Module Code
Module Title
Modular Credits
Faculty
BMA5016A
LEADERSHIP IN ORGANIZATIONS
BMA5016A
A/P Audrey Chia / Dr Chia Ho Beng (Management And Organisation)
Aims & Objectives
This course aims to:
 Enable you to reflect on your own leadership
 Deepen your understanding of the nature of leadership
 Increase your knowledge of the theoretical frameworks that can be used to think about leadership, and build your ability to apply those
theories in your thinking and behaviour as a leader;
 Provide the opportunity to gain insights into leader behaviours and sharpen your leadership skills.
Learners’ responsibilities
To gain the most from this course, it is imperative that you be prepared for all classes. You should have read the cases and completed the
readings and other assignments before coming to class. You will be responsible for participating actively in case discussions, critiques, debates
or project work. In terms of attitude, be willing to question, think critically and learn from others.
Outside of classes, my main mode of communication with the class will be via IVLE and e-mail. It will be your responsibility to check your
NUS mailbox regularly, and to also read the announcements, updates and other materials uploaded to the IVLE.
Readings and resources
Readings for this module will be posted on the e-reserves for this module.
Please check the IVLE regularly for announcements, updates, the class forum and other supplementary materials.
Schedule
Time
8.30 - 9.00 am
Day 1: The Substance of Leadership
Breakfast
1. Course Introduction
2. Overview of leadership
9.00 am – 10.30am
a. Nature or Nurture?
b. The Full-range model of leadership
10.30am - 11.00 am Tea break
c. Transformational and authentic leadership
d. Leading with vision
d. How am I doing?
e. The field today
FILL IN before coming to class, and bring this to class:

Multifactor leadership questionnaire (Diagnostic tool for self-evaluation)
11.00am – 1 pm
READ BEFORE COMING TO CLASS:


Zhang Ruimin, 2007. Raising Haier. Harvard Business Review, 85(2): 141-146. (We will use this as a
case. Be prepared to comment on Zhang’s leadership style and practices).
Chen, Ming-Jer & Miller, Danny. 2011. The Relational Perspective as a Business Mindset:
Managerial Academy of Management Perspectives 25(3): 6-18.

1 pm – 2 pm
The Power of Idealistic Realism – How great leaders inspire and transform. HBR Blog
Lunch
2. Leadership, the personal compact and behaviour
a. The personal compact
b. Employee engagement
READ BEFORE COMING TO CLASS:
 Deshpande R. and R. Raina (2011) The Ordinary Heroes of the Taj (this will serve as a Case)
2.00pm – 3.30pm


Ghosn, C., 2002. Saving The Business Without Losing The Company. Harvard Business Review,
80(1):37-45.
Cappelli, Peter, Singh, Harbir, Singh, Jitendra & Useem, Michael. 2010. The India Way: Lessons for
the U.S.
Academy of Management Perspectives 24(2): 6-24

3.30pm - 3.45pm
3.45pm - 5.00pm
Optional Supplementary reading: Engaging for Success. Chapters1-4.
Tea Break
Debrief of Taj case
Building Commitment
Learning Summary
Time
8.30am – 9.00am
Day 2 The Context of Leadership
Breakfast
3. Leaders in the organizational context
a. Organisations as strong situations
b. Rationalisations
c. Structural impediments to ethical leadership and behaviour
READ BEFORE COMING TO CLASS:

9.00am - 10.30am
Case: Good Intentions gone Awry at the National Kidney Foundation
Discussion Questions:
1. How is leadership related to responsibility?
In what ways and to what extent was T.T. Durai a responsible leader? In which ways was he not
responsible?
2. Comment on Durai’s actions as revealed in the court proceedings.
Do you agree with how he justified his actions? Elaborate.
3. How did Durai manage to command such respect and admiration from his staff while engaging in
unorthodox organizational practices?
4. In light of recent cases of malfeasance in organizations, how do you think Durai’s actions would be
viewed if the NKF was not a charity but a profit-oriented organization? Consider the operating
environment and stakeholder reactions in your answer.
5. What can the new NKF board do to regain public donors’ trust and support? What lessons can we
learn from this case?

10.30am - 11.00am
11.00am – 1pm
1 pm – 2 pm
Vikas Anand, Blake E. Ashforth, and Mahendra Joshi, 2004. Business as usual: The acceptance and
perpetuation of corruption in organizations. Academy of Management Executive, 18(2): 39-53.
Tea Break
3. Leaders in the organization context (conti.)
Lunch
4. Collaborative leadership
a. Working with others in a team
b. Challenges of virtual leadership
READ BEFORE COMING TO CLASS:

2.00pm – 3.00pm
Case: Rob Parson at Morgan Stanley
Discussion Questions:
1.
2.


Should Rob Parson be promoted?
Imagine that you are Nasr and have to talk to Rob Parson. What would you say?
Ancona, D., Malone, T.W., Orlikowski, W.J., Senge, P. M., 2007. In Praise of the incomplete leader.
Harvard Business Review, Feb 2007, 85 (2), 92-100.
Eisenstat, R.A., Beer, M., Foote, N. & Fredberg, T.; Norrgren, F., 2008. The Uncompromising Leader.
Harvard Business Review, July-Aug 2008, 51-57.

Santora, Joseph C.; Esposito, Mark. 2011. Do Happy Leaders Make for Better Team
Performance? Academy of Management Perspectives 25(4): 88-90.
3.00pm - 3.15pm
Tea Break
3.15pm - 5.00pm
In-class Test. This will be a succinct case, for analysis.
Time
8.30 am – 9.00am
Day 3 The future of leadership
Breakfast
5. Looking forward
a. Leaders at every level
b. Learning leaders, learning organizations
c. Leading in networks
READ BEFORE COMING TO CLASS:
9.00am - 10.30am

Case: Gen Y in the Workforce
Discussion Questions:
How do you view Josh’s behaviours (‘look at me’ move, ‘overly solicitous greeting the boss’ or ‘bypassing
the boss’)? Do you think they are acceptable at work?
Is there anything wrong with the ‘sugarcoating’ approach? Can it be regarded as inspirational motivation
component in Transformational Leadership?
What are some contributing factors to generational differences?
How can Sarah and Josh work together more effectively?


10.30am - 11.00am
11.00am – 1pm
1 pm – 2 pm
2.00pm – 3.30pm
3.30pm - 3.45pm
3.45pm - 5.00pm
Goleman, D., 2000. Leadership that gets results. Harvard Business Review, Mar/Apr2000, 78(2), 7890
Erickson T.J., 2010.The Leaders We Need Now. Harvard Business Review, May 2010, 88(5), 63-66
Tea Break
Looking forward (conti.)
Lunch
Learning from one another: presentations
Tea Break
Learning from one another: presentations (conti.)
Wrap-up
ASSESSMENT
Preparation and participation (including IVLE Forum) 30%
In-class test 35%
Presentation 35%