MANAGEMT 7123OL - Leadership and Influencing

Online - Online Teaching 1 - 2025

An essential skill of leadership in our time is the ability to work with people to tackle challenges and changes which are not only technical in nature but which require people (including ourselves) to change. It involves our intellectual and emotional understanding of others and ourselves. Identifying the nature of the challenge, and hence the kind of leadership behaviours which are likely to be effective is a first step. Knowing our own personal preferences is a prerequisite to developing additional alternative responses. In Leadership and Influencing, you will explore your evolving leadership story, your leadership philosophy and identify areas for ongoing development. Using current leadership and team development models you will diagnose the different kinds of challenges facing you, the capabilities of the people and teams with whom you are achieving outcomes and the context and culture in which you are working. We will consider the interaction of these elements both in stable and changing environments and the leadership behaviours and tools to move forward.

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Course Details

Course Code	MANAGEMT 7123OL
Course	Leadership and Influencing
Coordinating Unit	Management
Term	Online Teaching 1
Level	Postgraduate Coursework
Location/s	Online
Units	3
Available for Study Abroad and Exchange	N
Restrictions	Available only to Master of Business Administration (Health Management), Master of Business Administration (Online), Graduate Diploma and Graduate Certificate students

Course Staff

Course Coordinator: Amanda Morriss

Program Coordinator contact details: MBA Online
Name: Lorraine Caruso
Email: lorraine.caruso@adelaide.edu.au

Course Coordinator contact details: MBA Online
Name: Anama Morriss
Email: anama.morriss@adelaide.edu.au

Course Timetable

The full timetable of all activities for this course can be accessed from Course Planner.

Course Learning Outcomes

On successful completion of this course, students will be able to:

1.   Critique paradigms of leadership and management, to address the major organisational challenges in complex and entrepreneurial organisations.

2.   Evaluate the capacity of a range of leadership models to mobilise people in a changing or innovative environment.

3.   Critically evaluate the range of communication skills required to effectively lead and manage a diverse workforce.

4. Create an action plan for your leadership skill development that includes critical reflection of personal preferences

University Graduate Attributes

This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:

University Graduate Attribute	Course Learning Outcome(s)
Attribute 1: Deep discipline knowledge and intellectual breadth Graduates have comprehensive knowledge and understanding of their subject area, the ability to engage with different traditions of thought, and the ability to apply their knowledge in practice including in multi-disciplinary or multi-professional contexts.	1,2
Attribute 2: Creative and critical thinking, and problem solving Graduates are effective problems-solvers, able to apply critical, creative and evidence-based thinking to conceive innovative responses to future challenges.	1
Attribute 3: Teamwork and communication skills Graduates convey ideas and information effectively to a range of audiences for a variety of purposes and contribute in a positive and collaborative manner to achieving common goals.	3
Attribute 4: Professionalism and leadership readiness Graduates engage in professional behaviour and have the potential to be entrepreneurial and take leadership roles in their chosen occupations or careers and communities.	2,4
Attribute 5: Intercultural and ethical competency Graduates are responsible and effective global citizens whose personal values and practices are consistent with their roles as responsible members of society.	1
Attribute 8: Self-awareness and emotional intelligence Graduates are self-aware and reflective; they are flexible and resilient and have the capacity to accept and give constructive feedback; they act with integrity and take responsibility for their actions.	4

Learning Resources

Required Resources

All course readings are available through the links in each module and also available through the ‘Course Readings’ to access the Library copy.

Leadership and Influencing text
Morriss, A 2020 Leadership and Influencing CB
The compiled textbook contains chapters from 3 sets of authors

Robbins, Judge, Edwards, Sandiford, Fitzgerald & Hunt
Yukl, G & Gardener, W
Dwyer. J

You can purchase the electronic compilation for this course as follows:
Title:Leadership & Influencing
ISBN:9780655703228
List price:$75 for the ebookwww.pearson.com.au/9780655703228
Download Bookshelf Vital Source to read it online

Uhl-Bien, M 2007, Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era, The Leadership Quarterly, vol. 18, no. 4, pp. 29818.

Uhl-Bien, A 2018, Leadership for organizational adaptability: A theoretical synthesis and integrative framework, The Leadership Quarterly, vol. 29, no. 1, pp. 89-104.

Heifetz, Ronald A., Linsky, Martin,; Grashow, Alexander, The practice of adaptive leadership : tools and tactics for changing your organization and the world, Boston, Massachusetts :, Harvard Business Press, ©2009; 2009.

Recommended Resources

All Course Readings, with relevant page numbers, are available through the links in each module and also available through the ‘Course Readings’ menu item in the navigation bar.

Additional reading in Course Readings is provided for students to explore topics in depth

You will be able to purchase an electronic compilation version of the readings for this course as follows:
Title: Leadership & Influencing
ISBN: 9780655703228
List price: $75 for the ebook
www.pearson.com.au/9780655703228

Online Learning

The course is delivered over a 6 week period. ‘Time’ is one of our most precious resources and to cover an MBA Course in that time needs planning. This link provides some ideas on Time Management

The Course is more than absobing information. The activities and interactions are designed to help you synthesise and be able to apply them. Discussion with other, sharing different perspectives through the tutorials and Discussion Board is a great way to hone your ideas, test interpretations and enjoy the journey.

Learning & Teaching Modes

This Course is only offered online.

Students participate in weekly face to face Zoom webinars with tutors.
You can Drop In to chat about questions and issues - usually on a Saturday morning.
Weekly, asynchronousStudent Discussion Groups enable you to explore aspects of the week's topics and assignments with other students in your time.

The Course introduces the use self-assessment, evaluation and critical
examination to work through a range of leadership models, such as person
centric, transactional and complex/strategic models. The Course teaches
the application of analysis to support the selection of a leadership
approach that is appropriate to the individual’s work context and
environment. It is delivered online with the content activities
scaffolded toward completion of the Assessments.

The Modules are designed to provide you with a framework from which to build your
understanding through reading the references, watching videos,
responding to the activities by contributing to Discussion, analysing
case studies, capturing your personal reflections and debating with
other students including in the weekly online tutorial.

Your studies are supported by access to your tutor and Student Success Advisor

Workload

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

Students should allocate approximately 25 hours per week to
accomplish the Learning Outcomes for this intensive Course. In total the
Course is estimated to require 156 hours for completion.

Additional reading is provided for student extension.

Learning Activities Summary

Over the next 6 weeks, you will need to work through the 6 modules.
Each week you will need to:

work through the content
complete the readings (additional readings are optional)
participate in the discussion board/s including Zoom discussions
watch the videos (where available)listen to podcasts (where available)
complete activities (including quizzes)
undertake a range of self-assessments and learning reflections (Personal Learning Reflections)
attend online tutorial (zoom session)
attend to relevant assessment tasks and
ensure assessments are submitted by the due dates

SCHEDULE

Week 1	Exploring your leadership definition	At the end of this week, students will be able to: 1. Debate the elements of leadership and the relevance to the skills required to be a successful leader 2. Interpret the application of Maslow’s Hierarchy of Needs and other motivational models to themselves and followers achieving outcomes in the workplace. 3. Analyse your personal characteristics as they are relevant to your leadership development
Week 2	Theories of Leadership	At the end of this week, students will be able to: 1. Critique the difference in leadership models. 2. LInk your assessment of leadership behaviour and leadership theory
Week 3	Leading in Context	At the end of this week, students will be able to: 1. Identify leadership behaviour to effectively manage team dynamics to achieve performance outcomes 2. Categorise the internal and external environmental issues that influence leader decision making. 3. Identify areas of external organisational environment to monitor. 4. Evaluate the successful leadership approaches for different scenarios types.
Week 4	Clarity in Communication	At the end of this week, students will be able to: 1. Outline key elements of an effective communication process 2. Articulate the relevance of emotional intelligence in the workplace 3. Practice giving and receiving feedback.
Week 5	Managing Interactions - Feedback, Problem Solving and Conflict Resolution	At the end of this week, students will be able to: 1. Apply 2 decision mkaing models and use problem solving tools 2. Identify your own conflict resolution preferred style(s) and when they are most effective. 3. Distinguish good and poor organisation communication structures and processes
Week 6	Managing Interactions for Adaptation- Change and Innovation	At the end of this week, students will be able to: 1. Evaluate communication networks with multiple stakeholders 2. Identify the change management dynamics leaders must manage 3. Identify the leadership styles most likely to deliver innovative outcomes in small-medium enterprises 3. Build their own cognitive map to integrate core concepts in this Course.

Specific Course Requirements

Students will need to be able to

Navigate their way around this course environment.
Use search engines to locate designated content on the Internet.
Download software applications to your computer.

The University's policy on Assessment for Coursework Programs is based on the following four principles:

Assessment must encourage and reinforce learning.
Assessment must enable robust and fair judgements about student performance.
Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
Assessment must maintain academic standards.

Assessment Summary

Assessment Task	Task Type	Due	Length	Weighting	Learning Outcome
Assessment 1: Leadership Models	summative	End of Week 2	1500	25%	2 & 4
Assessment 2: Leadership Development Plan	summative	End of Week 4	1800	30%	1, 2, 3
Assessment 3: Leadership & Influencing	summative	End of Week 6	2000	35%	All
Assessment 4: Reflective Journal	summative	End of Week 6	800	10%	All

Assessment Related Requirements

The submission of all the assessments is a requirement to pass the course.The Assessments are three written assignments and one Reflective Journal. The latter is one of a series to be created for each Course in the MBA (Online) to consolidate your learning,provide a future focus and inform your choice of the Program's final research project.

Activities leading into the assignments are built into the Course, which will take approximately 40% of your time.

Within this Course you have the opportunity to capture your personal reflections. These are not assessed.

The University Assignment Cover sheet with student details and the signed student declaration that the work is their own, and that the University has the right to access the electronic version of the assignment must be submitted with each assignment.

Applications for extensions must comply with University policy and submitted prior to the due date.Late submissions will be subject to University policy.

Assessment Detail

Assignment 1 – Leadership Models

Critically evaluate at least one Leadership theory from each Category(Trait, Contingency and Strategic) to assess its strengths and weaknesses in enabling leaders to address the major challenges facing organisations in ambiguous situations. e.g. complex and entrepreneurial organisations, Small – Medium-sized Enterprises (SMEs), regional organisations affected by climate or high-level technological change.

1500 words

Due end of Week 2

Assignment 2 – Leadership Development Plan

Develop a clear plan for your own professional development as a leader that is supported through landmark readings covered in this course plus additional complementary research.

Your report must include these key components:

• Discussion of your workplace goals and ambitions
• Personal and professional profile of leadership strengths and weaknesses
• Assessment of your personal strengths and weaknesses by using self-assessment tools offered in the Course, (especially Northouse questionnaires in the Course Readings), self-reflection and feedback from other people.
• Summarise the gap analysis between your current capabilities and those required to
demonstrate the leadership according to the relevant leadership theories.
• A feasible and actionable plan, justified by evidence from literature, that details how you will develop your leadership capabilities to achieve your aspirations (this should be the focus and comprise approximately 50 per cent of the development plan)

1800 words
Due end of Week 4

Assignment 3 - Leadership and Influencing
You will create a report that critically analyses your chosen leader’s effectiveness to create or respond to change in the digital age.

Pick three key leadership topics from the course that are most relevant to your chosen leader to provide an in-depth analysis. One topic must be from the latter section of the course. The report requires you to illustrate your analysis with examples and quotes from the media artefacts, and critically analyse your leader’s capabilities, not just list their great traits. You should draw on in relation to key literature and research in the area

2000 words
Due end of Week 6

Assessment 4 - Reflective Journal

Reflecting on the social and ethical external and internal environmental issues in your work world:

analyse the leadership challenges you may face
develop recommendations for your future self on how to address them.

800 words
Due end of Week 6

Submission

No information currently available.

Course Grading

Grades for your performance in this course will be awarded in accordance with the following scheme:

M10 (Coursework Mark Scheme)
Grade	Mark	Description
FNS		Fail No Submission
F	1-49	Fail
P	50-64	Pass
C	65-74	Credit
D	75-84	Distinction
HD	85-100	High Distinction
CN		Continuing
NFE		No Formal Examination
RP		Result Pending

Further details of the grades/results can be obtained from Examinations.

Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

Final results for this course will be made available through Access Adelaide.

Student Feedback

The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

Student feedback enables the improvement of the Course materials and delivery. Please contribute to this endeavour at the end of the COurse.
Student Support
Counselling for Fully Online Postgraduate Students

Fully online students can access counselling services here:

Phone: 1800 512 155 (24/7)

SMS service: 0439 449 876 (24/7)

Email: info@assureprograms.com.au

Go to the Study Smart Hub to learn more, or speak to your Student Success Advisor (SSA) on 1300 296 648 (Monday to Thursday, 8.30am–5pm ACST/ACDT, Friday, 8.30am–4.30pm ACST/ACDT)
Policies & Guidelines
This section contains links to relevant assessment-related policies and guidelines - all university policies.
Fraud Awareness

Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.

Authorised by:	Deputy Vice-Chancellor and Vice-President (Academic)
Maintained by:	Course Outlines Administrator