Syllabus

Leadership, Development, and Organizations (PPS146)
Enterprising Leadership in Organizations
Fall 2003

Instructor: Tony Brown
Office: Room 149, Sanford Institute
Telephone: 613-7347(O), 419-6141(H)
Email: brown@pps.duke.edu
Office Hours: Wednesday, 10:00am – 3:00pm and by appointment

Teaching assistant: Tim Greeff
Email: thg3@duke.edu
Office hours: by appointment

Leadership project coordinator: Teddie Brown
Office: Room 202, Sanford Institute
Telephone: 613-7322
Email: tambrown@duke.edu
Office hours: by appointment

Course Synopsis
Leadership, Development, and Organizations (PPS146) is designed to provide students with the skills, analytical perspectives, and knowledge needed to deal effectively with enterprising leadership in organizations as a major contemporary force in addressing problems in our society. The course explores the many facets of leadership and leadership development in teams and organizations and the processes by which people affect change in a variety of roles and situations. It focuses on a variety of experiential learning activities, including case discussions, leadership projects, guest speakers, and personal reflection.

Educational Outcomes
1. Increase the cognitive understanding of basic leadership theories and models, the ability to evaluate their relevance, and the ability to apply them to specific situations.
2. Understand the meaning of leadership and begin to identify personal values, traits, and goals, and define a personal leadership style. Be able to evaluate personal leadership effectiveness in different contexts.
3. Improve knowledge and skills important to personal effectiveness in working with people in leadership processes, including:
a) Diagnostic, evaluation, and planning skills.
b) Personal versatility (without fundamentally compromising personal values or effectiveness).
c) Effective communications and relationships.
4. Contribute value to the Durham and University communities through the leadership projects.

PPS146 Expectations and Requirements
Although it is not a seminar, Leadership, Development, and Organizations is not a course to be "taught". A learning partnership and the development of a class community are essential to a meaningful experience.

Leadership Projects
Students will participate in an important team-based leadership project in Durham or at Duke. The primary purpose of this project is to learn about leadership by tackling real problems. The projects’ objectives are: (1) to experience interpersonal dynamics and leadership challenges under real life conditions, (2) to reflect upon and learn from the experience, and (3) to achieve a meaningful result for the client.

Papers
1. A personal leadership map due at mid-semester (40 page maximum, double-spaced).

Students will have the option of working with another student in completing the leadership map forms. This is 100% optional. If a commitment is made, I will expect participating students to live up to their obligations to each other.

2. A paper that describes and evaluates the Leadership Project and the resulting learning experience. (One per team, 10 page maximum, double-spaced)
3. A number of project reports, forms to be completed, and short papers will be assigned during the semester. They will only be reflected in the class grade if they are exceptional or unsatisfactory.

Examinations and quizzes
No examinations or quizzes are planned.

Syllabus and Assignments
The syllabus is a guidebook for the course. It is subject to modification, as are specific assignments.

Class Preparation
Given the breadth of the subject matter covered in the course, class discussions will necessarily focus on basic principles, and I will assume that you have read and thought about the discussion questions on the topic and any assigned books, cases, or readings. It is important to review the notes on class topics in Blackboard before every class.

The reading assignments consist of two short books, three or four cases, and several key articles. Notes for each topic discussed in class and key articles are posted in Blackboard’s course documents section. I also have a number of leadership books in my library that are available to students.

Class Contribution
As a learning community member, each student is responsible for contributing to the educational experience of the whole class. The class contribution grade will reflect the quality (not quantity) of contributions to class discussions and also other voluntary activities that enhance the course experience for everyone. This includes, but is not limited to Blackboard and discussion group participation. Class attendance is essential. Additional credit will be given for 100% attendance and penalties will be imposed for more than two absences (and significant penalties are imposed for excessive absences).

Discussion Groups
Tim Greeff will explore with you ways to compliment class discussions with additional communications activities.

Outdoor or Community Experience
We may schedule a ropes course exercise and a community-based experience for the class. While voluntary, participation is strongly encouraged.

Grades, Evaluation, and Feedback:
The final grade for the course will be based on the following:

30 % Class contribution, attendance, and various class forms
5 Leadership project proposal
25 Personal leadership map
40 Leadership project status reports, outputs, and assessment paper
100 % Total

I will give you feedback regarding your status at mid semester. While the class will not be graded on a curve, the standards and final grades will take into consideration the normal distribution for a class of this type. Hopefully, the contribution to, and benefit of this course will be more important than reported grades.

Feedback is a two-way street. I will solicit evaluations and suggestions from you during the semester with the idea of enhancing the course. Also, we will have peer feedback in the leadership project teams.

Required Materials
Covey, Stephen. Seven Habits of Highly Successful People.
New York: Simon & Schuster, 1989
O’Toole, James. The Executive’s Compass.
New York: Oxford University Press, 1993

Wendy Kopp, CEO and Founder of Teach for America, may come to campus in November. If she does, I will assign her short, but inspiring book, One Day, All Children….

There will be a $35-45 course materials charge for the cases and materials distributed in class and the MBTI instrument.

PPS146 Course Outline
Introduction
1) Introduction
2) The meaning of leadership
3) Leadership projects #1
4) Motivation
5) Leadership projects #2

Understanding Effective Leadership: Understanding Yourself as a Leader
6) Core values: worldview and the meaning of citizenship
7) Core values: the meaning of character
8) Core values: the meaning of happiness and success
9) Personal attributes, leadership style, and leadership in context
10) Personal development plans, personal goals, and time management
11) Personal missions and understanding yourself as a leader

Enterprising Leadership in Groups and Organizations: Making It Happen!
12) Effective teams
13) Tolerance, versatility, and synergy
14) Judgment, decision-making, and leadership
15) Negotiation and conflict resolution
16) Power and influence in organizations
17) Movie: 12 O’clock High
18) Leadership at the bottom and managing your boss
19) Effective communications and persuasion
20) Effective leadership development programs
21) Effective leadership in student organizations

Synthesizing Experiences, Theories, Principles, and Practices: What You Need to Remember
22) Synthesizing Experiences, Theories, Principles, and Practices #1
23) Synthesizing Experiences, Theories, Principles, and Practices #2
The Final Chapter
24) Team leadership project presentations #1
25) Team leadership project presentations #2
26) Final class and course review
27) Special topic/class speaker/movie
28) Special topic/class speaker/movie

Specific Schedule and Assignments (Bold italics means that it is an assignment to be turned in)
Aug. 26 Introduction

Aug. 28 The meaning of leadership

Assignment
Personal questionnaire (Blackboard)
Zoomerang survey (link on Blackboard)
Case: "The Parable of the Sadhu."
Harvard Business School Publishing. 1989 (#97307)

Sept. 2 Leadership projects #1

Assignment
Leadership project idea (Blackboard)

Sept. 4 Motivation

Assignment
Motivations instrument (distributed in class)
Covey. Habit 1
Personal map form (Blackboard)
Class notes (Blackboard)

Sept. 7 Leadership project proposal (Blackboard)
Sun. (midnight)

Sept. 9 Leadership projects #2

Assignment
None

Sept. 10 Three leadership projects preferences to Teddie (tbrown@pps.duke.edu)
Wednesday

Sept. 11 Core values: your worldview and the meaning of citizenship

Assignment
Personal map form: your worldview (Blackboard)
O’Toole. The Executive’s Compass. 3 - 151
Excerpts from Roosevelt. The Free Citizen (distributed in class)
Peter D. Hart Associates. “Leadership for a New Century.” (distributed in class)
Personal map form - citizenship (Blackboard)
Class notes (Blackboard)

Sept. 14 Leadership projects and teams announced
Sunday

Sept. 16 Core values: the meaning of character

Assignment
MBTI instrument bubble sheet (distributed in class) Schedule leadership project meeting with client this week
Meaning of character form (Blackboard)
Maccoby. “The Corporate Climber Has to Find His Heart.” (distributed in class)
Fortune Magazine. December 1976
Personal map form (Blackboard)
Class notes (Blackboard)

Sept. 18 Core values: happiness and success

Assignment
Leadership project client meeting scheduled
Values instrument (Blackboard)
Personal map form (Blackboard)
Class notes (Blackboard)

Sept. 23 Personal attributes, leadership style, and leadership in context

Assignment
Leadership project definition update, client meeting report, and work plan (one per team)
Attributes and Skills instrument (Blackboard)
"Introduction to Type in Organizations" (distributed in class)
Personal map form (Blackboard)
Class notes (Blackboard)

Sept. 25 Personal development plans, personal goals, and time management

Assignment
Covey. Habit 3, 7, and "Inside-Out Again."
Personal map forms (Blackboard)
Class notes (Blackboard)

Sept. 30 Personal missions and understanding yourself as a leader

Assignment
Covey. Habit 2
Personal map form (Blackboard)
Class notes (Blackboard)

Oct. 2 Effective teams

Assignment
Leadership project team form (one per team member)
Class notes (Blackboard)

Oct. 7 Tolerance, versatility, and synergy

Assignment
Leadership project status report #1 (one per team)
Covey. Habit 6
Class notes (Blackboard)

Guest
Polly Weiss, Office of Institutional Equity

Oct. 9 Judgment, decision-making, and leadership

Assignment
Leadership project problem definition analysis (one per team)
Case: “The Expectant Executive and the Endangered Promotion.” (distributed in class)
Harvard Business Review. January - February 1994
Class notes (Blackboard)

Oct. 10 Leadership map due at 6:00pm (40 pages maximum, double-spaced)
Friday

Oct. 14 No class (Fall break)

Oct. 16 Effective communications

Assignment
Leadership project team form #2 (one per team member)
Covey. Habit 5
Class notes (Blackboard)

Oct. 17 Mid-semester personal evaluations (Blackboard)
Friday Zoomerang survey – mid semester class evaluation

Oct. 21 Negotiation and conflict resolution

Assignment
Leadership project status report #2 (one per team)
Decision analysis exercise
Covey. Habit 4
Class notes (Blackboard)

Guest
David Falk, Sports Agent

Oct. 23 Power and influence in organizations

Assignment
Case: "Taking Charge: Rose Washington and Spofford Juvenile Detention Center." (distributed in class) Kennedy School of Government. 1989 (C15-89-875.0)
Class notes (Blackboard)

Oct. 28 Movie: 12 O’clock High

Assignment
See the movie

Oct. 30 Leadership at the bottom and managing your boss

Assignment
Case: “Lisa Benton.” (distributed in class)
Harvard Business School Publishing. (#9-494-114)
Class notes (Blackboard)

Nov. 4 Effective leadership development programs

Assignment
Leadership project status report #3 (one per team)
Leadership development form (Blackboard)
Class notes (Blackboard)

Nov. 6 Effective leadership in student organizations

Assignment
Student organization leadership form (Blackboard)
Zoomerang survey – Leadership in student organizations
Class notes (Blackboard)

Nov. 11 Special topic/class speaker/movie #1

Assignment
Leadership project status report #4 (one per team)
To be announced

Nov. 13 Special topic/class speaker/movie #2

Assignment
Leadership project status report #4 (one per team)
To be announced
Nov. 18 Synthesizing Experiences, Theories, Principles, and Practices #1

Assignment
Zoomerang survey – The meaning of leadership
Rost. "Current Issues in Leadership Studies." (E-Reserves)
Yukl. "Managerial Leadership: A Review of Theory and Research." (E-Reserves)
Journal of Management. 1989. Vol. 15. No. 2
Class notes (Blackboard)

Nov. 20 Synthesizing Experiences, Theories, Principles, and Practices #2

Assignment
Meaning of leadership form (Blackboard)
Class notes (Blackboard)
Skim leadership book from Tony’s library

Nov. 25 Team leadership presentations #1

Assignment
Team presentation slides (only from teams presenting on this day)

Nov. 27 No class (Thanksgiving)

Dec. 2 Team leadership presentations #2

Assignment
Team presentation slides (only from teams presenting on this day)

Dec. 4 Final class and PPS146 outcomes

Assignment
“One page” leadership map
Zoomerang survey - PPS146 outcomes

Dec. 7 Leadership project outputs and assessment paper (one per team)
Sun. (midnight)