DEPARTMENT OF LEADERSHIP STUDIES

Proposal to Add Leadership Studies Minor Elective Course

The Leadership Studies Minor affords a broad understanding of what constitutes effective, ethical leadership. The minor focuses on the dynamics of leadership and provides an understanding of and critical thinking about the nature and concepts of leadership from a scholarly perspective.("Minor in Leadership Studies," Undergraduate Catalog, The Citadel.)

Requirements of the Minor:As an interdisciplinary program addressing leadership from various analytical perspectives. The minor consists of five leadership courses (15 credit hours total) from the Department of Leadership Studies and other academic departments.LDRS 371 (Leadership in Organizations) and LDRS 401 (Senior Leadership Seminar/Project) are required courses (6 credit hours). The three remaining courses (9 credit hours) are interdisciplinary electives approved by the Department: two academic leadership courses and one leadership-related experiential course.The Undergraduate Catalog provides a current list of approved courses.

Purpose of this Form: This form may be used to propose a course to be reviewed for approval and included as an elective in the interdisciplinary minor in Leadership Studies. Courses approved within the minor will also count as elective courses in the ROTC Fulfillment Program.

Instructions: Complete this form and submit it to the Department of Leadership Studies.

The following information items are required.

Department and School proposing the course:

This course presently exits in the Undergraduate Catalog:

This is a new course that has been approved by my School Dean andDepartment Chair:

Course Name/Number (or as Proposed):

Credit Hours to be awarded for Lecture:

Credit Hours to be awarded for Lab (if applicable):

Prerequisites for this course:

Course Syllabus, including Catalog Description:

When would you expect to begin offering this new course?

Learning Objectives that relate to the study of Leadership from a scholarly or analytical perspective from the perspective of my academic discipline:

Learning Objectives that relate directly to one or more of the eight behaviors of a Principled Leader, as defined by The Citadel (see "Key Behaviors" shown below):

Do you expect to offer this course as an elective within the ROTC Fulfillment Program?Yes / No

Key Behaviors of Principled Leaders and the Leadership Behaviors Defined

“BIG EIGHT”BEHAVIORS OF PRINCIPLED LEADERS
Behaviors/Actions
For the Principled Leader / Principled Leadership Behaviors Defined
Empowering others for action and decision-making. / Enabling and encouraging the personal development of others, believing in the inherent value of each individual, and giving authority and power to make decisions.
Holding team members accountable for results. / Holding others accountable for performance and outcomes within their control, ensuring they know what is expected.
Putting team members first. / Serving others by giving support and priority to the interest of others and by giving them credit for achievements.
Keeping a balanced view of one’s own importance. / Viewing one’s own strengths and weaknesses in a balanced perspective that recognizes the abilities of others and invites their contributions; demonstrating humility.
Staying authentic to one’s real self. / Staying open and truthful with others by acting consistently with who one is as a person; demonstrating authenticity by accurately representing one’s true intention, and commitments; not behaving inconsistently, that is, according to a role or position.
Acting and speaking with courage. / Engaging challenging situations proactively and strongly by relying on values and convictions. Taking risks that are reasonable in view of potential benefits, particularly for innovation and creativity.
Creating trust that permits others to make and learn from mistakes. / Creating an environment of trust and freedom in which others can make and learn from mistakes. Accepting and understanding others, to build trust and healthy interpersonal relationships, and to bring out best efforts of others; making reasonable efforts to avoid rejecting or punishing others; not trying to get even.
Developing people and resources. / Taking responsibility for the value of people and resources; stewarding them in the common interest versus using them in one’s self-interest.

Reference: Van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business and Psychology, 26(3), 249–267. (as adapted).