|
Type A
|
Code |
Competences Specific | | | A3 |
Desenvolupar habilitats directives per comprendre la complexitat i la globalitat de la realitat empresarial i per implantar processos de qualitat i de millora contínua. |
| | A4 |
Gestionar la innovació i introduir-la amb èxit en l'empresa i / o crear nous projectes empresarials que responguin a les necessitats detectades a través d'una anàlisi rigorosa. |
|
Type B
|
Code |
Competences Transversal |
|
Type C
|
Code |
Competences Nuclear |
|
Type A
|
Code |
Learning outcomes |
| | A3 |
Adquirir habilitats per a un lideratge efectiu de grups i organitzacions.
| | | A4 |
Adquirir habilitats per a un lideratge efectiu de grups i organitzacions.
|
|
Type B
|
Code |
Learning outcomes |
|
Type C
|
Code |
Learning outcomes |
| Topic |
Sub-topic |
| People management and talent management |
Definitions
Systems
Levels
Agents
Approaches
Competences |
| Leadership concepts |
Concept of leadership
Theories of leadership
Management styles
|
| Leadership processes |
Decision making
Conflict resolution
Delegation
Interviewing |
| Approaches to the practice of leadership |
Transactional leadership
Transformational leadership
Servant leadership
Authentic leadership
Invisible leadership
|
| Methodologies :: Tests |
| |
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
| Introductory activities |
|
1 |
2 |
3 |
| Lecture |
|
15 |
0 |
15 |
| Assignments |
|
6 |
30 |
36 |
| Personal attention |
|
0 |
1 |
1 |
| |
| Mixed tests |
|
4 |
16 |
20 |
| |
(*) On e-learning, hours of virtual attendance of the teacher.
(**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
Methodologies
| |
Description |
| Introductory activities |
Presentation of the module's program: contents, methodologies and evaluation criteria. Assessment of participants' previous knowledge about management and organisational behaviour.
|
| Lecture |
Explanation of the conceptual contents of the module. They are participative lectures, and it is expected that students will complement them with out-of-class study, particularly in the case of students with no previous experience in management and organisational behaviour studies. |
| Assignments |
Throughout the module, a number of assignments will be proposed: some of them will need to be prepared in advance and later presented in class and others will be proposed and done within class hours. |
| Personal attention |
Hours of attention to students in order to answer questions and solve doubts. |
|
Description |
|
Personalised attention about contents and progress of students in the subject. They can take place before and after class, during visit hours or by email (mireia.valverde@urv.cat). For face-to-face visits, it is recommended to confirm a day and time in advance. |
|
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
| Assignments |
|
The content of the assignments, their dates and instructions will be explained and assigned during the presentation session of the module. |
50% |
| Mixed tests |
|
Final exam where it is required to integrate the knowledge and skills of all the subjects seen in the subject. |
40% |
| Others |
|
Active participation in class and in working groups. |
10% |
| |
|
Other comments and second exam session |
|
The assessment for the second opportunity for evaluation will be
determined with an exam and a set of exercises. Students who have failed
or not been evaluated in the first round need to talk to the professor
in order to determine what parts of the assessment will need to be
repeated or presented from anew. |
| Basic |
Tracy, B., Leadership, Amacom, 2014
Ann, D. & Roache, M., Transformational Leadership Styles, Management Strategies, and Communication for Global Leaders, IGI Global, 2023
Dogru, C., Role of Human Resources for Inclusive Leadership, Workplace Diversity, and Equity in Organizations, IGI Global, 2023
Bryman, A., The SAGE handbook of leadership, London: Sage, 2011
Davies, B. & Brundrett, M., Developing successful leadership, Dordrecht : Springer Netherlands, 2010
Grünig, R. & Kühn, R., Successful decision-making: a systematic approach to complex problems, Berlin, Heidelberg : Springer, 2013
Storey, J., Leadership in Organizations current issues and key trends, London: Routledge, 2016
Yukl, G.A, Leadership in Organizations (8th ed.) Global Edition, Essex: Pearson, 2013
Moran, R.T.; Harris, P.R. & Moran, S.A., Managing cultural differences: global leadership strategies for cross-cultural business success (8th ed.), Amsterdam: Elsevier, 2011
Robbins, S.P. & Judge, T.A., Organizational Behavior, Global Edition (18th ed.), Essex: Pearson, 2018
Newstrom, J.W., Organizational Behavior: Human Behavior at Work (14th ed.), New York: McGraw Hill, 2015
|
|
| Complementary |
http://journals.sagepub.com.sabidi.urv.cat/toc/leaa/13/5, Leadership, ,
House, R.J. et al., Culture, leadership, and organizations : the GLOBE study of 62 societies, Thousand Oaks: Sage, 2008
Weiss, T., Coaching competencies and corporate leadership, Florida: St. Lucie Press, 2003
http://onlinelibrary.wiley.com.sabidi.urv.cat/journal/10.1002/(ISSN)1935-262X, Journal of Leadership Studies, ,
http://onlinelibrary.wiley.com.sabidi.urv.cat/journal/10.1002/(ISSN)1532-1088, Leadership in Action, ,
http://web.a.ebscohost.com.sabidi.urv.cat/ehost/command/detail?vid=0&sid=8cc3a16e-9472-4d93-, Leadership Quarterly, ,
Derungs, I., Trans-cultural leadership for transformation, New York: Palgrave McMillan, 2010
|
|
| Subjects that continue the syllabus |
| CONSULTANCY PROCESSES/16665210 |
|
| Subjects that it is recommended to have taken before |
| ADVANCED STRATEGIC MANAGEMENT/16665101 | | MANAGEMENT SKILLS/16665104 |
|
(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation. |
|