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The current and official versions of the course specifications are available on the web at https://www.usq.edu.au/course/specification/current.
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MGT8055 Leadership Project 1

Semester 2, 2021 Online
Short Description: Leadership Project 1
Units : 1
Faculty or Section : Faculty of Business, Education, Law and Arts
School or Department : School of Business
Student contribution band : Band 4
ASCED code : 080399 - Business Mgt not classified
Grading basis : Graded
Version produced : 21 July 2021

Staffing

Examiner: Peter Murray

Requisites

Pre-requisite: MGT8033 and MGT8038 and MGT8037 and MGT8048

Rationale

Leadership project 1 requires students to reflect on the know-how and know-why of leadership theory by applying relevant leadership knowledge learned in the program to real-life practical problems. Students will apply theory learned to practical experiences in places of work by nominating a specific leadership challenge, issue or problem. Working independently, or as part of a leadership team if required, they will conduct an investigation and problem/needs analysis of the leadership challenge, problem or issue. They will develop and test a number of work-based solutions to solve the leadership issues identified and will be required to develop relevant media such as a visual presentation to communicate various solutions to a range of audiences. Leadership project 1 is based on the application of knowledge and skills applied in practical settings and requires students to understand and comprehend an integrated volume of knowledge related to different leadership approaches.

Synopsis

In this course, students will learn that different theoretical approaches do not always work in practice. Through selecting a number of different leadership challenges, problems and issues, students will use the know-how and know-why of different theoretical constructs to help them solve and recreate quite difficult complex problems within the workplace. They will work either independently or in teams to critically reflect on why different problems and issues cannot be resolved. Students will learn that simply being a leader is not enough in such environments by identifying the limitations of their own leadership style. Here, students are expected to transform their learning by being exposed to different contexts and why context-specific solutions are not always easy. Through a combination of the theory-to-practice nexus, a range of learning experiences will help students to assess their own competencies and learning shortcomings by learning how to be become an adaptive leader.

Objectives

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

  1. Draw together a complex body of literature in leadership and define its meaning;
  2. Synthesise and contrast the know-how and know-why of different leadership theories;
  3. Make an evidence based choice between a range of leadership theory and apply leadership solutions to practical problems;
  4. Communicate how a leadership solution can be explained within a context of abstract facts;
  5. Critically reflect on the most appropriate leadership style that embodies a set of adaptive practices.

Topics

Description Weighting(%)
1. Theories of Leadership Identified and Explained 40.00
2. Theory Application in Practice 40.00
3. Critical reflection of Adaptive Practices 20.00

Text and materials required to be purchased or accessed

ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://omnia.usq.edu.au/textbooks/?year=2021&sem=02&subject1=MGT8055)

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

Northouse, P.G 2019, Leadership: Theory and Practice, Sage Edge, London.

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 organizational change processes', The Journal of Applied Behavioural Science, vol. 52, no. 1, pp. 35-63.
Anderson, M. H. Sun, P. Y. T 2015, 'The downside of transformation leadership when encouraging followers to network.', The Leadership Quarterly, vol. 26, 00, pp. 790-801.
Deinert, A. Homan, A.C. Boer, D. Voelpel, S.C. Gitermann, D 2015, 'Transformational leadership sub-dimensions and their link to leaders’ personality and performance', The Leadership Quarterly, vol. 26, 00, pp. 1095-1120.
Hannah, S.T. Uhl-Bien, M. Avolio, B.J. Cavarretta, F. L 2009, 'A framework for examining leadership in extreme contexts', The Leadership Quarterly, vol. 20, 00, pp. 897-919.
Lewis, M. W. Andriopoulos, C. Smith, W.K 2014, 'Paradoxical leadership to enable strategic agility', California Management Review, vol. 56, no. 3, pp. 58-77.
Little, L.M. Gooty, J. Williams, M 2016, 'The role of leader emotion management in leader-member exchange and follower outcomes', The Leadership Quarterly, vol. 27, 00, pp. 85-97.
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, 00, pp. 726-744.

Student workload expectations

Activity Hours
Directed Study 25.00
Independent Study 70.00
Individual Practice 70.00

Assessment details

Description Marks out of Wtg (%) Due Date Objectives Assessed Notes
LEADERSHIP SCOPING EXERCISE 100 10 21 Jul 2021 1,2 (see note 1)
LEADERSHIP PROJECT PROBLEM 100 40 06 Aug 2021 1,2
LEADERSHIP PROJECT SOLUTION 100 50 22 Oct 2021 3,4,5

Notes
  1. Students must be able to seek permission to practice the assessment components of this course in a place of work.

Important assessment information

  1. Attendance requirements:
    It is the students' responsibility to attend and participate appropriately in all activities scheduled for them, and 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.


  3. Penalties for late submission of required work:
    Students should refer to the Assessment Procedure http://policy.usq.edu.au/documents.php?id=14749PL (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 grades for students will be assigned on the basis of the aggregate of the weighted marks obtained for each of the summative items for the course.

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

  7. Examination period when Deferred/Supplementary examinations will be held:
    Deferred and Supplementary examinations will be held in accordance with the Assessment Procedure https://policy.usq.edu.au/documents/14749PL.

  8. University Student Policies:
    Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au.

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 http://www.usq.edu.au/library/referencing.

Date printed 21 July 2021