suggested Readings’ for example]
1
CIMP PGDBM Batch 2008-10 SESSION PLAN S_ No.
Topics
“Know Thyself”
DAY 1: 4.5 H 1.
COURSE INTRODUCTION AND CLARIFYING EXPECTATIONS Need for studying leadership Scope of teaching Leadership and management Experiential exercise: “Body Sculptures” Behavioral exercise: “My First Speech”
MUTUAL
Self-assessment: “Selfconfidence” Video: “The Power of One”
Suggested Reading 1: “Perspectives on leadership from Homer’s Odyssey”: Reading 1, Pierce & Newstrom Suggested Reading 2: “On the meaning of leadership”: Reading 2, Pierce & Newstrom Suggested Reading 3: “Leadership: The management of meaning”: Reading 5, Pierce & Newstrom
2.
WHY DO PEOPLE FOLLOW? Experiential exercise 1: “When I Followed…” Experiential exercise 2: “What I Expected…” Effective followership Case discussion: “Can Ralph’s followership be improved”
Self-assessment: “Effective Followership Behaviors”
Suggested Reading 1: “Leadership, followership, self, and others”, Reading 31, Pierce & Newstrom Suggested Reading 2: “Effective followership: Leadership turned upside down”: Reading 32, Pierce & Newstrom
3.
BUILDING BLOCKS OF LEADERSHIP Experiential exercise 1: “Want To Be With Me!” Experiential exercise 2: “Power Play” Experiential exercise 3: “Make Or Break” Developing influence, power and trust Using influence, power and trust effectively
Self-assessment 1: “Influence Tactics Questionnaire” Self-assessment 2: “Personal Power Profile” Video: “Lead India – TOI”
Suggested Reading 1: “You have more to offer than you think”: Chapter 5, Cohen & Bradford Suggested Reading 2: “The bases of social power”: Reading 17, Pierce & Newstrom Suggested Reading 3: “The 7 principles of the trust”: Chapter 13, Csorba Suggested Reading 4: “Power and influence”: Chapter 8, Sweeney & McFarlin
DAY 2: 5 H 4.
THEORETICAL PERSPECTIVES ON LEADERSHIP Why bother about theory? Follower-centered approaches - Leader-member exchange theory Leader-centered approaches - Trait approach - Skills approach - Style approach Situation-centered approaches - Situational leadership theory - Path-goal theory - LPC contingency
Self-assessment 1: “LMX Questionnaire” Self-assessment 2: “Skills Inventory” Self-assessment 3: “LPC Questionnaire” Self-assessment 4: “PathGoal Questionnaire”
Suggested Reading 1: “Leadership that works”: Chapter 7, Sweeney & McFarlin Suggested Reading 2: “Path-goal theory of leadership”: Reading 22, Pierce & Newstrom Suggested Reading 3: “How do you make leaders more effective?”: Reading 23, Pierce & Newstrom 2
CIMP PGDBM Batch 2008-10 Suggested Reading 4: “Situational leadership”: Reading 24, Pierce & Newstrom
5.
SELF: MEDIATOR OF THE LEADERSHIP PHENOMENON Leadership in action: “The CSO Saga” Experiential exercise: “The Johari Window” Personality: MBTI typology and leadership
Self-assessment: Profile”
“MBTI
Suggested Reading 1: “Psychodynamic approach”: Chapter 11, Northouse
6.
DEALING WITH DIVERSITY Experiential exercise: “Stereotypes” Behavioral exercise: “Leadership Talks”
DAY 3: 4.5 H 7.
EMOTIONAL INTELLIGENCE & LEADERSHIP Leadership in action: “The CSO Saga” Behavioral exercise: “That Fateful Day…” What is emotional intelligence The Indian perspective Emotional intelligence and decision making Managing emotions Role in leadership emergence
Self-assessment: “Emotional Intelligence”
Suggested Reading: “Emotional intelligence as the basis of leadership emergence”: Reading 38, Pierce & Newstrom
8.
FOSTERING COLLABORATION Leadership in action: “The CSO Saga” Experiential exercise: “Shaping The Future” Behavioral exercise: “The Dream Coach”
Self-assessment: “Team Excellence and Collaborative Team Leader Questionnaire”
Suggested Reading: “Team leadership” : Chapter 10, Northouse
9.
LEADERSHIP MODERATORS - Culture - Gender - Hubris - Leader substitute theory Leadership in action: “The CSO Saga” Suggested Reading 1: “Cultural constraints in management theories”: Reading 27, Pierce & Newstrom
Self-assessment 1: “Individualism-Collectivism” Self-assessment 2: “Masculinity-Femininity” Self-assessment 3: “Machiavellianism”
Suggested Reading 2: “Leadership in Western and Asian countries”: Reading 28, Pierce & Newstrom Suggested Reading 3: “Effects of sex and gender role on leadership emergence”: Reading 11, Pierce & Newstrom Suggested Reading 4: “Are androgynous managers really more effective?”: Reading 13, Pierce & Newstrom
Suggested Reading 5: “The dark side of leadership”: Reading 46, Pierce & Newstrom Suggested Reading 6: “Substitutes for leadership”: Reading 37, Pierce & Newstrom
DAY 4: 4.5 H 10.
TRANSFORMATIONAL LEADERSHIP Leadership in action: “The CSO Saga” Behavioral exercise: “Inspiring Motivation” - Transformational leadership and charisma - Transformational leadership factors - How does transformational approach work?
Self-assessment: “Transformational Leadership Inventory”
Suggested Reading 1: “Transformation leadership”: Chapter 9, Northouse Suggested Reading 2: “Level 5 leadership”, Jim Collins
11. 12.
CREATING SHARED VISION Video: “Infinite Vision” Experiential exercise: “Child’s Play” RISKING INNOVATIONS 3
CIMP PGDBM Batch 2008-10 Experiential exercise: “Chakravyuh” Leadership in action: “Leadership Talks”
DAY 5: 4.5 H 13.
LEADERSHIP THEATER: “Chak De India”
14. 15.
VAK: THE SOURCE OF INSPIRATION MANAGING CONFLICT Experiential exercise: “Evacuation Drill” Leadership in action: “Leadership Talks” LEADERSHIP: THE BHAGAVAD-GITA PARADIGM The philosophy of Bhagavad-Gita Implications for leadership Leading the Yoga way The practice of Yoga Course wrap up and feedback
DAY 6: 5 H
16.
Suggested reading: “Leadership – The Bhagavad-Gita Paradigm”
DAY 7: END TERM EXAM & PLP SUBMISSION “ADHYAYAN”: LEARNING FROM GANDHI You should study ‘My experiments with Truth’ by Mahatma Gandhi with interest and submit an article of about 2000 words before the 13th session. -
Introduction [150 words]: It should focus on what did you thought of Gandhi before reading his autobiography and how much that has changed after reading it.
-
The evolution of Gandhi as a person [500 words]: It should focus on changes in Gandhi as a person in India and South Africa. It should also indicate his probable MBTI profile.
-
The evolution of Gandhi as a leader [1000 words]: It should focus on the turning points, his evolving thoughts, the people he followed and his own followers. This discussion should be grounded in the leadership theories.
-
Business implications [350 words]: It should focus on what modern businesses can learn from Mahatma Gandhi.
The article should be clear and concise. It should reflect your originality. I expect a professional write up from my students. “ANVESHAN”: IN SEARCH OF EXCELLENCE Each team should study the organizational leadership development practices in India and abroad. You should submit an original essay of about 1500 words before the 10th session. -
Introduction [150 words]: It should state the purpose of the essay and
what are the significant findings it would establish. -
Leadership development practices [750 words]: It should survey the current practices and present a statistical analysis with the charts and graphs. It should focus on India or other countries such as USA, UK, EU, Australia and New Zealand. A comparative study of different countries is NOT required.
-
Best practices in leadership development [400 words]: Based on your theoretical understanding and the research findings, you should identify a list of best practices in leadership development.
-
Implications [200 words]: You should indicate the implications of your findings for the leadership practice.
You should consult the web-sites of the organisations as well as books. You should also mail organisations with questionnaires to get an insight into their leadership development practices. You can also refer to the HBR publication on developing leaders. I expect a neatly written professional write up from you. “VAK”: THE SOURCE OF INSPIRATION Fifth Session: Each team will submit a theme for “Vak”. Ninth Session: All of you will submit inspirational speeches around the theme of your team for feedback. They should use metaphors, fables and vivid imagery. You need to submit one 1-min. and one 3-min. speeches.
4
CIMP PGDBM Batch 2008-10 Fourteenth Session: You will deliver your speeches with emotion, energy and enthusiasm. The audience should be able to visualize the future promised by your speech. You will NOT be allowed to cross the time limits. Hence you should come well rehearsed for the session. There will be two rounds. Each participant should come prepared with 2 speeches on the chosen theme. First Round: Team 1 vs. Team 3; Team 2 vs. Team 4; Speech duration: 1 min. per speaker Second Round: Winning teams of the first round will compete against each other. Speech duration: 3 min.
Rule 1: The team leaders would decide the sequence of the speakers. Rule 2: The first speaker would be decided by the toss.
Rule 3: Paired comparison will be used for scoring purposes. The better speaker in the pair will fetch the team a “+”. A “+” will carry 1 mark in the first round and 2 marks in the second round. The winning team will be awarded full marks allotted for the round whereas the other team will have to contend with the marks scored by them.
GENEARL INFORMATION Leaders attach great importance to time. To promote punctuality, you will not be allowed to enter the class after my entry. For “Vak” exercise, entire team is expected to be present. Any member’s absence without prior notice will cause the entire team to lose marks for that component. No marks will be awarded to those who are absent for the “Vak”. 50% marks of the assignments will be deducted for delayed submission. If the assignment is delayed by more than 24 hours, then it will NOT be accepted. Plagiarism is strictly prohibited for this course. You are required to cite the reference whenever you take anything from any source whatsoever. 50% marks of the assignment/examination will be deducted for first time plagiarism and NO marks will be awarded subsequently. SUGGESTED READINGS Carnegie, D. (1995). The leader in you. New York: Author Cohen, A. R. & Bradford, D. L. (2006). Influence
ASSESSMENT
without authority. (2nd edition). New
Assessment will be conducted as per the following scheme: Assessment Method Anveshan First round Vak Second round Adhyayan End Term Exam Total
Delhi: Wiley-India
Marks 20 6 14 20 40 100 marks
Collins, J. (2001). Good to great. New York: HarperCollins Publishers Csorba, L. T. (2006). Trust: The one thing that
makes or breaks a leader. Delhi: Thomas Nelson Inc.
MARKING SCHEME You should be motivated by the prospect of a great career in nurturing human resources. Marks and grades are just incidental to that end. In the “dog-eat-dog” world of business, shabby performances hardly find a sympathetic audience. I expect high quality work from you for each and every thing that you do. You must use both left and right brains to master this course!! All assignments will be evaluated on the basis of the quality of information and analysis. I expect you to relate the scholarly study of leadership to the context of your assignment.
Harvard
Business
Review
(2004).
Harvard
Business Review on developing leaders. Boston: Author Howell,
J.
P.
&
Costley,
D.
L.
(2006).
Understanding behaviors for effective leadership. (2nd edition). New Jersey: Pearson Prentice Hall
Marking scheme for the end term examination will be announced in the question paper. 5
CIMP PGDBM Batch 2008-10 Kouzes, J. M. & Posner, B. Z. (2007). The
leadership
challenge.
San
Francisco:
Jossey-Bass
Pierce, J. L. & Newstrom, J. W. (2006). Leaders &
the leadership process. (4th edition). Singapore: McGraw Hill
Northouse, P. G. (2007). Leadership: Theory and
Singh, D. (2003). Emotional intelligence at work:
practice. (4th edition). New Delhi: Sage
A professional guide (2nd edition). New
Publications
Delhi: Response Books
When the best leader’s work is done, people say, “We did it ourselves”. ----Lao-tsu
6
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