From 2023 most subjects will be taught on campus only with flexible options limited to a select number of postgraduate programs and individual subjects.
To learn more, visit COVID-19 course and subject delivery.
About this subject
- Eligibility and requirements
- Dates and times
- Further information
- Timetable(opens in new window)
Phone: + 61 3 8344 0149
Contact hours: https://unimelb.edu.au/professional-development/contact-us
Kelechi J Ekuma, Ph.D
Recommended texts and other resources
Andrews, M. (2013). Who really needs development? WIDER working paper number 2013/092. Helsinki, Finland: UNU World Institute for Development Economics Research (UNU-WIDER).
Andrews, M., McConnell, J., & Wescott, A. (2010). Development as leadership-led change - a report on the global leadership initiatives and the World Bank Institute. Faculty research working paper series, John F. Kennedy School of Government. Boston, Massachusetts: Harvard University (pp.1-19, 50-51).
Bendixen, M., Campbell, M., Criswell, C., & Smith, R. (2016). Change capable leadership: the real power propelling successful change. Greensborough, North Carolina: Centre for Creative Leadership.
Bolden, R. (2006). Leadership competencies: Time to change the tune? Leadership, 2(2), 147-163.
Braddy, P., & Campbell, M. (2014). Using political skill to maximize and leverage work relationships. Center for Creative Leadership white paper. Greensboro, North Carolina: Center for Creative Leadership.
Cialdini, R. (2001). Harnessing the science of persuasion. Harvard Business Review, October 2001, 72-79.
Flower, J. (1995). Leadership without easy answers: A conversation with Ronald Heifetz. The Healthcare Forum Journal, 38(4), 30-35.
Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative inquiry, 12(2), 219-245.
George, B., Sims, P., McLean, A., & Mayer, D. (2007, February). Discovering your authentic leadership. Harvard Business Review, 129–138.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, March-April 2000, 78-90.
Grint, K. and Jackson, B. (2010). Toward 'socially constructive' social constructions of leadership. Management Communication Quarterly 24, 348-355. Heeks, R. (2008). ICT4D 2.0: The next phase of applying ICT for international development. Computer, 41(6), 26-33.
Heeks, R. (2018) Information and Communication Technology for Development (ICT4D). New York: Routledge
Heeks, R., & Renken, J. (2018). Data justice for development: What would it mean?. Information Development, 34(1), 90-102.
Hogan, R., & Kaiser, R. (2005). What we know about leadership. Review of General Psychology, 9(2), 169-180.
House, R., Hanges, P., Javidan, M., Dorfman, P., & Gupta, V. (Eds). (2004). Culture, leadership and organizations: The globe study of 62 societies. London, UK: SAGE Publications Ltd.
Hudson, D., McLoughlin, C., Roche, C., & Marquette, H. (2018). Inside the Black Box of Political Will: 10 years of findings from the Developmental Leadership Program.
Ilies, R., Morgeson, F. P. , & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. Leadership Quarterly, 16, 373-394.
Jarvis, C., Gulati, A., McCririck, V. & Simpson, P. (2013). Leadership matters: Tensions in evaluating leadership development. Advances in Developing Human Resources, 15(1), 27-45.
\adkin, D & Taylor, S.S. (2010). Enacting the 'true self': Towards a theory of embodied authentic leadership. Leadership Quarterly, 21(1), 64-74.
Lakoff, G. (2010). Why it matters how we frame the environment. Environmental Communication, 4(1), 70–81.
Lyne de Ver, H. (2009). Conceptions of leadership (Background paper No. 4). Birmingham: DLP.
Miska, C., Stahl, G. and Mendenhall, M. (2013). Intercultural competencies as antecedents of responsible global leadership. EJIM, 7(5), p.550.
Morse, J, Barrett, M, Mayan, M, Olson, K & Spiers, J 2002, 'Verification strategies for establishing reliability and validity in qualitative research', International Journal of Qualitative Methods, vol. 1, no. 2, pp. 1-19.
Moss Kanter, R. (2000). The enduring skills of change leaders. Ivey Business Journal, May/June 2000, 32-36.
Neumann,L 2013 Social Research Methods [eBook] https://www.dawsonera.com/abstract/9781292033617
Northouse, P. (2016). Introduction. In P. Northouse (Ed.), Leadership theory and practice (pp. 1-18). London: Sage.
Pierro, A., Cicero, L., & Raven, B. H. (2008). Motivated compliance with bases of social power. Journal of Applied Social Psychology, 38, 1921–1944.
Quinlan, C, Babin, BJ, Carr, J, Griffin, M & Zikmund, WG 2015, Business Research Methods, 1st edn, Cengage Learning, Andover, UK.
Saunders, M.N.K, Lewis, P & Thornhill, A 2016 Research Methods for students. 8th Ed, Pearson, Harlow, UK
Snowden, D., & Boone, M. (2007). A leader’s framework for decision making. Harvard Business Review, November 2007, 69-76.
Southard, M. (2015). Implementing challenging policy and systems change: Identifying leadership competencies. Human Service Organizations: Management, Leadership & Governance, pp.1-5.
Thorn, I. (2012). Leadership in international organisations: Global leadership competencies. The Psychologist-Manager Journal, 15(3), pp.158-163.
Unwin, T. (2017) Reclaiming Information & Communication Technologies for Development. Oxford: Oxford University Press
Zheng, Y., Hatakka, M., Sahay, S., & Andersson, A. (2018). Conceptualizing development in information and communication technology for development (ICT4D). Information Technology for Development, 24(1), 1–14.
Last updated: 12 November 2022