KIMEP University

KIMEP University

Bang College of Business

LEADERSHIP DEVELOPMENT PROGRAM

Fall 2013

COURSE CODE: LDP4201

COURSE TITLE: LEADERSHIP: MAKING PRINCIPLES WORK

CLASS HOURS: W: 14:30 – 17:15

Hall #1 New bld.

COURSE CREDITS: 3

OFFICE HOURS: Tuesdays 17:30 – 19:00

Wednesdays 11:30 – 13:00

Room: #342 Dostyk bld.

INSTRUCTOR: Alma Alpeissova, MA

Email address:

LDP Project Manager:

Room: #106 Executive Education Center

TExtbooks:

1.  Collins J.C. Good to Great: why some companies make the leap... and others don’t. Eds. HarperCollins Publishers Inc.: New York, 2001.

2.  Collins J.C. and Porras J.I. Built to Last: successful habits of visionary companies. Eds. HarperCollins Publishers Inc.: New York, 2002.

3.  Jenkins M., Ambrosini V. Strategic Management: a multi-perspective approach. 2nd Rev. Ed. Palgrave Macmillan: London. 2007.

4.  Clawson J.G. Level Three Leadership: Getting Below the Surface. 3rd Ed. Pearson Prentice Hall: New Jersey, 2006.

Any other related books and materials.

COURSE DESCRIPTION:

The main objective of this course is to equip students with tools necessary for analyzing leadership activities within the organizations. The course will also introduce contemporary leadership concepts and practices through delivering guest lectures and simulating leadership exercises. Students will learn major approaches to leading people that will serve as the basis for future organizational success.

Course Contents:

The course framework is organized around guest lectures by business practitioners and introduces techniques for developing leaderhsip skills through the use of comprehensive case studies and stimulating leaderhsip exercises.

The following modules represent the indiative class topics that you will be learning throughout this course. The modules’ sequence is subject to change due to the busy schedule of the speakers and will be announced before the actual presentation.

Module 1. Building the vision

Module 2. Developing Emotional Intelligence

Module 3. Developing the Founder’s Mind

Module 4. Getting the Right Results

LEARNING OBJECTIVES:

By the end of the course you should be able to:

Ø  understand how to develop competences for building the vision

Ø  recognize your own emotions and feelings and those of others

Ø  build relationships and understand how to influence others

Ø  diagnose the organization’s leadership capacity and address the present challenges

TEACHING METHODOLOGY:

Guest Lectures

Class discussions

Case studies

Role plays

Management games

COURSE ASSESSMENTS

Your course grade will be determined as follows:

Case presentations / 20%
Mid-term exam (09/10/13) / 20%
Attendance and participation / 20%
Final assessment
Final Essay (11/12/13)
Final Exam / 40%
10%
30%

Total 100%

Short Exam:

Essay type questions.

Case presentations:

The students shall form the groups of 5-6 students and make the presentation of the assigned case analysis in the class. The case analysis questions will be assigned.

Final Exam:

Comprehensive, case based exam.

Final essay:

By the end of the course you must submit an essay covering the answer to the question:

What do all leaders do for the organization’s success?

Attendance:

For each article, book chapter and case assigned you will have to submit a reflection paper (quick written summary) before the class starts. You will generate your grade for attendance based on the number and quality of the reflection papers submitted.

Participation:

To succeed in this class follow the recommendations below:

For each class you will be assigned reading the articles, cases and/or textbook chapters. You should come to class with an understanding of the issues of contemporary leadership from the readings assigned and be prepared to:

·  Ask relevant and appropriate questions to a guest speaker

Your questions may include but not be limited to the following:
1.  What is the purpose of your life?
2.  What is your vision for your future?
3.  What values do you stand for?
4.  What are your long term organizational goals?
5.  What is your strategy for moving toward the vision you see for your organization?
6.  How do you develop leaders in others?
7.  What do you do for your community and country?
8.  What challenges do you face in managing change in your organization? How do you overcome them?
9.  How would you measure a leadership potential of someone?
10. How do you envision a transition from a manager to a leader? What do you do about it in your organization?
11. How do you generate commitment of your employees?
12. What do you have to do as a leader to excel in organizational performance?
13. What are the present strategic challenges of your industry? How does your organization overcome them?

·  Present a viewpoint

·  Defend your opinion through questioning from classmates

·  Be open to the alternatives and experiences of prominent business leaders and your colleagues

The focus of each case discussion is on analysis and decision-making:

·  What are the facts?

·  What do they mean?

·  What alternatives are available?

·  What specifically should be done?

·  How and when should it be done?

Having discussed the case with your team make sure that you can:

·  Identify problems

·  Consider alternatives

·  Analyze data

·  Make decisions

·  Outline a suggested course of action

To get the most out of your experience, you need to come to class prepared to ask the right questions, to think, to share your ideas, to respond to your colleagues and to defend you viewpoint.

GRADING SCALE:

Grading for the course will be determined based on the KIMEP grading scale.

COURSE POLICIES:

Attendance and examination policies and procedures will be applied to the course in accordance with stated KIMEP rules of conduct and discipline.

Academic Honesty: Dishonesty, including but not limited to cheating on tests and plagiarism, is taken seriously. The minimum penalty is an “F” in this course and refferal to Disciplinary Committee.

Attendance:

Class attendance consists of a significant part of your grade. Attend class and prepare for the class by reading the material before the scheduled class period. Class discussions and questions make the subject more interesting and relevant, for both students and the instructor. Missing a lecture may impede your ability to understand fully the concepts and principles covered.

Library Utilization: Students may study in KIMEP’s Library and take books home under normal library rules.

Indicative Course Content

Date / Events
Week 1
04/09/13 / Session 1
Guest Speaker
Session 2
Course Introduction
Week 2
11/09/13 / Session 1
Class Discussion
Topic: Building the Vision
Material:
Building Your Company’s Vision by James C. Collins and Jerry I. Porras, HBR, 2007.
Session 2
Guest Speaker
Week 3
18/09/13 / Session 1
Class Discussion
Topic: Visionary Leadership
Material:
Trouble in Paradise by Katherine Xin and Vladimir Pucik. HBR, 2003.
Session 2
Guest Speaker
Week 4
25/09/13 / Session 1
Class Discussion
Topic: Developing Emotional Intelligence: Personal Values
Material:
Hay Group. Self-Awareness Exercises
Hay Group. Emotional and Social Competency Assessment Questionnaire
Leading by Feel. HBR, 2004.
Session 2
Guest Speaker
Week 5
02/10/13 / Session 1
Class Discussion
Topic: Developing Emotional Intelligence: Influence Strategies
Material:
Hay Group. Influence Strategies Exercise
Leadership that Gets Results by Daniel Goleman. HBR, 2004.
Session 2
Guest Speaker
Week 6
09/10/13 / Session 1
Mid-term exam
Session 2
Guest Speaker
Week 7
16/10/13 / Session 1
Class Discussion
Topic: The Art of Persuasion
Material:
The Tactics and Ethics of Persuation by Philip G. Zimbardo. Attitudes, Conflics and Social Change, 1972.
The Geography of Trust by Saj-nicole A. Joni. HBR, 2004.
Session 2
Guest Speaker
Week 8
23/10/13 / Session 1
Class Discussion
Topic: The Art of Persuasion
Material:
Harnessing the Science of Persuasion by Robert B. Cialdini. HBR, 2001.
Session 2
Guest Speaker
Week 9
30/10/13 / Session 1
Class Discussion
Topic: Developing the Founder’s Mind
Material:
The Founder’s Dilemma by Noam Wasserman. HBR, 2008.
Case: Meg Whitman at eBay Inc. by Linda A. Hill and Maria T. Farkas. HBS, 2005.
Session 2
Guest Speaker
Week 10
06/11/13 / Session 1
Case Presentations
Material:
Meg Whitman at eBay Inc. by Linda A. Hill and Maria T. Farkas. HBS, 2005.
Session 2
Guest Speaker
Week 11
13/11/13 / Session 1
Case Presentations
Material:
Meg Whitman at eBay Inc. by Linda A. Hill and Maria T. Farkas. HBS, 2005.
Session 2
Guest Speaker
Week 12
20/11/13 / Session 1
Class Discussion
Topic: Getting the Right Results
Material:
Ideas are Born in Fields of Play by Charalampos Mainemelis and Sarah Harvey. HBR, 2010.
Case: Harrah’s Entertainment, Inc.: Rewarding Our People by Thomas Delong and Vineeta Vijayaraghavan. HBS, 2002.
Session 2
Guest Speaker
Week 13
27/11/13 / Session 1
Case Presentation
Material:
Case: Harrah’s Entertainment, Inc.: Rewarding Our People by Thomas Delong and Vineeta Vijayaraghavan. HBS, 2002.
Session 2
Guest Speaker
Week 14
04/12/13 / Session 1
Case Presentation
Material:
Case: Harrah’s Entertainment, Inc.: Rewarding Our People by Thomas Delong and Vineeta Vijayaraghavan. HBS, 2002.
Session 2
Guest Speaker
Week 15
11/12/13 / Session 1
Class Discussion
Topic: Getting the Right Results
Material:
Case: Sheikh Mohammed and the Making of “Dubai, Inc.” by Anthony J. Mayo et al. HBS, 2010.
Session 2
Guest Speaker