UNIVERSIDAD DE ESPECIALIDADES ESPÍRITU SANTO
FACULTAD DE ESTUDIOS INTERNACIONALES
SYLLABUS
ENGLISH VERSION
FOR DAC 11 VER 12 03 09
COURSE:
Leadership
FACULTY: MBA Norman Cevallos P
# CONTACT HRS: 48
YEAR: 2011
DAYS: Mon- Thu
ROOM # : F-209
CODE: UGER 298
CREDITS: 3
#NON CONTACT HOURS: 96
PERIOD: Spring I
SCHEDULE: 09:20-11:00
DATE: February 18th, 2011
1.- DESCRIPTION
This course emphasizes on student leadership development. Students learn leadership skills
through different practical exercises that apply in a diversity of personal and work situations. They
will learn to interact with the team to reach the most important goals. In this course leadership is
approached as an interpersonal and intraorganizational phenomenon. Topics included are
leadership assessment, leadership development, the leadership process, the contagious nature of
leadership, leadership and productivity, motivation, and effective leadership styles and theories.
World leadership is also studied.
2.- JUSTIFICATION
Effective organizations need positive leadership to survive in these changing times. Social
scientists have developed different theories explaining leadership, and its application in human
interactions. Learning and developing the different traits and processes that make good leadership
is an essential coursework in Universities around the world since behavioral theorists believe a
person can become a leader by developing specific skills and behaviors.
3.- OBJECTIVES
3.1 GENERAL
To develop the student’s abilities to become a positive leader by understanding the different
qualities and actions that define leadership in our society, and that will influence the people
they interact with.
3.2 SPECÍFIC
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


To develop the student’s own decision-making process with a leadership approach.
To analyze the main theories that describe leadership, and to recognize their strengths and
weaknesses.
To apply the class material in real case scenarios.
To debate different approaches and leadership decisions through class discussions
4.- COMPETENCIES



To influence people in a positive manner in order to achieve common goals.
To analyze different situations of conflict and determine the best possible solution.
To work with diverse groups of people in different situations.
5.- COURSE CONTENT OUTLINE
DATE
Specific
competencies
Content
Class
Introduction
Expresses
personal opinion
Syllabus review
14-Mar- of Leadership
11
Introduction
Defines
Leadership
15-Mar- correctly
11
Chapter 2 - Trait
Approach
Understands
own personality
Chapter 2 - Trait
based on the
Approach
Trait Approach to
16-Mar- Leadership
11
Contrasts
accurately Trait
and Skills
approach to
17-MarLeadership
11
Identifies
different skills
involved in the
21-Mar- Leadership
11 process
Homework/projects/assignments
ASSESSMENT
(Non-Contact Hours)
(performance
indicators)
Assigned reading
Research - two short biographies
Textbook: 1 - 24
Textbook: 1 - 24
Discusses with
classmates
personal view of
Leadership
Defines
Leadership
according to its
various
components
Describes
his/her own
personality
based on salient
traits. Chooses
potential leader
among team.
Chapter 3 - Skills
Approach
textbook: 35 - 52
Understands why
Skills Approach is
a more realistic
approach than
Trait Approach
Chapter 3 - Skills
Approach
textbook: 35 - 52
Applies
information in a
case scenario
textbook: 35 - 52
Makes a
demonstration of
personal skills to
the class
Identifies own
22-Mar- skills
11
Understands
correctly the
fundamentals of
the Style
23-Mar- Approach to
11 Leadership
Chapter 3 - Skills
Approach
Chapter 4 - Style
Approach
textbook: 65 - 76
Differentiates
between task
and relationship
behaviors
Concepts
24-Marapplication
11
Chapter 4 - Style
Approach
textbook: 65 - 76
Applies
information in a
case scenario
Identifies the
Studies the
styles of
Chapter 5 components of
leadership
Situational
textbook: 87 - 96
the Situational
discussed in the
Approach
28-Mar- Approach
Situational
11
Approach
29-MarPROJECT PRESENTATION - Applies different theories in the presentation of a case
11
30-Mar11
31-Mar11
PROJECT PRESENTATION - Applies different theories in the presentation of a case
EXAM
Defines
Contingency
Theory correctly
Chapter 6 Contingency
Theory
textbook: 109 - 116
Understands the
components of
the contingency
model.
Assesses the
right leadership
style to use in a
given job
5-Apr-11 environment
Chapter 6 Contingency
Theory
textbook: 109 - 116
Applies
information in a
case scenario
Understands
correctly the
Path Goal Theory Chapter 7 - Path
6-Apr-11 of Leadership
Goal Theory
textbook: 123 - 133
Discusses the
motivational
aspect of this
theory.
Uses the Path
Goal Theory in a
7-Apr-11 practical setting
textbook: 123 - 133
Applies
information in a
case scenario
textbook: 147 - 158
Understands the
importance of
relating to each
individual
member of the
group.
textbook: 147 - 158
Applies
information in a
case scenario
4-Apr-11
11-Apr-11
Chapter 7 - Path
Goal Theory
Understands
correctly the
Chapter 8 Leader Member Leader Member
Exchange Theory Exchange Theory
of Leadership
Uses the LMX
theory in a
12-Apr-11 practical setting
Chapter 8 Leader Member
Exchange Theory
Understands
Chapter 9 correctly the
Transformational
meaning of
Leadership
Transformational
13-Apr-11 Leadership
Understands
Chapter 9 correctly the
Transformational
meaning of
Leadership
Transformational
14-Apr-11 Leadership
Discusses Team
Leadership in
class
18-Apr-11
Chapter 10 Team Leadership
textbook: 169 - 188
textbook: 169 - 188
textbook: 203 - 225
Discusses
examples of
great
transformational
leaders of the
world.
Discusses
examples of
great
transformational
leaders of the
world.
Understands the
Approach/theory
through lecture
and class
discussion
Discusses Team
Leadership in
class
Chapter 10 Team Leadership
textbook: 203 - 225
19-Apr-11
Understands the
Approach/theory
through lecture
and class
discussion
EXAM
Grades review
20-Apr-11
21-Apr-11
6.- METHODOLOGY
Class lectures, case studies, reading assignments of the course main text and supplementary
readings, and a final class project will be used for a comprehensive understanding of the material.
If necessary, assignments will be given in pairs or groups.
There will be zero tolerance for plagiarism. If there is evidence that a paper or assignment has
been copied (from the internet, books, or other student) the student(s) will be reported to the
Academic Department.
The use of cell phones is not permitted inside the classroom.
No food allowed inside the classroom.
Attendance counts from the first day of class.
7. - EVALUATION
7.1 Assessment Criteria


Class Participation
In and Out-of-class activities and projects
7.2 Performance Markers
 Identifies and discusses the different theories and approaches to Leadership
 Applies knowledge to different case scenarios
 Works efficiently in groups activities during class
 Communicates ideas effectively to class members
7.3 Weighting
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
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Class activities
Quizzes
Exam
Projects
100
100
100
100
8. - BIBLIOGRAPHY
8.1 Required
MAIN TEXT: Leadership: Theory and Practice, Third Edition
AUTHOR: Peter G. Northhouse
PUBLISHER: Sage Publications
EDITION: 2nd Edition
ISBN: 0-7619-2566-X, 327 pages
8.2 Complementary
 Leadership (Research, Findings, Practice, and Skills)
By Andrew J. Durbin (6th edition)
519 pages
 The Leadership Pill
By Ken Blanchard, Marc Muchnick
115 pages
 It’s Not About the Coffee: Leadership Principles from a life at Starbucks
By Howard Behar
208 pages
8.3 Hand-outs TBA
8.4 WEBliography TBA
9.- FACULTY INFORMATION
NAME: Norman Cevallos P.
ACADEMIC CREDENTIALS--UNDERGRAD:
Católica.
Ingeniero Comercial, Universidad
GRADUATE: MBA, University of Central Florida
E – MAIL: normanpoirot@hotmail.com
10.- FACULTY SIGNATURE AND OR DEAN/DIRECTOR’S APPROVAL (SIGNATURE)
Prepared by: Norman Cevallos P.
Date: February 18th, 2011
Reviewed by: Dean Monica Reynoso
Date: February, 2011