MAN 4164 – Section 01 – Leadership
Class: Monday – 2pm to 4:45pm – Green Library (GL) 100A
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GENERAL INFORMATION
Instructor: Garth D. Headley, M.S.
Phone: 305-348-0523
Office: CBC 223
Office Hours: By Appointment Only
Fax: 305-348- 0524
E-mail: garth.headley@fiu.edu
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COURSE DESCRIPTION
This course is designed to provide a clear understanding of current thinking in the area of
leadership, as well as to provide tools and mechanisms for leadership growth and
development. A variety of topics and perspectives under the rubric of leadership will be
considered, including: leader integrity and authenticity, managing people, leadership
development, effectively leading organizational change, leadership as a process, chairing
meetings and leading global teams. We will take a variety of perspectives and use case
studies, class discussions, lectures, brief videos, and exercises in order to examine the
complex and multi-faceted phenomenon of leadership. This course is not just for people who
think that they are leaders. Whatever you think about leadership, you’re only partially right. This
course should help you to expand your thinking and skills in the domain of leadership, EVEN if
you don’t consider yourself a leader.
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COURSE OBJECTIVES
Upon successful completion of this course students will be able to:
 Describe examples of effective and ineffective leadership as specific actions (or inaction)
by the leader.
 Identify various leader styles and discuss their effectiveness in different situations.
 Answer the question "Does leadership matter?" by explaining how leadership has an
impact on follower, group, and organizational performance.
 Understand alternative forms of leadership and the limits of a focus on “the” leader.
 Explain methods for changing attitudes and effecting acceptance of change.
 Describe the leader-member exchange process.
 Identify methods by which leaders can motivate through modifying employee
expectations and behavior.
 Discuss the critical importance of integrity and authenticity for effective leadership.
 Describe methods for leadership incubation in organizations as part of succession
planning and organizational development.
 Identify and increase self-awareness of leadership in each individual’s real-life situation
and enhance leadership and followership abilities and skills.
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MAJOR & CURRICULUM OBJECTIVES TARGETED
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Communication ability
Critical thinking
Ethical understanding and reasoning abilities
Understand and apply principles of leadership, including (but not limited to): fostering
motivation, timely and effective decision-making, assessing different leadership styles,
prescribing leadership styles, vision, leading in crisis, identifying critical components of
enacting change and follow-through.
Understand and apply principles of management, as it relates to leadership, in the
following areas: planning, organizing, control, and social responsibility.
Creating competitive advantage in organizations through strategic use of human capital.
Understand the domestic and global economic environments of organizations as it
relates to leadership.
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TEXTBOOK
There is one required textbook which can be purchased from the campus bookstore.
Textbook:
Leadership: Theory and Practice (6th edition)
Author: Peter G. Northouse
Sage Publications
ISBN-13: 9781452203409
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TEACHING METHODOLOGY
This course utilizes a number of methods in helping you to meet the learning objectives,
including: case studies, brief video clips, examination of current events as they relate to
leadership, and a look at research findings and cumulated knowledge from the textbook and
from the instructor’s expertise. In addition, the learning experience is enhanced when students
participate – which is an expectation of the course.
Assignments, class notes, the syllabus, and other information will be made available on
Blackboard. It is also CRITICAL that you have your email on Blackboard forwarded to an
address you check regularly.
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COURSE PREREQUISITES
Senior Status
For more information about prerequisites, click here.
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COMMUNICATING WITH THE INSTRUCTOR
E-mail is the preferable form of communication (garth.headley@fiu.edu) for most quick
questions. I am also usually available after class, and by appointment only at my office all
through the week, Monday to Friday, 9am-6pm. I will be using email to communicate with you
fairly regularly.
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GRADING
Course Requirements
Weights
(2) Exams (30% midterm, 30% Final Exam)
60%
(1) Team Assignments (15% each):
Implications of Research
15%
(1) Individual Assignment: Case Study
15%
Class Participation/Discussion
10%
Total
100%
Grade Scale
The following scale is used to assign final grades. Percentages will be rounded up if the value
is .5 or greater. In other words, an 85.5% would be rounded up to an 86%. An 85.4% would be
rounded down to an 85%.
Letter
Grade
A
AB+
B
Letter
Grade
93-100%
B90-92
C+
87-89
C
83-86
CRange
Range
79-82
76-78
72-75
68-71
Letter
Grade
D
F
Range
65-67
<65
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DISCUSSION
Students are expected to be active participants in the course – this includes participating in
small group discussions during class and making comments/asking questions in the larger
class. There is an expectation that you are present and contributing to the learning
environment by being an active member of the class. Your active involvement WILL be
reflected in your participation grade. I want you to challenge what you know or think you
know, take charge of your own learning, get your questions answered either during or after
class with your peers, or from me in or after class. Your leadership development should be a
proactive endeavor during the semester.
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ASSIGNMENTS
There will be 2 assignments/papers throughout the course of the semester:
 One group assignment (you will be placed in groups of 3) and
 One individual assignment (the leadership analysis/reflection paper).
Instructions will be given separately for each assignment several weeks ahead of the due date.
Your analysis and write-up needs to be thorough and professionally presented.
All assignments need to be submitted via Blackboard. Paper copies are not accepted.
Assignments are due at 2pm on respective due dates. Late assignments lose 15% of their
value per day they are late, starting at 2:01pm on the due-date.
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Group Assignment: Implications of Research
This paper is probably unlike any other assignment you’ve worked on before. But I want you to
begin to think in terms of “implications”- how does what you know now, what you learn or will
learn, or what is being discovered, affect the practice of leadership? As the role of leadership
changes and those in the position of leader become more scrutinized and visible, their
mistakes and wins more readily known, information that has the potential to improve leadership
effectiveness becomes more valuable. Whether it’s in leading yourself, others or organizations,
continuous learning and development will be a key part of your own continued growth.
This assignment will also be submitted through Blackboard.
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DISABILITY NOTICE
If you have a disability and need assistance, please contact the Disability Resource Center
(University Park : GC190; 305-348-3532) (North Campus: WUC139, 305-919-5345). Upon
contact, the Disability Resource Center will review your request and contact your professors or
other personnel to make arrangements for appropriate modification and/or assistance. It is your
responsibility to be in touch with the DRC early in the semester so that I can make the
appropriate accommodations.
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RELIGIOUS HOLIDAYS
The University's policy on religious holy days as stated in the University Catalog and Student
Handbook will be followed in this class. Any student may request to be excused from class to
observe a religious holy day of his or her faith.
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RULES, POLICIES, and ACADEMIC MISCONDUCT
Students are expected to pace their learning according to the posted course assignments.
It is expected that interactive learning and teaching will enrich the learning experience of all
students, and that each student will work in partnership with the professor to create a positive
learning experience for all. Student engagement is a necessary condition for an effective
learning experience, and includes contributions to debate and discussion (if any), positive
interactive learning with others, and an enthusiastic attitude towards inquiry. Everyone is
expected to be a positive contributor to the class learning community, and students are
expected to share the responsibility of teaching each other and to be respectful of others
opinion.
Statement of Understanding between Professor and Student
Every student must respect the right of all to have an equitable opportunity to learn and
honestly demonstrate the quality of their learning. Therefore, all students must adhere to a
standard of academic conduct, demonstrating respect for themselves, their fellow students,
and the educational mission of the University. As a student in the College of Business taking
this class:
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I will not represent someone else’s work as my own
I will not cheat, nor will I aid in another’s cheating
I will be honest in my academic endeavors
I understand that if I am found responsible for academic misconduct, I will be subject to
the academic misconduct procedures and sanctions as outlined in the Student
Handbook
Failure to adhere to the guidelines stated above may result in one of the following:
Expulsion - Permanent separation of the student from the University, preventing readmission
to the institution. This sanction shall be recorded on the student's transcript.
Suspension - Temporary separation of the student from the University for a specific period of
time.
Additionally the following two documents should be used by every student in business classes
that require individual or group written assignments:
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Certification of Authorship Assignment Cover Page (Individual)
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Certification of Authorship Assignment Cover Page (Groups)
For details on the policy and procedure go to ACADEMIC MISCONDUCT. (Section 2.44)
NOTE: Intensive Auditing of the course will be conducted to prevent academic misconduct.
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EXPECTATION OF THIS COURSE
This course is intellectually rigorous, and most students find it to be interesting and fun. But
what you get out of this course is directly proportional to what you put into it. This is not the
kind of course where simply swatting an answer/s guarantees you a good grade. Assimilation
of information and thoughtful arguments will distinguish passing grades from A-grades. I expect
that you will finish the semester with new tools and techniques that you can use in both leading
and following.
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COURSE CALENDAR
Date
Topic
August 25
Chapter 1: Introduction
September 1
Labor Day: No CLASS
September 8
Chapter 2: The Trail Approach
September 15
Chapters 3 and 4: Skills and Style
September 22
Chapter 5: Situational Approach
September 29
Chapter 6: Contingency Theory
October 6
Chapter 7: Path-Goal Theory
October 13
Midterm Exam
October 20
Chapter 8: Leader-Member Exchange Theory
Individual Assignment Due: Case Study
October 27
Chapter 9: Transformational Leadership
November 3
Chapter 10: Servant Leadership
November 10
Chapter 11: Authentic Leadership
November 17
Chapter 12: Team Leadership
November 24
Chapter 14 & 15: Diversity (Women & Leadership, Culture & Leadership)
December 1
Chapter 16: Leadership Ethics
Group Assignment Due: Implications of Research
December 8
Final Exam
College of Business Administration - Enterprise Technology Center (RB 107)
Tel: (305) 348-6259 | Fax: (305) 348-6882 | Email: cbasys@fiu.edu
Copyright © 2006 FIU College of Business