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The Future of Leadership (MGMT90217)
Graduate courseworkPoints: 6.25Not available in 2018
Overview
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The Future of Leadership is a practical, two-day course that examines and begins to develop the skills and knowledge required to position participants to be effective today and tomorrow. The subject has an intervention design with a full-day facilitated workshop, a four-week intervention period, and a second full-day workshop. This spacing allows participants to reflect on what they have learned and put the learning into practice. There are also pre-course readings and leadership assessments to prepare participants, provide meaningful insights, and build a base of relevant knowledge.
The leadership attributes, capabilities and applications of twenty to thirty years ago have been shown to be insufficient in the modern context. What is required now? What will be required in the next twenty years? How do you lead a virtual team, or an organisation that works completely flexibly? What does it take to lead an increasingly diverse workforce?
The subject is structured as follows:
- Two weeks' preparation: pre-readings, participant meetings with their supervisors, preparation of a 'challenging scenario at work' personal case study
- All-day facilitated workshop: overview of leadership and management, discussion of knowledge and capabilities for the future, experiential activities
- Four-week intervention period: additional readings, self-assessment, applying new knowledge and skills to the personal case study, reflective journaling, connecting with 'accountability partner'
- All-day facilitated workshop: reflection as a group, experiential activities, action planning
- Post-program reflective assessment
Intended learning outcomes
On successful completion of this subject, students should be able to:
- Understand effective leadership in the modern workplace;
- Understand how leadership has changed and will continue to change;
- Demonstrate awareness of their own leadership skills, capabilities and attributes;
- Understand how to effectively approach diverse workplace scenarios;
- Apply new skills and knowledge to the workplace; and
- Understand how to measure the effectiveness of leadership.
Generic skills
On successful completion of this subject students should have enhanced their skills in:
- Communication, both verbal and non-verbal
- Confidently meeting complex relational problems multiple ways
- Problem-solving
- Agile and lean methodologies
- The ability to work as an effective team member and team leader
Last updated: 3 November 2022
Eligibility and requirements
Prerequisites
None
Corequisites
None
Non-allowed subjects
None
Inherent requirements (core participation requirements)
The University of Melbourne is committed to providing students with reasonable adjustments to assessment and participation under the Disability Standards for Education (2005), and the Assessment and Results Policy (MPF1326). Students are expected to meet the core participation requirements for their course. These can be viewed under Entry and Participation Requirements for the course outlines in the Handbook.
Further details on how to seek academic adjustments can be found on the Student Equity and Disability Support website: http://services.unimelb.edu.au/student-equity/home
Last updated: 3 November 2022
Assessment
Additional details
Pre-workshop interview with supervisor (10%)
Personal case study and corresponding 500 word write-up (10%)
45-minute self-diagnostic on 21st-century leadership skills and capabilities (hurdle)
Effective participation and engagement in leadership transitions and ‘Flexible, Agile or Lean Leadership’ classroom activities (20%)
1500 word reflective paper on intervention and classroom material (60%)
Last updated: 3 November 2022
Dates & times
Not available in 2018
Last updated: 3 November 2022
Further information
- Texts
Prescribed texts
The course will draw largely on book chapters and articles. The first workshop will build on the readings listed below. Readings for the second workshop will be announced at least two weeks prior to the workshop and determined with consideration to students' needs.
- Day, D. V. (2012). Leadership. In S. W. J. Kozlowski (Ed.), The Oxford handbook of organizational psychology (Vol. 1, pp. 696-729). New York, USA: Oxford University Press.
- Yukl, G. (2013). Chapter 2: Managerial roles and decisions. In Leadership in organizations, 8th ed. (pp. 39-61). Harlow, UK: Pearson.
- Larkin, T.J., & Larkin, S. (1996). Reaching and changing frontline employees. Harvard Business Review, 74(3): 95-104.
Recommended texts and other resources
Further optional reading for discussion:
- Bradberry, T. (2015 July 16). Are you a leader or a follower? Entrepreneur (online). http://www.entrepreneur.com/article/248293
- D'Souza, S., & Renner, D. (2015 September 30). New managers don't have to have all the answers. Harvard Business Review (online). https://hbr.org/2015/09/new-managers-dont-have-to-have-all-the-answers
- Yukl, G. (2013). Chapter 1: Introduction and overview. In Leadership in organizations, 8th ed. (pp. 17-38). Harlow, UK: Pearson.
- Other recent articles and chapters to be announced as they relate to the discussion.
- Related Handbook entries
This subject contributes to the following:
Type Name Course Specialist Certificate in Leadership (Professional Services) Course Specialist Certificate in Leadership - Links to additional information
Last updated: 3 November 2022