School/Faculty/Institute | Graduate School of Social Sciences | |||||
Course Code | MGMT 546 | |||||
Course Title in English | Leadership | |||||
Course Title in Turkish | Liderlik | |||||
Language of Instruction | EN | |||||
Type of Course | Flipped Classroom | |||||
Level of Course | Seçiniz | |||||
Semester | Spring | |||||
Contact Hours per Week |
|
|||||
Estimated Student Workload | 132 hours per semester | |||||
Number of Credits | 5 ECTS | |||||
Grading Mode | Standard Letter Grade | |||||
Pre-requisites | None | |||||
Expected Prior Knowledge | None | |||||
Co-requisites | None | |||||
Registration Restrictions | None | |||||
Overall Educational Objective | The successful performances of all organizations, including private sector companies, NGO’s and academic structures mostly depends on the vision of their leaders and high motivation of their workforce. Thus, envisioned outcomes can be turned into reality through the conduct of effective leadership. Therefore, the main objectives of this course for the participants are to learn about team and organizational leadership skills for creating high-performance work teams and organizations, focusing on the motivators in organizations for enhancing job satisfaction and determining what situational factors can have an impact on choosing an effective leadership style. | |||||
Course Description | Taking the crucial topics of motivation and leadership to the core, this course is designed to give the learners an understanding of how to develop and execute their own personal leadership styles in order to be successful in their personal careers, as well as increasing the performance of their organizations. | |||||
Course Description in Turkish | Tüm kurumların başarılı bir performans sergilemesi açısından büyük öneme sahip olan çalışan motivasyonunu arttırma ve etkin liderlik konularına odaklanacak olan bu ders, katılımcıların kendi liderlik tarzlarını geliştirmelerine ve bu şekilde kariyerlerinde daha başarılı olabilmelerine yönelik olarak tasarlanmıştır. |
Course Learning Outcomes and CompetencesUpon successful completion of the course, the learner is expected to be able to:1) Understand what leadership is and is not 2) Gain the necessary skills for leading individuals, teams and organizations effectively 3) Learn how to increase employee motivation and job satisfaction in the workplace 4) Develop a personal leadership style 5) Differentiate between various situational factors, such as culture or follower features, for finding the right leadership approach for each 6) Comprehend major traditional and contemporary theories of leadership and motivation |
Program Learning Outcomes/Course Learning Outcomes | 1 | 2 | 3 | 4 | 5 | 6 |
---|---|---|---|---|---|---|
1) Ability to analyse a various range of organizational information, including accounting and finance, operations management, marketing and technology | ||||||
2) Integration of the organizational functional knowledge in the process of formulation and implementation of long-term strategic goals and objectives | ||||||
3) Competence in leadership and team membership skills for managing innovation as well as routine processes and activities in organizations | ||||||
4) Self-exploration through the development and implementation of real business opportunities | ||||||
5) Awareness of the uncertainty and complexity of global business environments and changing business practices and trends | ||||||
6) Ability to find ethical, creative, comprehensive solutions to complex organizational problems | ||||||
7) Integration of management techniques, new business models and analytical tools to decision-making processes | ||||||
8) Competence in vital managerial and leadership skills, such as critical thinking, business communication, decision making and conflict resolution | ||||||
9) Ability to communicate in English both verbally and in writing at European Language Portfolio General Level B2. |
N None | S Supportive | H Highly Related |
Program Outcomes and Competences | Level | Assessed by | |
1) | Ability to analyse a various range of organizational information, including accounting and finance, operations management, marketing and technology | S | Participation |
2) | Integration of the organizational functional knowledge in the process of formulation and implementation of long-term strategic goals and objectives | H | Project |
3) | Competence in leadership and team membership skills for managing innovation as well as routine processes and activities in organizations | S | Participation |
4) | Self-exploration through the development and implementation of real business opportunities | S | Participation |
5) | Awareness of the uncertainty and complexity of global business environments and changing business practices and trends | S | Participation |
6) | Ability to find ethical, creative, comprehensive solutions to complex organizational problems | S | Participation |
7) | Integration of management techniques, new business models and analytical tools to decision-making processes | S | Participation |
8) | Competence in vital managerial and leadership skills, such as critical thinking, business communication, decision making and conflict resolution | N | |
9) | Ability to communicate in English both verbally and in writing at European Language Portfolio General Level B2. | S | Participation |
Prepared by and Date | , |
Course Coordinator | CEYHAN MUTLU |
Semester | Spring |
Name of Instructor | Asst. Prof. Dr. NEVRA BAKER ARAPOĞLU |
Week | Subject |
1) | Course introduction |
2) | Leadership defined & described |
3) | Trait approach |
4) | Skills approach |
5) | Style approacht |
6) | Situational approach |
7) | Contingency theory |
8) | Midterm Exam |
9) | Path-goal theory |
10) | Team leadership |
11) | Case analysis |
12) | Case analysis |
13) | Case analysis |
14) | Case analysis |
15) | Final examination period |
16) | Final examination period |
Required/Recommended Readings | • Harvard Business Review cases (will be provided by the lecturer) • Hurley, Robert F. (2006) “The Decision to Trust”, Harvard Business Review • Solomon, C. Ph.D. “Transactional Analysis Theory: the Basics”, Transactional Analysis Journal • Covey, Stephen M.R. with Merrill, Rebecca R. (2006) “The Speed of Trust”, CoveyLink, LLC • Raines C. and Ewing, L. (2006), “The Art of Connecting” • Porter, ME (1996), “What Is Strategy?”, Harvard Business Review • Ferrazzi, K. and Raz, T. (2005), “Never Eat Alone”, by Keith Ferrazzi. Published by arrangement with Currency Books/Doubleday, a division of Random House, Inc. | |||||||||||||||
Teaching Methods | Main methodology will be flipped learning. As in all MEF courses, teaching methods and strategies are selected to create a democratic learning community in which you will learn from one another, from inquiry, research and practice. Every member of the class is expected to freely share her/his knowledge, ideas and questions with the group without any concern. Throughout the course, experiential, constructivist, research-based and reflective teaching strategies are used. In all kinds of teaching and learning activities, student participation, active learning and learning by doing are essential. In this course, specifically, an adaptive learning style which will facilitate student learning through online materials, guidance and follow-up will be employed. The online learning platform of Mc Graw Hill will be used by both the instructor and the students. | |||||||||||||||
Homework and Projects | ||||||||||||||||
Laboratory Work | ||||||||||||||||
Computer Use | ||||||||||||||||
Other Activities | ||||||||||||||||
Assessment Methods |
|
|||||||||||||||
Course Administration |
|
Activity | No/Weeks | Hours | Calculation | ||||
No/Weeks per Semester | Preparing for the Activity | Spent in the Activity Itself | Completing the Activity Requirements | ||||
Course Hours | 14 | 2 | 3 | 1 | 84 | ||
Homework Assignments | 2 | 20 | 4 | 48 | |||
Total Workload | 132 | ||||||
Total Workload/25 | 5.3 | ||||||
ECTS | 5 |