LDRS 534
Leader as agent of change
Spring 2008
Syllabus
Program Title:
Course Code:
Course Title:
M.A. in Organizational Leadership
LDRS 534
Leader as an Agent of Change (3 Units)
Instructor:
Course Homepage:
Instructor Email:
A.
John Reynolds / Ronald Bld./ (626) 815-3887
http://www.apu.edu/~jreynolds
jreynolds@apu.edu
Course Statement:
The organizational leadership program is committed to preparing individuals to
be organizational leaders in today’s rapidly changing multicultural world and
modeling the process of leadership through curriculum, personnel, policies and
administration.
This particular course is directed towards understanding the role of the leader
both as an individual and as a leader of an organization in the process of
change. Using Kouzes and Posner’s “Five practices of exemplary leaders”, the
course focuses on the leader as an individual who changes as they develop, and
then on organizational leaders and leading the process of change.
B.
Student Learning Outcomes:
Upon completion of this course, students will have an opportunity to
demonstrate the following outcomes:
Learning Outcome
1. Communicate and articulate a
practical understanding of
exemplary leadership principles.
Method of Assessment
Integrative paper
2. Identify and codify attributes and
characteristics of exemplary
leaders.
Online facilitation of discussions of
learning theory, choice assignment,
exemplary educator case study, final
integrative paper
Learning experience design
3. The ability to develop plans for
organizational change processes.
4. Integrate key principles of
leadership and change into their
work as Christian Leaders
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Learning experience design
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LDRS 534
C.
Leader as agent of change
Spring 2008
Required Texts and Artcles:
Duck, J.D. (1993). Managing change: the art of balancing. Harvard Business
Review, Nov-Dec, 109-119.
Kotter, J.P. (1995). Leading change: why transformation efforts fail. Harvard
Business Review, March-April, 59-65.
Kouzes, J.M. & Posner, B.Z. (2003). The leadership challenge. San Francisco:
Jossey-Bass.
Zenger, J.H. & Folkman, J. (2002). The extraordinary leader. New York:McGrawHill.
D.
Recommended Texts:
________ (1998). Harvard business review on change. Cambridge, MA:
Harvard University Press.
Barna, G. (1997). Leaders on Leadership. Ventura, CA: Regal Books.
Hackman, M.Z. & Johnson, C.E. (2004). Leadership: A Communication
Perspective. Long Grove, IL: Waveland Press.
E.
Recommended Articles:
Brown, J. S. (2002). Research that reinvents the corporation. Harvard
Business Review. Aug , 105– 114.
Collins, J.C. & Porras, J.L. (1996). Building your company’s vision. Harvard
Business Review. Sep-Oct, 65-77.
Chan, K.W. & Mauborgne, R. (1998). Tipping point leadership. Harvard
Business Review, Apr, 60-69.
Ferris, W.P. (2002). Theater tools for team building. Harvard Business
Review, Dec, 24-25.
Graham, Ginger L. (2002) If you want honesty, break some rules. Harvard
Business Review, April, 42-47.
Hirschhorn, L. (2002). Campaigning for change. Harvard Business Review. Jul
, 98-104.
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Leader as agent of change
Spring 2008
Huy, Q.N. (2001). In praise of middle managers. .Harvard Business Review.
Sep, 72-77.
Meyerson, D.E. (2001). Radical change, the quiet way. Harvard Business
Review, October, 92-100.
Strebel, P. (1996). Why do Employees resist change?. Harvard Business
Review, May-June, 86-92.
Schaffer, R.H. & Thompson, H.A. (1992). Successful change
programmes begin with results. Harvard Business Review. Jan-Feb,
80-89.
F.
Share Responsibility Statement:
As the instructor for this course I am committed to:





Treating each of the students as individuals who are committed to
learning
Being prepared and ready to share knowledge and information
appropriate to the course content
Facilitating learning in different forms of delivery to maintain interest and
energy for both teacher and learner
Listening to feedback and, where appropriate, adjusting to new ideas
Being available for scheduled interviews by IM, telephone or in my office
From the student I expect:





G.
A commitment to deep learning
A desire to make this not just a course, but a step in a life long learning
journey (a journal during this course will be a useful resource)
A commitment to show through class participation, learning teams, and
assignments your learning in this subject area
At least 2 hours per week of dedicated course time outside of the
classroom experience
The students best effort in completing the assessment of learning process
Class Process
The instructor reserves the right to change class outlines or assignments in order
to be flexible to the needs of the students and to maximize the learning
experience.
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Leader as agent of change
Spring 2008
Attendance of class is critical for this learning experience. Each class constitutes
20 points, 10 for attendance and 10 for learning team assignments. As this is a 9
week intensive course, class absences are not expected and missing more than
one class period may result in a failed grade.
Class topics and Reading Assignments
Prior to the first class: Module One – The Leader
Learning question: Who am I as a leader?
Learning Team Reading: Kouzes - Part 2/Zenger – Chapters 1-2
Prior to the second class: Module Two – Model the Way
Learning question: What do followers see in exemplary leaders?
Learning Team Reading: Kouzes - Part 3/Zenger – Chapters 5-6
Prior to the third class: Module Three – Inspire a Shared Vision
Learning question: How do leaders create a shared vision?
Learning Team Reading: Kouzes - Part 4/Zenger – Chapters 3-4
Prior to the fourth class: Module Four – Challenge the Process
Learning question: How do leaders facilitate creativity and innovation?
Learning Team Reading: Kouzes - Part 5/Zenger – Chapters 7-8
Prior to the fifth class: Module Five – Enabling others to Act
Learning question: What can leaders do to empower followers?
Learning Team Reading: Kouzes - Part 6/Zenger – Chapters 10
Prior to the sixth class: Module Six – Encourage the heart
Learning question: How does a leader create a community of followers?
Learning Team Reading: Kotter Article/Kouzes Chapter 1-3
Prior to the seventh class: Module Seven – Leading Change
Learning question: What is the process for leading change?
Learning Team Reading: Duck Article/Zenger – Chapter 11
Prior to the eighth class: Module Eight – Changing the Organization
Learning question: How does a leader overcome the roadblocks of change?
Individual Assignment: Movie Night
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Leader as agent of change
Spring 2008
Module Nine – The future leader
Learning question: What does the future hold for me as a transformational
leader?
H.
Assessment of Learning Process
The assessment process is designed to enable each student to earn a maximum
of 700 points. The point schedule is as follows:
Assignment
Classroom/Learning
Team experience
Assignment 1
Assignment 2
Assignment 3
Assignment 4
Learning Outcome
1,2,3,4
Points
180
1,4
2
3
1,2,3,4
100
70
200
150
General



Papers should be the length specified in specific assignment.
Papers are to be typed and presented using APA (5th Edition) The length
specified in the assignment does not include cover page,
abstract/executive summary and the reference/bibliography section.
Late papers will be accepted up to one week (7 calendar days) after the
due date. 70 points will be deducted for late submission.
Assignment 1 (Due at start of Week 4)
Write a 4-6 page personal reaction paper to each of the required texts:

The Extraordinary Leader

The Leadership Challenge
Assignment 2 (Due at start of Week 5)
The Kouzes and Posner text presents an exercise in which you analyze your
own personal best experience. Using this exercise, write a 2-4 page paper
sharing this experience, and what principles you extracted from this experience
in developing your own leadership style.
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Leader as agent of change
Spring 2008
Assignment 3 (Due at start of Week 8)
Option 1
Complete a project where you as a leader seek to bring about a form of change
within an organizational setting. Define and describe in no less than 10 pages:
A.
B.
C.
D.
The group or context and your role within this process;
The intended change, the reason why change is necessary and why
you were asked to lead this change;
Your plan, including its steps and timeline to bring about the intended
change;
Your experience implementing your plan and the impact it generated
within you personally and within the organization.
Option 2
Identify a leader who personifies transformational change in an organization that
you know. Interview this person and write in no less than 10 pages, a reflection
paper on what they identify as being foundational to their success as a
transformational leader. In your interview identify at least the following;
A.
B.
C.
D.
E.
Why do you believe this person is a transformational leader?
Describe an organizational situation where this leader’s change skills
have been manifested.
What do you believe you can learn from this leader and how has it/will
it transform your life?
What do you believe the leadership credo of this individual might look
like?
What principles of leadership/Change leadership do you see that can
be replicated in helping other leaders to be as successful as this
leader?
Assignment 4 (Due at start of week 9)
Option 1
Write a 6-8 page self-evaluation paper, including at least the following:
a.
b.
c.
d.
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A brief journal review of your learning journey over the period of the
course;
How well have you met the learning outcomes?
How have you changed during this course?
How are you different as a Christian leader as a result of this course?
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LDRS 534
Leader as agent of change
Spring 2008
Option 2
Create a web portfolio of web, journal, and book resources that will aid you as
you continue your development as a leader. Include in this portfolio at least four
one-page journal abstracts with the links to these journal articles. Each article
should relate in some way to the four learner outcomes. At least 30 unique
resources should be identified in the portfolio with a short description on the
value of each of these resources.
G.
Grading System
Letter grades will be based on the following schedule:
A
F
635700
620634
600619
560599
540560
520539
500519
480499
420479
<420
H.
Library
AB+
B
BC+
C
CD

Reference librarian’s are available to assist you. The library consists of
books and journals available for research as well as several on-line electronic
resources with excellent business content such as:
 Lexis-Nexis
 EbscoHost
 Moody's Financial information service
 Disclosure (First Search)
 ABI/INFORM
These online resources are available in the library, computer labs, or through
your Cougar Den account.
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LDRS 534
I.
Leader as agent of change
Spring 2008
Academic Integrity
All graduate students are expected to do their own independent work and to
meet the highest standards of academic integrity. When drawing from
various resources for your written assignments, you must provide appropriate
citations and references, giving credit where credit is due. The Graduate
Catalog outlines specific expectations for academic integrity; violating this
important trust results in significant consequences to you as a student. As a
department, we have policies that will be distributed in class so that you are
clear on definitions of plagiarism (an area that quite a number of students
don’t fully understand) and resulting consequences.
J.
Departmental Policy
Appeals, grievance procedures, withdrawal, grade permanence, and
retention of records policies are published in the Graduate Catalog and apply
to this course. All department and university policies also apply to this
course.
K.
Students with disabilities:
Students in this course who have a disability that might prevent them from
fully demonstrating their abilities should meet with an advisor in the
Learning Enrichment Center as soon as possible to initiate disability
verification and discuss accommodations that may be necessary to
ensure full participation in the successful completion of course
requirements.
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Leader as agent of change
Spring 2008
References
Briner, B. & Pritchard, R. (1998). More leadership lessons of Jesus: A timeless model for
today’s leaders. Nashville, TN: Broadman & Holman Publishers.
Baron, D. (1999). Moses on management: 50 leadership lessons from the greatest
manager of all time. New York: Simon & Schuster Inc.
Bennis, W., & Nanus, B. (1985). Leaders: Strategies for taking charge. (2nd ed.). New
York: HarperCollins.
Bolman, L.G. & Deal, T.E. (1997). Reframing organizations: Artistry, Choice and
Leadership (2nd ed). San Francisco: Jossey-Bass.
Blanchard, K., Hybels, B., Hodges, P. (1999). Leadership by the book: Tools to transform
your workplace. New York: William Morrow and Company.
Conner, D.R., (1992).Managing at the speed of change: how resilient managers succeed
and prosper while other fail. New York: Villard Books.
Cottrell, D. (2002). Monday morning leadership: 8 mentoring sessions you can’t afford to
miss. Dallas: CornerStone Leadership Institute.
Davis, S.M. (1984).Managing corporate culture. New York: Harper and Row.
De Geus, A. (1997). The living Company: Habits for survival in a turbulent business
environment. Boston: Longview Publishing Limited.
Handy, C. (1996). Beyond certainty: the changing worlds of organizations. Boston:
Harvard Business School Press.
Hesselbein, F., Goldsmith, M., Beckhard, R. (1996). The leader of the future: New
visions, strategies, and practices for the next era. New York: The Peter F. Drucker
Foundation for Nonprofit Management.
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Leader as agent of change
Spring 2008
Ford, L. (1991). Transforming leadership: Jesus’ way of creating vision, shaping values
& empowering change. Downers Grove, IL: Inter Varsity Press.
Gallagher, R.S. (2003). The soul of an organization: Understanding the values that drive
successful corporate cultures. ______: Dearborn Trade Publishing.
Gibson, R. (1997). Rethinking the future: rethinking business, principles, competition,
control, leadership, markets and the world. Sonoma, CA: Nicholas Brealey
Publishing Ltd.
Gouillart, F. J., & Kelly, J. N. (1995). Transforming the organization. New York: McGraw Hill.
Greenleaf, R. (1997). Servant leadership: A journey into the nature of legitimate power
and greatness. Mahwah, NJ: Paulist Press.
Hambrick, D.C., Nadler, D.A. & Tushman, M.L. (1998). Navigating change: How CEOs,
top teams, and boards steer transformation. Boston: Harvard Business School
Press.
Julian, L. (2001). God is my CEO: Following God’s principles in a bottom-line world.
Avon, MA. Adams Media Corporation.
Kanter, R. M. (1983). The change masters. New York: Simon and Schuster.
Keen, P. G. W. (1991). Shaping the future: Business design through information
technology. Boston: Harvard Business School Press.
President and Fellows of Harvard College. (1990). Harvard business review on
leadership. Boston: Harvard Business School Press.
Kotter, J. P. (1996). Leading Change. Boston. Harvard Business School Press.
Krause, D. G. (1997). The way of the leader. London: Nicholas Brealey.
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Leader as agent of change
Spring 2008
Lencioni, P. (2000). The four obsessions of an extraordinary executive. San Francisco:
Jossey-Bass.
McKenney, J. L., Copeland, D. C., Mason, R. O. (1995). Waves of change: business
evolution through information technology. Boston: Harvard Business School
Press.
Morrison, I. (1996). The second curve: managing the velocity of change. New York:
Random House.
Nadler, D. A., Nadler, M. B. (1998). Champions of change: How CEOs and their
companies are mastering the skills of radical change. San Francisco: Jossey-Bass.
Maxwell, J. C. (1998). The 21 irrefutable laws of leadership: Follow them and the people
will follow you. Nashville: Thomas Nelson.
Senge, P. M. (1990). The firth discipline: The art & practice of the learning organization.
New York: Doubleday/Currency.
Senge, P. M. (1999). The dance of change: The challenges to sustaining momentum in
learning organizations. New York: Doubleday/Currency.
Tichy, N. M. & Cohen, E. (1997). The leadership engine: How winning companies build
leaders at every level. New York: HarperCollins.
Tomasko, R. B. (1993). Rethinking the corporation: The architecture of change. New
York: American Management Association.
Trent, J. (2004). Heart shift: the 2 degree difference that will change your heart, your
home, and your health. Nashville: Broadman & Holman.
Vicere, A. A. & Fulmer, R. M. (1996). Leadership by design. Boston: Harvard Business
School Press.
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Spring 2008
Wheatley, M. J. (1999). Leadership and the new science: discovering order in a chaotic
world. San Francisco: Berrett-Koehler.
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