Module Description

Professional competences:

Participants can:

• explain the importance of the future-oriented design of leadership and the changed, newrequirements that result from this.
• explain essential leadership activities in the employee lifecycle (including using methods andinstruments necessary for human resources work such as selection, onboarding, development,performance reviews, communication, goal agreements, etc)
• differentiate and evaluate possibilities in the evaluation of leadership success and its effects.
• explain how leadership concepts change over time and with organisations
• reflect on changing requirements, digitalisation and trends in working life and place trends inleadership in the context of current economic development and discuss them.
• understand the implications of "Working World 4.0" for leadership, people and organisationsand are familiar with new approaches of leadership for future work-environment
• develop solution approaches and organisational recommendations for work situations,considering motivation of employees, structure and culture of the company.
• are aware of the influence of ethical, responsible and sustainable leadership as well as thenegative outcome of toxic leadership

Methodological competences:

Participants can:

• apply leadership models, classical and digital tools systematically to everyday situations, ownexperiences and case studies.
• use leadership concepts and criteria to formulate and operationalise leadership goals
  and evaluate leadership behaviour
• evaluate new demands on work situations and the quality of their design
• create their own concept for the development of future-oriented leadership and peoplemanagement along cases and subject it to an evaluation
• are able to make proposals for the further development of leadership and derive concrete measures for this.
• know about the interconnectedness of different social-psychological theories and the resultant importance of organisational culture in connection with concrete leadership situations of individuals and groups

Self-competences:

Participants can:

• systematically reflect on one's own behaviour as a (project) leader and their own leadership skills
• recognise their own strengths and weaknesses as well as possible consequences with regard to the role as leader and follower and draft ideas for own development.
• are aware of their own values concerning ethical, economic and social questions and of their responsibility as a leader in an organisation
• know how to use their own leadership and motivation skills in a leading position of an organization
• reflect on the effect of digitalisation and trends in working life and also take a differentiated look at their own situation.
• describe the complexity of measuring the success of of leadership

Social competences:

Participants can:

• discuss and defend their own thoughts on the development of future-oriented leadership, people management or work.
• illuminate different perspectives in leadership situations
• relate the mechanisms from social psychological research on work groups to concrete situations.
• describe the development mechanisms of individual dysfunctional processes (pressure, opportinism and other dysfunctional forms of exercising power and influence, mobbing, etc.).
• are able to communicate authentically and act in different business situations as a leader who assumes responsibility and duties to different stake- holders
• are able to lead conflicts with the necessary assertiveness and empathy to the very best solution for the involved persons

Topic area I: Introduction to Leadership and Evolution of Leadership Relations

• Course Introduction: Formal introduction and modalities of course (case studies, examination, etc)
• Important Leadership tasks and activities along the employee lifecycle
• Evaluating and assessing leadership success and effective leadership
• Viability of Leadership: Yesterday and Tomorrow
• Evolution of Leadership – a leadership journey
• Trait Theories, Behavioural Theories, Situational Theories
• Relational leadership approaches: Leader-Member-Exchange
• Leadership & Followership - Follower behaviour and motivation

Topic area II: Designing leadership relationships and processes in modern settings and in teams

• Servant Leadership, Stewardship
• Team Leadership & Group Development

Topic area III: Strategy & Culture

• Creating vision, mission, and values in organizational culture
• Entrepreneurial leadership:
• Creating a culture of innovation and creativity

Topic area IV: Designing leadership relationships and processes in modern settings and in teams

• Transformational Leadership vs Transactional Leadership
• Charismatic and Visionary Leadership

Topic aree V: Future Skills and Work Environments

• Changing requirements, digitalisation and trends in working life and future work-environments
• Implications of "Working World 4.0" for leadership, people and organisations
• Future-oriented design of leadership and the changed, new requirements that result from this.
• Future Skills of leaders and followers
• Important leadership skills – today and tomorrow (communication, coaching, conflict skills,power, politics, networking and negotiation skills)

Topic area VI: Leading interculturally and virtual teams

• Diversity & Leadership:
• Culture & Leadership: Leading interculturally diverse teams
• Distance & Leadership: Leading virtual teams
• Inclusive & Authentic Leadership

Topic area VII: Leadership of the future - focus: self-leadership and team / shared leadership,

• Conceptual Foundations of Self-Leadership
• Self-Goal-Setting & Self-Management
• Group & Team processes
• Shared Leadership & Supra Leadership – leading at eye level
• Designing Work Situations and Environments
• leading organizational change and shaping culture
• Optional Excursus: Mindful Leadership and / or Positive Psychology (PERMA)

Topic area VIII: Organizational Culture, Sustainability, Ethics & Leadership

• Managing Social Responsibility Ethically (Stakeholders, Sustainability, Ethics)
• CSR, CDR, CER/CGD & Leadership
• Shaping and changing corporate culture
• Managing organizational structure and processes
• Designing and developing work situations
• Optional Excursus: Gender & Leadership / Women in Top Management

Topic area IX: Dark Side of Leadership

• Managing Power, Politics and Decision-Making in Organizations
• Sources of Power
• Bad Leadership & Ineffective Leadership
• Destructive, toxic and abusive Leadership (in practice)

Topic area X: Summary & Outlook

• Conclusion and Outlook Leadership
• Summary & Repetition
• Student Presentations
• Overarching case studies on leadership and work situations

Discussion, lecture, case studies presentation, discussion, individual and group work

Mandatory:

• Case studies (as uploaded in moodle)
• Northouse, P. G. (2021, 9th edition). Leadership: Theory and practice. Sage publications.
• Northouse, P. G. (2014, 5th edition). Introduction to leadership: Concepts and practice. Sage.

Optional:

• Antonakis, J. E., Cianciolo, A. T., & Sternberg, R. J. (2004). The nature of leadership. SagePublications, Inc.
• Bratton, J. (Ed.). (2020). Organizational leadership. Sage Publications, Inc.
• Clegg, S., Hardy, C., & Nord, W. R. (1999). Managing organizations. Sage Publications.
• Lussier, R. N., & Achua, C. F. (2023, 7th edition). Leadership: Theory, application, & skilldevelopment. Sage Publications, Inc.
• Northouse & Lee (2019) Leadership Case Studies in Education. Sage Publications, Inc.
• Waldman, D. A., & O'Reilly, C. (2018). Leadership for organizations. SAGE Publications.