PAD5434 Leadership
Instructor: Tom Kramer
Fall, 2007
Work telephone: 850.474.2949
Email address: tkramer@uwf.edu
Office location: 77/105
Overview of the Course
This is an introductory, graduate level course in leadership. Leadership is one of those phenomena that
occur in all organizations and any time people form in groups. As such leadership in one sector or type of
organization is the same process. The difference in leadership from one sector, such as the public vs. the
for-profit sector, is the context, the norms, the traditions, etc. that one finds from sector to sector. But the
underlying process and principles are the same. What becomes interesting is to be able to understand the
context or situation and then determine which management and leadership approach makes the most sense
in that situation.
Therefore, a good deal of the learning in this course will require that you apply the processes and
principles to your own work setting. I will ask you to do this through questions in various places, through
case analysis, through discussion, and through direct application.
Course Objectives:
Some of the course objectives for this course are:
 to describe, compare and contrast the major leadership models
 to distinguish managing from leading and its implications
 to describe the unique advantages of participation, delegation and empowerment and how to use
them
 to describe the difference between power and influence
 Be able to describe the differences between transactional and transformational leadership
 Be able to articulate a strategic leadership approach
 to use different decision-making styles appropriately
 to use a systematic set of problem-solving steps
 to acquire skills in meeting management
 to describe and implement ethical leadership
 to assess ones own strengths and developmental needs as a leader
 to apply the material to your own work setting
Required texts
2
Yukl, G. (2006). Leadership in Organizations (6th ed.). Upper Saddle River, N.J.: Prentice Hall.
Required articles and Instruments
I have about 7 articles for you to read. You will find them throughout the weekly schedule. I also have
seven diagnostic instruments for you to use in evaluating either your own or you manager/supervisor in an
attempt to help you understand your own leadership tendencies and the models presented in the text.
Overall Structure of the Course
The following eight elements are contained in the course:








Readings from the text and questions to answer on a weekly basis from the text book
Questions to answer and them submit to the discussion forum
Participating in discussion forum weekly
Cases to read and analyze most weeks
Articles to read and questions to answer periodically
Seven applications to develop and submit
Filling out some diagnostic instruments and then indicating what you learned about yourself or
your manager/supervisor
Taking a “final take” home exam
(I need to understand how to use the drop box to compile a journal or source book.
I need to post the articles somewhere so they can find them.
I need to post the instruments somewhere so they can find them.
I need to post cases somewhere so they can find them.)
Below is a topical outline of the course with the readings and assignments
Outline
Class
#
1
Topic
Introduction to the course, instructor, classmates. Discussion and definition of
leadership. Characteristics of effective leaders.
Reading: Yukl ch. 1.
Answer questions:1, 6 & 7. Submit answers to the drop box.
Discussion forum 1 text: post answers in the Discussion Forum to the
following three questions from the text material.
1. In your experience what are the three most important three
characteristics of an effective leaders?
2. Based on your choice, which definition of leadership seems to match
up with the characteristics you chose?
3. The author of the book, Yukl, adopts a definition of leadership on p. 8.
3
He uses the word “process” twice in this definition. Why is this an
important concept for understanding leadership?
The questions are repeated as the first entry from me in the three
discussion forums for week 1.
Discuss, comment on at least one other posting in each of the three
forums.
Article: none
Case: None
Diagnostic Instrument: None
Application & Insight: None
The Nature of Managerial Work
2
Reading: Yukl ch. 2
Answer questions 5 & 8 for chpt. 2 and submit to drop box.
Discussion forum 2 text: post answers in the Discussion Forum to the
following two questions from the text material.
1. If you hold a management role now, comment on how well the
description of the role of a manager fits or describes your job. If you
do not hold a management role now, then comment on how well it
describes your manager.
2. Yukl says that the level a management affects the role or what
managers do. What is the difference in what managers do (or should
do) as their level changes? How does this apply to the concept of
“micro-managing”?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: None
Case: County Tax Collector. Answer the two questions at the end of the case
and submit them to the drop box.
Diagnostic Instrument: Go to the instruments and find the Style
Questionnaire on p. 82. Fill it out, score it. Submit answers to the following
three questions in one document: What do the results say about you or your
manager/supervisor? Does that “fit” your own view? What can you learn
from the results of this instrument?
Application & Insight: none
4
Effective Leadership Behavior
3
Reading: Yukl chpt. 3
Answer questions 5 & 9 for chpt. 3 and submit them to the drop box.
Discussion forum 3 text: post answers in the Discussion Forum to the
following two questions from the text material.
1. What have been the results of experimental studies on the relationship
between relationship oriented and task oriented leadership?
2. What is your opinion about task vs. relationship oriented leadership?
Should there be a mix, or should it be primarily one or the other? You
might look at what you admire in past leaders that you have had.
Discuss, comment on at least one other posting in each of the two forums
for the questions above.
Article: Tannenbaum, R., & Schmidt, W.H. (1958). How to choose a
leadership pattern. Harvard Business Review, 36 (March-April),
95-101.
Answer the following questions and submit your answers to the drop box.
1. Notice that this article was published in 1958. (all of the other articles
we will read is much newer.) This article is still widely circulated and
published today. Why do you think this article has such “staying
power”?
2. What is similar and what is different between a manager consulting
with his/her subordinates, and participating with them?
Case: None
Diagnostic Instrument: None
Application & Insight: Submit Application/Insight #1 through the dropbox.
4
Participative Leadership, Delegation, Empowerment
Reading: Yukl ch. 4
Answer questions: 3, 5 & 8 for chpt. 4 and submit them to the drop box.
Discussion forum 4 text: post answers in the Discussion Forum to the
following two questions from the text material.
1. Describe a situation from work, either your current job or previous,
5
where you were not consulted about or involved in the decision when
you think you should have been. What was the result?
2. The most common mistake managers make is they fail to involve
others in the decision when they should. Why do you think this is so
common?
Discuss, comment on at least one other posting in each of the two forums
for the questions above.
Article: None
Case: Decision Styles Exercise. See the instructions for this exercise and
submit your answers to the drop box.
Diagnostic Instrument: Go to the instruments and find the LMX Theory
Questionnaire on p. 163. Fill it out, score it. Submit answers to the following
three questions in one document: What do the results say about you or your
manager/supervisor? Does that “fit” your own view? What can you learn
from the results of this instrument?
5
Application & Insight: None this week.
Dyadic Role Making, Attributions, and Followership
Reading: Yukl ch 5
Answer questions: 3 & 5 for chpt. 5 and submit your answers to the drop
box.
Discussion forum 5 text: post answers in the Discussion Forum to the
following two questions from the text material.
1. What were some of your thoughts and reactions to the material
presented in this chapter? I am interested in particular to your thoughts
about making attributions and about the concept of followership.
2. Under what conditions would it make sense for a leader to be a
follower?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: Rooke, D. & Torbert, W. (2005). Seven transformations of leadership.
Harvard Business Review, April.
Answer the following two questions from this article and submit your
answers to the drop box.
1. What action logic best describes you at this time? Give some examples
6
to back this up.
2. Can a leader be identified in multiple action logics at the same time?
Please explain.
Case: None.
Diagnostic Instrument: None.
Application & Insight: Submit Application/Insight #2 through the drop box.
Power and Influence
6
Reading: Yukl ch 6
Answer questions: 2 & 7 for chpt. 6 and submit your answers to the drop
box.
Discussion forum 6 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. If a manager uses a coercive power approach to exert influence, is this
leadership? Why or why not?
2. On page 161 Yukl says that “the amount of necessary power will
depend on what needs to be accomplished and on the leader’s skill in
using the available power.” Less skill requires more power, more skill
less power. What are the short-term and long-term consequences of
this?
Discuss, comment on at least one other posting in each of the two forums
for the questions above.
Article: Gabrarro, J. & Kotter, J. (1980). Managing your boss. Harvard
Business Review.
Answer the following two questions from this article and submit your
answers to the drop box.
1. What are three ways you can build a healthy relationship with your
boss?
2. If David’s boss requires briefing about an issue in person, what
type of method of receiving information does she use?
Case: Restive Hospital.
Read the case, answer the questions at the end of the case and submit them
to the drop box.
7
Diagnostic Instrument: None
Application & Insight: None this week.
Managerial Traits and Skills
7
Reading: Yukl ch 7
Answer questions: 3 & 6 for chpt. 7 and submit your answers to the
dropbox.
Discussion forum 7 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. One of the points brought out in this chapter is that the need for
affiliation leads to ineffective leadership behavior. Can you explain
why this would be the case?
2. A socialization power orientation (p. 194) is a subtle concept that
emerges several times in the book. What is it and why might it be
important in effective leadership?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: None
Case: None
Diagnostic Instrument: Go to the instruments and find the Skills Inventory
on p. 61. Fill it out, score it. Submit answers to the following three
questions in one document: What do the results say about you or your
manager/supervisor? Does that “fit” your own view? What can you learn
from the results of this instrument?
Application & Insight: Submit Application/Insight #3 through the dropbox.
8
Early Contingency Theories of Effective Leadership
Reading: Yukl ch 8
Answer questions: 2 & 8 for chpt. 8 and submit your answers to the drop
box.
8
Discussion forum 8 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. Identify and explain one concept from this chapter and enter it into the
first discussion forum.
2. Identify and explain a second concept from this chapter and enter it
into the second discussion forum.
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: None
Case: Foreign Auto Shop, Part I and II. There is one question at the end of
Part I and two questions at the end of Part II. Answer these three
questions and submit them to the drop box.
Diagnostic Instrument: Go to the instruments and find the Path Goal Theory
instrument on p.142. There is some additional explanation that starts on
p. 140 that should be helpful to read. Fill it out, score it. Submit answers
to the following three questions in one document: What do the results say
about you or your manager/supervisor? Does that “fit” your own view?
What can you learn from the results of this instrument?
9
Charismatic and Transformational Leadership
Reading: Yukl ch 9
Answer questions: 4 & 10 for chpt. 9 and submit your answers to the
drop box.
Discussion forum 9 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. Again in this chapter we have the concept of personalized power
orientation and of socialize power orientation. How are these concepts
related to the material in this chapter?
2. What kind of leadership does your organization or unit need right now,
transformational or transactional? What circumstances might call for a
change?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
9
Article: Sternberg, R. (2005). WISC: A model of leadership. The
Psychologist Manager Journal, 8, 29-43.
Answer the following two questions from the article and submit your answers
to the drop box.
1. Which of the three key components do you feel is most important?
Why?
2.
What is this fourth thing which he calls “synthesized”? Why is this
important, what does it add?
Case: None
Diagnostic Instrument: None
Application & Insight: Submit Application/Insight #4 through the dropbox.
10
Leading Change in Organizations
Reading: Yukl ch 10
Answer questions: 1, 4 & 9 for chpt. 10 and submit your answers to the
drop box.
Discussion forum 10 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. What is the vision statement for your organization? If your
organization doesn’t have one or you can’t find it, write your own.
Consult the book about what the vision statement should do.
Remember, it should be short.
2. If your organization has a vision statement, what impact does it have?
Do people know it and refer to it? If your organization doesn’t have
one, what do you see as the consequences? Does it really make any
difference one way or another?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: None
Case: Falcon Computer Company
After reading the case, answer the questions at the end and submit them to
the drop box.
10
Diagnostic Instrument: Go to the instruments and find the MLQ on p. 195.
Fill it out, score it. Submit answers to the following three questions in one
document: What do the results say about you or your manager/supervisor?
Does that “fit” your own view? What can you learn from the results of this
instrument?
Application & Insight: None
11
Leadership in Teams and Decision Groups
Reading: Yukl ch 11
Answer questions: 3 & 8 for chapter 11 and submit your answers to the
dropbox.
Discussion forum 11 text: post answers in the Discussion Forum to the
following two questions from the text material.
1. Think about the best team you have ever been on. This could be a
work team, a sports team, even a family team in the time of crisis.
Why was this such a good team?
2. I’m sure you have been on bad or ineffective teams. What are the two
or three reasons for ineffective teams in your experience? Be sure to
answer this in light of the text or the article.
Discuss, comment on at least one other posting in each of the two forums
for the “text” questions.
Article: Katzenbach, J. & Smith, D. (1993). The discipline of teams. Harvard
Business Review.
Answer the following questions and submit your answers to the drop box.
1. Why is it so important for all members of a team share a common
purpose for the team? Won’t people do what a manager tells them too
even if they don’t share the purpose?
2. Explain two differences between a team and a working group. Cover
the implications.
Case: None
Diagnostic Instrument: None
Application & Insight: Submit Application/Insight #5 through the dropbox.
12
Strategic Leadership by Executives
11
Reading: Yukl ch 12
Answer questions: 4 & 11 for chapter 12 and submit your answers to the
dropbox.
Discussion forum 12 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. Why is a vision so important in initiating and sustaining a long-term
change effort?
2. Why is monitoring the environment so important for any organization?
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: Collins, J. (2001). Level 5 leadership: The triumph of humility and
fierce resolve. Harvard Business Review.
Answer the following questions and submit your answers to the drop box.
1. What is your reaction to the idea that a level five leader is the most
effective leader to transform and organization and maintain it as
effective?
2. I think this is a relationship between socialization power and level five
leadership. Can you make the connection?
Case: Turnaround at Nissan
After reading the case, answer the questions at the end and submit them to
the drop box.
Diagnostic Instrument: None
13
Application & Insight: None
Developing Leadership Skills
Reading: Yukl ch 13
Answer questions: 3 & 7 for chapter 13 and submit your answers to the
drop box.
Discussion forum 13 text: : post answers in the Discussion Forum to the
following two questions from the text material.
1. Discuss the relative merits of leaders receiving feedback about their
leadership from their boss, their peers, and their subordinates.
2. Of the three broad ways to acquire leadership competencies (formal
12
training, self help activities, developmental activities), which do you
prefer for yourself? Please explain your reasoning.
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: Mayo, A. & Nohria, N. (2005). Zeitgeist leadership. Harvard
Business Review, October.
Answer the following questions and submit your answers to the drop box.
1. Are you part of an organization with a Zeitgeist spirit? Please explain
your answer.
2. Is your boss an entrepreneur, leader, or manager? Explain.
Case: None
Diagnostic Instrument: None
Application & Insight: Submit Application/Insight #6 through the dropbox.
14
Ethical Leadership and Diversity
Reading: Yukl ch 14
Answer questions: 2 & 6 for chapter 14 and submit your answers to the
dropbox.
Discussion forum 14 text: : post answers in the Discussion Forum to the
following two questions from the text material.
I want to try something different with the material for this chapter. Each
of you is to post your summary/analysis of two interesting concepts from
the chapter. (I thought the topics related to the last four learning objectives
on p. 417 were important.) It would be best to make them separate
entries so people can more easily respond to them. Each person is
expected to respond to at least two other postings.
Discuss, comment on at least one other posting in each of the two forums
for these questions.
Article: None
Diagnostic Instrument: Go to the instruments and find the Perceived Leader
Integrity Scale on p. 195. Fill it out, score it. Submit answers to the following
three questions in one documents: What do the results say about you or your
manager/supervisor? Does that “fit” your own view? What can you learn
from the results of this instrument?
13
Case: Madison, Jones and Conklin.
After reading the case, answer the questions at the end and submit them to
the drop box.
15
Application & Insight: None
Overview and Integration
Reading: Yukl ch 15
Answer questions: 1 & 7 for chapter 15 and submit your answers to the
dropbox.
Discussion forum 15 text: : post your answer in the Discussion Forum to
the following question from the text material.
1. Now, look back at the definition of leadership you gave or chose in
week one along with the three most effective characteristics. What
would be your definition and key characteristics now? Explain why
you changed or, if you didn’t change, why you feel your choice stays
the same.
Discuss, comment on at least one other posting in the discussion forum for
this question.
Article: None
Case: None
Diagnostic Instrument: None
Application & Insight: Submit Application/Insight #7 through the dropbox.
16
Final “take home” Examination