IDENTIFYING DATA 2017_18
Subject (*) INDUSTRIAL LEADERSHIP Code 20735204
Study programme
Environmental Engineering and Sustainable Energy (2016)
 Cycle 2nd
Descriptors Credits Type Year Period
3 Optional 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 a changing environment the needs to be met by companies and professionals also change. The speed and agility required can not be answered without regard to the people, to the work teams, to who must perform the leadership functions, to the context and to the possible difficulties inherent in human interaction. In this subject we will learn and experiment with different possibilities of leadership. We will identify specific skills and put them into practice in order to properly and constructively manage work groups, manage the possible difficulties that may arise and maximize their performance.

Competences
Type A Code Competences Specific
Type B Code Competences Transversal
 B2.1 Provide purpose and direction. Influence and guide others to improve èrformance and achieve objectives.
 B2.2 Lead and define multidisciplinary teams that can respond to technical changes and management needs in national and international contexts and in poorly defined situations.
 B2.4 Pool knowledge and recognise the difficulties inherent in making judgements and taking decisions on the basis of incomplete or limited information, especially when such decisions require reflection 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 for transformational leadership based on competencies.
Define the concepts of vision, mission and values.
Identify and explain key behaviours for positively influencing external groups.
Identify and explain key bahviours for driving continual improvement and innovation in the organisation.
 B2.2 Identify and explain the key behaviours for maxmimsing the potential of the members of the organisation.
 B2.4 Identify and explain the key behaviours that illustrate "Integrity".
Identify and describe the elements that constitute a systems for managing with excellence.
Identify and differentiate between the functions of leadship and management.
Define transformational leadership and compare it with the type of leadership proposed in models of organisational excellence.
Type C Code Learning outcomes

Contents
Topic Sub-topic
Introduction to leadership: basic concepts and history What do leaders do
Differences between leadership and management
Leadership models The behavioral-based transformational leadership models.
Leadership and the EFQM Excellence Model.
Skills of the leader and team management Talents and strengths
Maximizing the teams
Influence
Empowerment
Integrity, improvement and innovation
Factors psicosocials lligats al lideratge

Planning
Methodologies  ::  Tests
  Competences (*) Class hours
 Hours outside the classroom
 (**) Total hours
Introductory activities
1 0 1
Lecture
B2.1
B2.2
B2.4
 12 12 24
Case study
B2.2
B2.4
 14 27 41
Assignments
B2.2
B2.4
 1 5 6
Personal tuition
1 0 1
 
Objective multiple-choice tests
B2.1
B2.2
B2.4
 2 0 2
 
(*) 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 strengths Finder 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
B2.2
B2.4
 Documentation
Oral presentation 		20%
20%
Assignments
B2.2
B2.4
 Introspection exercise 25%
Objective multiple-choice tests
B2.1
B2.2
B2.4
 This exam consists of multiple-choice and short-answer questions 35%
Others  
 
Other comments and second exam session

In order to compute the final score for the subject, 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.