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Leading Development (DEVT90073)
Study abroad (level 9)Points: 12.5Online
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
- Overview
- Eligibility and requirements
- Assessment
- Dates and times
- Further information
- Timetable(opens in new window)
Contact information
March
Email: continuing-education@unimelb.edu.au
Phone: + 61 3 8344 0149
Contact hours: https://unimelb.edu.au/professional-development/contact-us
Subject Coordinator
Kelechi J Ekuma, Ph.D
Overview
Availability | March - Online |
---|---|
Fees | Look up fees |
Building on your acquired knowledge of leadership and development, this subject examines the distinct challenges of leadership within the development sector. Via real-world case studies, you will examine the complexities of leading within a changing global context, the implications of the post-heroic perspective and the relationship between ethics, social responsibility and leadership in the development context.
Intended learning outcomes
Students should be able to:
Knowledge and Unsterstanding
- Understand keys to successfully engaging in effective leadership in the development context.
- Explain and critically discuss the nature and distinctiveness of leadership in the development sector.
- Recognise the relationship between ethics, social responsibility and leadership in development context.
Intellectual Skills
- Critically analyse the different forms of leadership that might help advance development policy and practice in different geo-political contexts.
- Critically appraise the value of a range of digital technologies towards leadership for development.
- Explain the implication of local contexts for the design and implementation of leadership strategies in the development sector.
Practical Skills
- Select, apply and evaluate appropriate concepts/tools in the analysis of leadership cases and identify how lessons learned can be applied to other leadership environments.
- Employ different techniques to ethically build power and design positive influence strategies.
- Develop, apply and evaluate effective leadership strategies that could help advance change and innovation across different geo-political contexts with particular emphasis on developing contexts.
- Devise and conceive future research.
Transferable Skills and Personal Qualities
- Apply reflexivity and critical self-awareness skills as a leader in the development sector.
- Demonstrate conscientiousness, responsibility and ethical decisions in exercising authority and leadership.
- Review and evaluate own biases and understand the impact this may have on research choices and analysis.
Generic skills
- To be able to explore the complexities and distinct challenges of leadership within the changing global context, with a particular focus on the development sector.
- To examine the implications of the post-heroic perspective of leadership in leading development, as well as the relationship between ethics, social responsibility and leadership in the development context.
- Will prepare participants to exercise leadership in a global world that is confronted by an expanding array of complex development issues, including increasing poverty levels, inequalities, and several other economic and socio-political challenges.
Last updated: 12 November 2022
Eligibility and requirements
Prerequisites
None
Corequisites
None
Non-allowed subjects
None
Inherent requirements (core participation requirements)
The course is designed for online delivery, students are required to participate online. Students will be required to meet some basic technological requirements such as ongoing and stable access to the internet, up to date browsers, and a microphone and headset for webinars (as specified at: https://online.unimelb.edu.au/support/current-students/apps-and-software-info/systems-and-support)
Last updated: 12 November 2022
Assessment
Description | Timing | Percentage |
---|---|---|
Engagement and quality of weekly contributions to group discussions.
| Throughout the teaching period | 10% |
Reflexive e-journal on weekly learning outcomes.
| Throughout the teaching period | 10% |
Group analysis of the distinctiveness of leadership in the development context (5 minute video).
| During the teaching period | 20% |
Case analysis and personal leadership reflexive summary.
| End of the assessment period | 60% |
Last updated: 12 November 2022
Dates & times
- March - Online
Mode of delivery Online Contact hours 10-12 hours per week contact including lectures, online interactions and activities Total time commitment 170 hours Pre teaching start date 28 February 2022 Pre teaching requirements N/A Teaching period 7 March 2022 to 8 May 2022 Last self-enrol date 1 March 2022 Census date 18 March 2022 Last date to withdraw without fail 22 April 2022 Assessment period ends 16 May 2022 March contact information
Email: continuing-education@unimelb.edu.au
Phone: + 61 3 8344 0149
Contact hours: https://unimelb.edu.au/professional-development/contact-us
Subject Coordinator
Kelechi J Ekuma, Ph.D
Last updated: 12 November 2022
Further information
- Texts
Prescribed texts
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