EXSP507-17R (BLK)

Transformational Leadership

15 Points

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Waikato Management School
Te Raupapa
Executive Education

Staff

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Convenor(s)

Peter Sun

Peter Sun
4283
MSB.2.32
MS8.G.16
peter.sun@waikato.ac.nz

Lecturer(s)

Administrator(s)

: danial.hilson@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5 or 9 can also be direct dialled:
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    • For extensions starting with 5: dial +64 7 858 extension.
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Paper Description

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The purpose of this module is to demonstrate that leading transformation is powerful for self, the team, and the organisation. Understanding the basics of organisational transformation can open opportunities for innovation and change in the organisation. Innovation and change processes in a complex world require transformational leadership.

Pre-work

  • It is expected you have read all of the readings provided under the Resources link prior to attending the first workshop day
  • Please note: Assessment 1 is due PRIOR to the first workshop day.
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Paper Structure

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This paper will be facilitated with face-to-face sessions, supported by online resources.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Identify transformational and transactional components of their own and others' leadership
    Linked to the following assessments:
  • Identify the motivational foundation of their leadership behaviours
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  • Establish the importance of followership
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  • Manage and lead complexity and change
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  • Manage risks and constraints associated with change and complexity
    Linked to the following assessments:
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Assessment

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All assessment is compulsory.
It is expected you have read the Corporate & Executive Education Policies.

PLEASE NOTE: The University has zero-tolerance for Plagiarism.

All assessment must be submitted as a Word document, unless otherwise stated.
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 1:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 1:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Leadership Practice Analysis - individual
22 Aug 2017
11:30 PM
30
  • Online: Submit through Moodle
2. Analysing Ambidextrous Leadership – Influence of Transformational Lead
13 Oct 2017
11:30 PM
40
  • In Class: In Workshop
3. Reflective Podcast - individual
29 Oct 2017
11:30 PM
30
  • Other: Through Video submission
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Readings are provided for all key elements of this paper and represent a sampling of current academic literature in this area, or are from academic journals with a focus on the respective topics.

It is expected you have read the relevant material prior to attending the workshops.

Leadership: Transformational and Transactional Leadership and the Role of Leaders in Organisations Today - Examining the Broad Scope of Leadership Behaviours

Anderson, M. H., & Sun, P. Y. T. (2015). Reviewing leadership styles: Overlaps and the need for a new “Full-Range” theory. International Journal of Management Reviews, 00, 1-21. DOI: 10.1111/ijmr.12082

Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behaviour. Leadership Quarterly, 10(2), 181-217.

Hayati, D., Charkhabi, M., & Naami, A. (2014). The relationship between transformational leadership and work engagement in governmental hospital nurses: A survey study.SpringerPlus, 3(1), 1-7.

Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85-96.

Lee, T. H. (2010). Turning doctors into leaders. Harvard Business Review, 88(4), 50-58.

Wang, X., Chontawan, R., & Nantsupawat, R. (2012). Transformational leadership: Effect on the job satisfaction of registered nurses in a hospital in China. Journal of Advanced Nursing, 68(2), 444-451.

Watkins, M. D. (2012). How managers become leaders. Harvard Business Review, 90(6), 65-72.


The Motivational Foundation for Leadership Behaviours

Kegan, R., & Lahey, L. (2010). Adult development and organizational leadership. In N. Nohria, & R. Khurana (Eds.). Handbook of leadership theory and practice. (pp. 769-788). Boston: Harvard Business.

Rooke, D., & Torbert, W. R. (2005). 7 transformations of leadership. Harvard Business Review, 83(4), 66-76.



What is Followership?

Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142-148.


How do Organisations Manage Change and Stability?

O’Reilly, C. A., & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74-81.


How do Leaders Build the Appropriate Social and Performance Context for the Organisation? Its Challenges and Implications

Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. MITSloan Management Review, 45(4), 47-55.

West, M., Eckert, R., Steward, K., & Pashmore, B. (2014, May). Developing collective leadership for healthcare. Center for Creative Leadership. Retrieved from www.kingsfund.org.uk



Fore sighting – Influence of Transformational Leadership on Counties Manukau District Health Board’s Strategy

Porter, M. E., & Lee, T. H. (2013, September 17).Why health care is stuck - and how to fix it [Web log message]. Retrieved from http://blogs.hbr.org/

Porter, M. E., & Lee, T. H. (2013, October).Strategy that will fix healthcare [Web log message]. Retrieved from https://hbr.org/

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Online Support

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Waikato Management School Helpdesk: wms_helpdesk@waikato.ac.nz, 0800 WAIKATO, extn 4599
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Workload

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As a general guide 12-15 hours per week is required over the whole period of the paper.
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Linkages to Other Papers

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Note any linkages to other papers where the linkage is of importance.
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Prerequisite(s)

Corequisite(s)

Equivalent(s)

EXLD585

Restriction(s)

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