IDENTIFYING DATA 2017_18
Subject (*) INDUSTRIAL LEADERSHIP Code 20725107
Study programme
Technology and Engineering Management (2017)
 Cycle 2nd
Descriptors Credits Type Year Period
3 Compulsory First 1Q
Language
Anglès
Department Chemical Engineering
Psychology
Coordinator
BONASA JIMÉNEZ, MARIA DEL PILAR
 E-mail hansjorg.witt@urv.cat
mdelpilar.bonasa@urv.cat
Lecturers
WITT ., HANSJÖRG ALBERT
BONASA JIMÉNEZ, MARIA DEL PILAR
Web
General description and relevant information In this course, you will learn what is the organizational leadership and how this contributes to the sustained success of any organisation. It is not by chance that leadership is always the first criterion in any organizational excellence model. The current and future performance of any organisation is closely correlated to the quality of its leadership.

Competences
Type A Code Competences Specific
Type B Code Competences Transversal
 B2.1 Provide peupose and direction. Influence and guide others in order to improve performance and achieve objectives.
 B2.2 Lead and identify multidisciplinary teams that are able to respond to technical changes and management needs in national and international contexts and ill-defined environments.
 B2.3 Create an environment that fosters individual development.
 B2.4 Integrate knowledge and cope with the complexity of making judgements and taking decisions on the basis of incomplete or limited information that include reflections on the social and ethical responsibilities of professional practice
Type C Code Competences Nuclear

Learning outcomes
Type A Code Learning outcomes
Type B Code Learning outcomes
 B2.1 Explain the principal models of transformational leadership based on behaviours.
Identify and explain key bahaviours for promoting continual improvement and innovation within the organisation.
 B2.2 Identify and explain key behaviours to maximise the potential of the individuals in the organisation.
 B2.3 Create and strengthen a stimulating and appropriate environment for individual development.
 B2.4 Identify and describe the elements that constitute an excellent management system.
Identify and distinguish between the functions of leadership and management.
Type C Code Learning outcomes

Contents
Topic Sub-topic
Introduction to leadership: basic concepts and history What do leaders do?
Differencies between leadership and management.
Leadership models. The behavioral-based transformational leadership models.
Leadership and the EFQM Excellence Model.
Skills of the leader and team managements Talents and strengths
Maximizing the teams
Influence
Empowerment
Integrity, improvement and innovation
Psycho-social factors linked to leadership

Planning
Methodologies  ::  Tests
  Competences (*) Class hours
 Hours outside the classroom
 (**) Total hours
Introductory activities
1 0 1
Lecture
B2.1
B2.2
B2.3
 12 12 24
Case study
B2.4
 13 26 39
Assignments
B2.3
 1 5 6
Personal tuition
1 0 1
 
Mixed tests
B2.1
B2.2
 2 2 4
 
(*) 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
Methodologies
  Description
Introductory activities Introduction to the subject: purpose, objectives, working plan, and assessment method.
Lecture Lectures on the subject's content.
Case study Resolution of a case study and subseqüent oral presentation based on the conclusions drawn.
Assignments Introspection exercise based on the results of the Clifton strengthsFinder survey and their degree of coherence with the responsibilities of leadership.
Personal tuition Tutoring of students according to the schedule that will be timely communicated.

Personalized attention
Description
On-site attendance hours for students on previous request via e-mail or moodle, or virtual by the same way

Assessment
Methodologies Competences Description Weight        
Case study
B2.4
 Documentation
Oral presentation 		20%
20%
Assignments
B2.3
 Introspection exercise 25%
Mixed tests
B2.1
B2.2
 Exam that contains a mixture of múltiple-choice qüestions and short case studies 35%
Others  
 
Other comments and second exam session

In order to compute the final score for the subjet, the student must get a minimum grade of 5 (out of 10) in each of the elements of the assessment method.The second call will involve carrying out an exam and a work that will be specified at the beginning of the classes.Throughout the assessment activities, all the cell phones, tablets, and other electronic gadgets must be switched off and placed out of sight, unless they are expressly authorized by the professor.

Sources of information

Basic James M. Kouzes, Barry Z. Posner, The Leadership Challenge, 3rd edition, Jossey-Bass

Complementary Tom Rath, Barry Conchie, Strengths-Based Leadership, 2008, Gallup Press
European Foundation for Quality Management, EFQM Excellence Model, 2013, EFQM Publications
D. Goleman, R. Boyatzis, A. McKee, Primal Leadership: Realizing the Power of Emotional Intelligence, 2002, Harvard Business School Press
Josep M. Costa, Gestió de la qualitat en un món de serveis, 1998, Edicions 2000
P.R. Scholtes, The Leader’s Handbook: Making Things Happen, Getting Things Done, 1998, McGraw-Hill

Recommendations
(*)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.