Leadership Development Program (online course)

general courses

(in Polish) Przedmiot realizowany zdalnie.

Komunikatywna znajomość j. angielskiego

Aby zajęcia ruszyły na przedmiot musi się zapisać minimum 20 osób.

Remote learning

This course aims at providing students with interpersonal skills needed in team management. It aims at providing participants with the fundaments required for successful leadership – including communication techniques, leadership styles and change management.

The course will be divided into four main topics which will be discussed during classes:

• An introduction to leadership – What defines successful leaders, and what common characteristics do they possess? What is the importance of leadership skills in an organization?

• Different leadership models and their implementation in the workplace - Including situational leadership, Level 5 leadership theory, VUCA and VUCA', psychological distance, levels of leadership and change management.

• The foundations of communication skills – How to speak to be heard and argue productively. This topic will entail Monroe’s motivational sequence, the 4C model of communication, the rhetorical triangle and other frameworks for effective communication.

• Self-actualization – The importance and process of realizing one's potential combined with the implementation of self-actualization in management.

The course will cover theoretical elements of leadership and self-actualization theory, combined with the aim and practice of translating said knowledge into routinized behavior. This will be enabled by a course structure combining lectures and workshops.

• A VUCA Action Framework for a VUCA Environment. Leadership Challenges and Solutions. (2016). Journal of Defense Resources Management (JoDRM).

• Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review.

• Chun, J. U., Yammarino, F. J., Dionne, S. D., Sosik, J. J., & Moon, H. K. (2009). Leadership across hierarchical levels: Multiple levels of management and multiple levels of analysis. Leadership Quarterly. Schaubroeck, J. M., Hannah, S. T., Avolio

• Clarke, T., & Clarke, T. (2019). Creative Destruction, Technology Disruption, and Growth. In Oxford Research Encyclopedia of Economics and Finance.

• Collins, J. (2001). Level 5 leadership. The triumph of humility and fierce resolve. Harvard Business Review.

• Csikszentmihalyi, M. (2014). Flow and the Foundations of Positive Psychology.

• Gill, R. (2002). Change management--or change leadership? Journal of Change Management.

• Micciche, T., Pryor, B., & Butler, J. (2000). A test of Monroe’s Motivated Sequence for its effects on ratings of message organization and attitude change. Psychological Reports.

• Schunk, D. H. (1995). Self-efficacy, motivation, and performance. Journal of Applied Sport Psychology.

online course (Kampus2 oraz Zoom)

Students who successfully complete the course:

• possess a theoretical framework of different leadership models and are capable of adjusting their leadership style to the situation at hand,

• are able to communicate more effectively using models of communication discussed in class,

• can integrate teams, resolve interpersonal conflicts and create cohesion in the working environment,

• can conceptualize self-actualization in an intrapersonal context as well as apply it to team management.

The course will be graded on the basis of a final assignment, reflecting the theories discussed during the semester