Leadership and Motivation

Recommended Prerequisites

Not applicable.

Teaching Methods

The participative method of the course should create conditions by which students know how to make use of the theoretical material. In particular individual and group work will be presented and discussed in a manner which should ensure that students have achieved a real understanding of the of the issues involved.

Assessment: Continuous assessmen or a once off written examination equivalent to 100% of the course evaluation.

Continuous assessment (attending 75% of the classes). Written tests (10%)+Group Work (60%) + Paper Presentation (30%).

Learning Outcomes

It is expected that those taking the course will be able as an outcome to: (1) distinguish the differences between top-down charismatic leadership and  transformational leadership of a kind which is able to ‘delve down and learn up’ from employees themselves; (2) to understand the individual, group and social psychology needed to achieve this; (3) to be able to conceptualise and identify the importance of tacit knowledge, latent abilities and implicit skills within work groups and managers with similar levels of responsibility; (4) to appreciate the degree to which continuous improvement in methods of work operation can be employee led; (5) to appreciate the relevance of this to distinctions between top-down ‘Fordist’ and base-up ‘post Fordist’ methods of work organisation; (6) to appreciate the role of psychological contract in motivation and effective leadership.

Work Placement(s)

No

Syllabus

Leadership- 1.1 Paradigms of: Traditional Leadership, Charismatic Leadership, Intuitive Leadership; 1.2 Bureaucracy and Management: Weberian Bureaucracy, Fordist Bureaucracy; 1.3 Post Fordism: Informal Leadership, Operational Leadership; 1.4 Leadership and Learning: Tacit Knowledge and Implicit Learning, Learning from Life Experience, Learning from Work Experience; 1.5 Levels and Processes of Leadership: Top-Down, Base and Middle-Up.

Motivation- 2.1. Theories of Motivation and Well Being at Work; 2.2. Instrumental Motivation: Pay and Promotion, Profit Sharing; 2.3   Motivation and Sanctions: Performance Appraisal, Short Term Contracts, The Sanction to Dismiss, Lifetime Employment in Question; 2.4 Psychological Contract: Cultural Factors, Changing Environment, Employee Commitment/Engagement; 2.5 Theories of Mutual Advantage: Job Enhancement and Variation, Job Redesign and Redesignation, Skills Path Planning, Work-Life Balance.

Head Lecturer(s)

Isabel Cristina Dórdio Dimas

Assessment Methods

Assessment
Periodic or by final exam as given in the course information: 100.0%

Bibliography

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, (Winter): 19-31.

Brent Smith, D. (2008) (Ed). The People Make the Place: Dynamic Linkages Between people and Organisations. New York: Lawrence Erlbaum.

Hollander, E. P. (2008).  Inclusive Leadership: The Essential Leader-Follower Relationship. Routledge.  Hb:978-0-8058-6439-7 

Latham, G. P. (2007). Work Motivation: History, Theory, Research and Practice London: Sage.

Cooper, Cary L. (2004) (Ed.). Leadership and Management in the 21st Century. Business Challenges of the Future. Oxford, Oxford University Press.

Neil, Conway & Briner, Rob (2005).  Understanding Psychological Contracts at Work: A Critical Evaluation of Theory and Research, Oxford, Oxford University Press.

Pinder, C. (2008). Work Motivation and Organizational Behaviour. 2nd edition. New York: The Psychology Press.