Syllabus

Leadership, Development, and Organizations (PPS146)
Enterprising Leadership in Organizations
Spring 2005

Instructor: Tony Brown
Office: Room 149, Sanford Institute
Telephone: 613-7347(O), 419-6141(H)
Email: abrown@duke.edu
Office Hours: 9:00am – noon on Tuesday – Thursday and by appointment

Teaching assistant: Jesse Hastings
Email: jgh5@duke.edu
Telephone: (781) 698-9178
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 knowledge, analytical competence, and skills needed to exercise leadership in organizations and to address problems in our society. Understanding and aligning values are emphasized in learning how every member can contribute to the process of making good things happen. 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, community leadership projects, guest speakers, and personal reflection.

Educational Outcomes
1. Increase the cognitive understanding of leadership, leadership principles, and the ability to evaluate their relevance and apply them to specific situations.
2. 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. Provide “tools” to enhance:
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 community 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.

Community Leadership Projects
Students will participate in an important Community Leadership Project in Durham. 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.

Leadership Articles
A number of important (often classic) leadership articles published in the Harvard Business Review and other sources are assigned this semester. The Harvard Business Review articles are available in Duke Library’s E-Journals. Search for Harvard Business Review and use Business Source Premier to find the specific article. Other articles will be posted on External Links or distributed in class.

In addition, Gary Yukl’s lengthy article surveying the leadership literature will be used as an important source document.

Network Assignment
Each student will be asked to identify his/her current network of relationships, define network expansion priorities, and act to develop one or more additional important relationships. We will discuss the objectives and specifics of this assignment in class.

Papers
1) Six short papers that address specific class topics (two page maximum, one page preferred).
2) Four short reflection papers during the semester about the leadership articles, the community leadership projects, the class discussion, the class network assignment, or an outside-the-class activity that capture and reflect upon a meaningful personal learning moment (two-page maximum each). There are no specific due dates for these reflection papers, but two are expected before spring break.
3) A number of leadership map forms. Completing the forms is recommended, but optional.
4) A personal leadership map (forty page maximum, double-spaced). The major portion of the leadership map will be due in March. The final parts will be due at the end of the semester.
5) Several community leadership project definitions and progress reports intended to enhance the project management process (one per team).
6) An assessment paper that describes and evaluates the Community Leadership Project’s objectives, activities, results, and learning experiences (one per team, ten page maximum, double-spaced).
7) Documentation of the network assignment.

Examinations and Quizzes
No examinations or quizzes are planned.

Syllabus and Assignments
The syllabus is a guidebook for the course. A folder for each class will be posted on Blackboard course documents. The folder will contain the assignment, assignment comments and discussion questions, class notes, forms, and external links. The assignment in the Blackboard folder will always override the assignment in the PPS144s Syllabus. Normally, any changes for the week will be posted by Saturday morning

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 class notes in Blackboard before every class.

The reading assignments consist of three short books, four cases, and the weekly leadership 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 and quantity of contributions to class discussions and also other voluntary activities inside and outside the classroom that enhance the course experience for everyone.

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

30 % Class contribution, perceived engagement, attendance, and citizenship
20 Personal leadership map assignment #1
10 Personal leadership map assignment #2
30 Community leadership project outputs, potential outcomes, and assessment paper
10 Short papers

100 % Total + Pass/fail Network assignment

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.

Activities Outside the Classroom
We will schedule activities outside of the classroom intended to enhance the students’ educational experiences and to have some fun. These include periodic dinners after class, brunch at my home, and a ropes course experience (or field trip). Participation in these various activities is expected unless there is an important schedule conflict.

Roles and Initiative
An important part of my role is to be a valued resource to individual students and the community leadership project teams. This is also important to Jesse and Teddie. As this is a leadership class, students are responsible for taking the initiative to meet with Jesse, Teddie, or me if they have questions or concerns about the course or just so that we can get to know each other. I will encourage students to meet with me after spring break to discuss their leadership maps and progress in the class.

Required Books
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
Sterner, Jerry. Other People’s Money
New York: Applause Theatre Book Publishers, 1990

There will be a $32 course materials charge for the cases distributed in class and the MBTI report. There will be an additional $8-10 charge to ropes course participants.

PPS146 Course Outline
Introduction
1) Introduction
2) The meaning of leadership
3) Leadership, values, and ethics
4) Leadership development
5) Judgment, decision-making, and problem solving
6) Community leadership projects: organization and preparation

Understanding Yourself as a Leader
7) Motivation
8) Personal attributes and leadership styles #1
9) Core values: happiness and success
10) Core values: worldview and beliefs
11) Core values: the meaning of citizenship and societal ethical values
12) Core values: the meaning of character and interpersonal ethical values
13) Leadership in context: finding a great fit
14) Personal missions and life choices
15) Personal attributes and leadership styles #2

Effective Leadership Behaviors: Making Good Things Happen in Groups and Organizations
16) Building a network of credible relationships
17) Community leadership projects: progress reports
18) Synergy and effective teams
19) Effective communications
20) Power in organizations
21) Organizational values and culture
22) Managing difficult relationships
23) Summary: Understanding and leading change in organizations

Synthesizing Experiences, Theories, Principles, and Practices: What You Need to Remember
24) Learning from experiences: what works and why
25) Personal leadership development plans and leadership goals
26) Synthesizing experiential learning with leadership theories and principles

The Final Chapter
27) Team leadership project presentations
28) Final class and course review

Specific Schedule and Assignments (Italics means that it is an assignment to be turned in)

Jan. 13 Introduction

Assignment
Read the draft of the PPS146 syllabus and the draft of PPS146 Evaluation and Grading memorandum
Complete the personal questionnaire (Digital Drop Box)
Register at the ELI web site (www.enterprisingleadership.org) and review the fall 2004 PPS146 community leadership projects

Jan. 18 The meaning of leadership

Assignment
Complete the Zoomerang survey (link on Blackboard) and read the results after everyone has responded
Case: "The Parable of the Sadhu."
Harvard Business School Publishing. 1989 (Blackboard External Links)
Leadership article: Kotter, “What Leaders Really Do.”
Harvard Business Review, May-June 1990

Jan. 20 Leadership, values, and ethics

Assignment
Short paper: “Defining moment” (one per student)
Read the PPS144s student questionnaires
Review the Parable of the Sadhu case
Yukl. "Managerial Leadership: A Review of Theory and Research."
Journal of Management. June 1989
Leadership theories folder (Blackboard)

Jan. 22 Pancakes at Teddie and Tony’s house (11:00am – 1:00pm)
(Saturday)

Jan. 25 Leadership development

Assignment
Personal network form (one per student)
Short paper: “Comfort zone” (one per student)
Leadership article: Kelly. “In Praise of Followers.”
Harvard Business Review. November-December 1988
Class notes (Blackboard)

Jan. 27 Judgment, decision-making, and problem-solving

Assignment
Short paper: Leadership development plan
MBTI instrument bubble sheet (distributed in class)
Case: “The Expectant Executive and the Endangered Promotion.”
Harvard Business Review. January - February 1994
Class notes (Blackboard)

Jan. 28 Email three leadership projects choices in preference order to Teddie by 6:00pm
(Friday)

Feb. 1 Community leadership projects: organization and preparation

Assignment
Community leadership projects and teams announced
Short paper: Decision analysis
Leadership article: Hertzberg. “One More Time: How Do You Motivate Employees?”
Harvard Business Review. January 2003

Understanding Yourself as a Leader
Feb. 3 Motivation

Assignment
Draft of community leadership project definition (one per team)
Schedule community leadership project client meeting by February 9
Motivations instrument (distributed in class)
Covey. Habit #1
Map form - motivation (Blackboard)
Class notes (Blackboard)

Feb. 8 Personal attributes and leadership styles #1

Assignment
Attributes and skills instrument (Blackboard)
Background information on the MBTI: www.personalitypage.com
Several short MBTI articles that will be emailed to you.
Leadership article: Goleman. “What Makes a Leader?”
Harvard Business Review. January 2004
Map form - attributes and style (Blackboard)
Class notes (Blackboard)

Feb. 10 Core values: happiness and success

Assignment
Leadership article: Nash and Stevenson. “Success That Lasts.”
Harvard Business Review. February 2004
Map form - happiness and success (Blackboard)
Map form - family and influential persons (Blackboard)
Covey. Habit #3
Class notes (Blackboard)

Feb. 15 Core values: worldview and beliefs

Assignment
Community leadership project definition and work plan (one per team)
O’Toole. The Executive’s Compass. 3 – 151
Map form - worldview (Blackboard)
Class notes (Blackboard)

Feb. 17 Core values: the meaning of citizenship and societal ethical values

Assignment
Map form - meaning of citizenship (Blackboard)
Excerpts from Roosevelt. The Free Citizen (distributed in class)
Peter D. Hart Associates. “Leadership for a New Century.” (distributed in class)
Class notes (Blackboard)

Feb. 22 Core values: the meaning of character and interpersonal ethical values

Assignment
Community leadership project assessment of client (one per team)
Sterner. Other People’s Money
Leadership article: Maccoby. “The Corporate Climber Has to Find His Heart.”
(External Links)
Map form - meaning of character (Blackboard)
Class notes (Blackboard)

Feb. 24 Leadership in context – finding a great fit

Assignment
Leadership article: Butler and Waldroop. “Understanding ‘People’ People.”
Harvard Business Review. June 2004
Map form - leadership in context

March 1 Personal missions and life choices

Assignment
Covey. Habit #2
Leadership article: Mintzberg. “Covert Leadership: Notes on Managing Professionals.” Harvard Business Review. November 1998
Map form - mission and life choices Blackboard)
Class notes (Blackboard)

March 3 Personal values and leadership styles #2

Assignment
Movie: Twelve O’Clock High

Effective Leadership Behaviors: Making Good Things Happen in Groups and Organizations

March 7 Sections 1 – 6 of the leadership map due at 9:00pm (30 pages maximum, double- spaced)
(Monday)

March 8 Building a network of credible relationships

Assignment
Network assignment status report
Schedule community leadership project session with Teddie or Tony by March 25

March 10 Community leadership project progress reports

Assignment
Community leadership project definition update and progress report due at 6:00pm on Wednesday (one per team)
Read the other teams’ community leadership project definitions
Leadership project team assessment form (one per team member)
Zoomerang survey – mid semester class evaluation

March 12 - 20 Spring Break

March 22 Synergy and effective teams

Assignment
Mid-semester personal evaluations (Blackboard)
Covey. Habit 6
Class notes (Blackboard)

March 24 Effective communications

Assignment
Community leadership project definition update and progress report (one per team each)
Covey. Habits #4 and #5
Leadership article: Zaleznik. “Managers and Leaders: Are They Different?”
Harvard Business Review. January 2004
Class notes (Blackboard)

March 26 Ropes course, retreat, or field trip
(Saturday)

March 29 Power in organizations

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

March 31 Organizational values and culture

Assignment
Short paper: Duke University culture
Leadership article: Coutu, “How Resilience Works”
Harvard Business Review, May 2002
Excerpts form Collins and Porras. Built to Last

April 5 Managing difficult relationships

Assignment
Community leadership project definition update and progress report (one per team each)
Case: “Lisa Benton.” (distributed in class)
Harvard Business School Publishing. (#9-494-114)
Class notes (Blackboard)

April 7 Summary: understanding and changing complex organizations

Assignment
Short paper: student change agents at Duke University
Excerpts from Kotter. The Heart of Change

Synthesizing Experiences, Theories, Principles, and Practices
April 12 Learning from experience: what works and why

Assignment
The five most important things that I have learned in PPS146 (due at 6:00pm on Monday, April 13)

April 14 Personal leadership development plans and leadership goals

Assignment
Covey. Habit #7 and Inside-out Again
Leadership article: Goffee and Jones. “Why Should Anyone Be Led By You?”
Harvard Business Review. September 2000
Map forms – personal leadership development plans and leadership goals
Class notes (Blackboard)

April 19 Synthesizing experiential learning with leadership theories and principles

Assignment
Leadership article: Rost, “Current Issues in Leadership Studies."
Yukl. "Managerial Leadership: A Review of Theory and Research."
Journal of Management. 1989. Vol. 15. No. 2
Leadership theories notes (Blackboard)
Class notes (Blackboard)

April 21 Community leadership project presentations (class extended to 7:00pm)

Assignment
Post community leadership project definition and status report by 6:00pm on Wednesday, April 21
Community leadership project presentations
Read materials about other teams’ community leadership projects

April 26 Final class and PPS146 outcomes

Assignment
Sections 7-9 of the leadership map
Class contribution form
Leadership development suggestion forms
Zoomerang survey - PPS146 outcomes

May 1 Leadership project outputs and assessment paper due at midnight (one per team)
(Sunday)

May 2 Team contribution form
(Monday) Team evaluation of client
Clients project evaluation forms

May 4 Final date for the reflection papers
(Wednesday)