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HI 5009:
TRI 2 / 2014
Holmes Institute is committed to providing the highest quality education in a dynamic, student-centred learning environment. Holmes Institute fosters in its students rational thought, intellectual integrity and social responsibility.
The business environment of the twenty-first century is very dynamic and is buffeted by the forces of globalisation, technology and innovation. Hamel and Prahalad’s definitive book on the subject clearly expresses the challenge. In the chapter “Getting to the Future First” leaders are challenged “to create the strategic intent (vision), communicate that direction and ensure that the necessary core competencies exist and are motivated to get there. While conventional management capability is about managing an existing business portfolio, developing and realising a vision of the future requires something more – the ability to inspire others and mobilize their efforts to get there. This is leadership.
There is no shortage of stories and popular theories about leadership: “Charismatic Leadership”, “Transformational Leadership” and “Heroic Leadership”. Successful leaders are celebrated and books published advancing their “theories”. For example, the hero of the World Trade Centre disaster Rudy Giuliani has published his book - “Leadership”.
In this subject we address much more than the popular press stories about leadership.
HI5009 is about the academic study of leadership over a period of a hundred years. Though academic study also implies the formulation of theories, these are based on research (not journalistic opinion). HI5009 starts with the early theories: Great Man Theory and Trait Theory - the nature versus nurture debate. The development of leadership theory through Behavioural Theories, Leadership Style, Contingency Theory, and PathGoal Theory is pursued. Then, beyond a pre-occupation with those special people we call leaders, Situational Theory is introduced where the importance of followers is highlighted.
From such a sound foundation of leadership theory based on research, it is hoped that students critically view the popular press theories of “Charismatic Leadership”, “Transformational Leadership” and “Heroic Leadership” as little more than a regression to the Great Man and Trait theory days. As Henry Mintzberg has said:
The business world would lead you to believe that the CEO is the embodiment of the company, that the CEO alone is responsible for the company's entire performance. And all it took to validate those assumptions was the creation of heroic, larger-than-life CEOs. Taking the cue, business journalists happily provided personalities and simple explanations to fit the bill. CEOs became celebrities. One example: In its April 14, 1997 issue, Fortune magazine wrote of IBM CEO Louis Gerstner, -In four years Gerstner has added more than $40 billion to IBM's market value.- Admittedly, Lou Gerstner is an excellent CEO. But did he really do that all by himself?
The problem with the notion of heroic leadership, of course, is not just that it's preposterous on the face of it. It is also corrosive to the connection that needs to exist between a real leader and the people who make the company work. Real leadership is connected, involved, and engaged. It's often more quiet than heroic. Real leadership is about teamwork, about taking a long-term view, about building an organization slowly, carefully, and collectively. The CEO’s job is to set an example of energizing others, not to take dramatic actions that let the CEO take the lion's share of the spoils.
In this subject we will study two legendary, successful leaders: Lou Gerstner (IBM turnaround) and Andrew Mohl (AMP turn-around). We will see that their success is a success story of followers. We will see that, rather than some special trait of “transformational leadership”, what they had was a critical understanding of Organisational Culture and an extraordinary ability in Change Management!
In parallel with the study of leadership, HI 5009 gives students the opportunity to experience leadership development at a personal level through several role playing, teambuilding and self-assessment activities. This subject also allows students to assess their own personality traits and leadership style and identify personal development areas where their leadership abilities could be improved.
On completion of this subject students will:
Lead by using team building skills and facilitating collaborative behaviours in the accomplishment of group goals and objectives
Understand the difference between managing and leading
Recognise and appropriately respond to ethical, legal and strategic concerns relating to human resource and organisational management
Communicate effectively and professionally in business situations through physical and virtual presence, writing, speaking, listening and electronic media
NAME Dr. Sarah Kim
CONTACT (03) 9662 2055
Prescribed Textbook:
Kramar, R. (2011) Human Resource Management in Australia. 4th ed. McGraw-Hill 658.300994 HUM.4 References
1. Arnold, J. (2005) Work Psychology, 4th ed., Prentice Hall, Harlow.
2. Bennis, W. (2001) The future of leadership: today’s top leadership thinkers speak to tomorrow’s leaders, Jossey-Bass, San Francisco.
3. Dauphinais, G. W., Means, G. & Price, C. (2000) Wisdom of the CEO: 29 Global Leaders Tackle Today's Most Pressing Business Challenges, John Wiley and Sons, New York.
4. Khoshaba, T. (2003) Management of Employee Performance, McGraw Hill, Sydney.
5. Lussier, N. (2002) Human Relations in Organizations, McGraw Hill-Irwin, New York.
6. Mayo, A. (2001) The Human Value of the Enterprise: Valuing People as Assets – Monitoring, Measuring, Managing, Nicholas Brealey, London.
7. Quinn, R. E., Faerman, S. R., Thompson, M. P. & McGrath, M. R. (2003) Becoming a Master Manager, Wiley and Sons, Toronto.
8. Stone, R. (2005) Human Resource Management, 5th ed., John Wiley and Sons, Sydney.
9. Tovey, M. (2010) Managing Performance Improvement, 3rd ed., Prentice Hall, Sydney.
10. De Cieri, H. and Kramer, R. (2005) Human Resource Management in Australia: Strategy, People, 2nd ed., Performance, McGraw Hill, Sydney.
Lecture Notes/slides: These will be ready for downloading every Friday folder under Lectures & Tutorials for the following week’s lectures.
Readings/Tutorial Activities: These will be available in the Weekly folder under Lectures & Tutorials in Blackboard.
It is the student’s responsibility to check HolmesOnline on a regular basis. It is advised that students view lecture materials and readings before coming to class.
Assessment type Scheduled Weight
700 words on your thoughts about your MBTI results. You must provide a critique of the instrument supported by the literature 15%
….700 words on your thoughts about leadership metrics and your results. You must provide a critique of the instrument supported by the literature 15%
….700 words on what you learned about leadership from this workshop. Focus particularly on High Performance Organisations after consulting the literature 15%
….700 words on what you learned about leadership from this workshop. Support your comments with the appropriate literature 15%
All above assessment must be completed to sit Final Exam Multiple-choice, short answer and short application questions EXAM WEEK 40%
MBTI and Reflection: Assessment criteria
Weighting: 15%
Length: 700 WORDS 1
Myers-Briggs Type Indicator (MBTI Test):
Visit and complete the MBTI Test based on Jung’s Typology Test and take a print out of the resulting type. Read your type description and submit a critique of the test, not just a summary of the results. This assignment needs not to be more than 700 words and should include a copy of your results
? Print out results
? Critique the instrument and the results 5 10
T-P Leadership Questionnaire : Assessment criteria
Weighting: 15%
Length: 700 WORDS 2
T-P Leadership Questionnaire:
This Questionnaire will be administered and scored in class
You will be asked to first predict what you think your T-P profile will be and then, after scoring the questionnaire, you will obtain an actual T-P score.
Critique the test, do not just summarise the results. This assignment needs be no more than 700 words and should include a copy of your results.
? Submission of your results 5
? Critique the instrument and the results 10
The secondary objective of this subject is addressed in parallel with the primary objective of formally studying the concept of leadership. As stated earlier in this Subject Outline, the second objective is more practical in providing an opportunity to experience leadership development at a personal level through several role playing, team-building and selfassessment activities. These activities are organized into two Structured Experience Workshops. The workshops provide an opportunity to improve of your leadership abilities. Each workshop is worth 15%.
Structured Experience Workshop 1: Assessment criteria
Weighting: 15%
Length: 700 WORDS 3
More details of the workshop will be provided later.
Write a report of what you learned from the workshop, and draw upon
relevant literature. You should critique the workshop
Structured Experience Workshop 2: Assessment criteria
Weighting: 15%
Length: 700 WORDS 4
More details of the workshop will be provided later.
Write a report of what you learned from the workshop, and draw upon
relevant literature. You should critique the workshop
Final Examination: Assessment criteria
Weighting: 40% 5
Length: 2 HOURS 10 MINUTES
Module Three
Blocks Scheduled LECTURE TOPIC and Scheduled TUTORIAL ACTIVITY Assignment Hand out Assignment Hand in
1 The Nature and Importance of Leadership Assignment 1
Questions about Leadership to be addressed over the whole Course; 10 Questions for Block 2
2 Traits, Motives & Characteristics of Leaders
Discuss Method & Requirements for Assignments
3 Leadership Behaviour, Attitudes & Styles
Transformational and Charismatic Leadership
Discussion of Questions from Lecture 1 and 2
4 Contingency & Situational Leadership Importance of Followers Assignment 2
Timeline: Development of Leadership Theories
5 Cognitive Resource Theory Leadership Controversies Assignment 1
Review of Leadership Theories: 14 Questions Work on Assignment 2
6 Power, Politics & Leadership
Tutorial Exercise: Empowerment
7 Structured Experience: Teamwork Assignment 3 Assignment 2
Introduction to High Performance Teams
8 High Performance Organisations:
Principles, Policies and Processes
Debrief (cont): Behavioural Science Research
9 Influence Tactics of Leaders Assignment 4 Assignment 3
Structured Experience: Developing Teamwork
10 High Reliability Teams
Tutorial Exercise: Why did I Fail?
11 Review of Teamwork
Motivation & Coaching Skills Assignment 4
Assignments must be
completed and submitted
in order to sit the Final Exam
Structured Experience: Goal Setting
12 Communication & Conflict Resolution Skills
Structured Experience: Active Listening
ABOUT ASSIGNMENTS AND THE FINAL EXAM: All assignments and other assessed work (quizzes, tests, etc.) must be completed before you will be permitted to sit for your FINAL EXAM. Note: Supplementary/Deferred examinations will be held later in 2009.
Unless medical reasons are proved, penalty points will apply to late assignments. 5 % deduction in marks will apply for every day late. The maximum deduction will be half of the un-penalised mark. However, you must still complete all work to pass this subject. Academic honesty policies apply to all assessment items.
Assignment submissions must be word-processed. You must submit both hard copies and electronic copies for an assignment to be marked by your lecturer. Hard copies must be submitted to, and signed for by, Reception (Melbourne), Resource centre (Sydney), or Student Services (Brisbane). Electronic copies MUST be submitted using the links in the HolmesOnline subject site (emailed assignments will NOT be accepted). The electronic copies may be used to check that your work is original compared to online sources and other students’ submissions. All marks will be available to students (via HolmesOnline) one week after submission of assignments.
ABOUT ATTENDANCE: Holmes is committed to working with you to do everything needed to help you pass and achieve your best mark. As established by education research and studies of best practice, this subject will provide you with 3 sources of learning as you complete your assignments and prepare for quizzes and exams:
1. Interaction with your instructor
2. Interaction with your fellow students, and
3. Interaction with learning materials. These include your textbook and other print and online sources available through HolmesOnline and Campus Resource Centre.
Although attendance to Lectures and Tutorials is not mandatory, please consider that it is difficult to learn the subject requirements without maintaining regular attendance. Holmes prides itself on providing you with access to interact with all 3 sources of learning when you come to campus.
Holmes Instructors are available on campus all day Monday through Friday, but the best time and place to discuss your learning with them is at scheduled Lectures and Tutorials/Workshops (3 HOURS PER WEEK). These are designed to be interesting, often fun, and always relevant to preparing you for your career. Studying with others is the best way to make lifelong friendships and start important professional relationships, and it contributes immediately to your motivation and performance.
Your instructors will show you how to use your laptop and the campus wireless network to obtain the online subject information and materials you will need for your study and research, and they will remind you about assignment due dates. Additional tutorials for study skills and special needs are also available at regularly scheduled group sessions and through individual appointments.
All these services are available to you when you paid tuition for this subject. It will be unwise not to take advantage of them. However, to receive these paid-for benefits, you must become a regular member of our Holmes campus community by attending Lectures and Tutorials regularly.
Consult Student Handbook for complete details on subject administration
© Holmes Institute, 2012

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