Leadership and Motivation II

Recommended Prerequisites

In view of the bibliography indicated, a reasonable command of the English language is recommended.

Teaching Methods

Using a participatory methodology, this course seeks to create conditions for students to know how to use the information given in theoretical contexts in a critical way. In particular, group and individual work are presented and discussed to facilitate the actual sharing of information in order to promote the development of professional skills on the basis of an appropriate use of knowledge of the subjects concerned.

Learning Outcomes

The course will evidence: the limits of a positivist approach to inter-personal relations and dynamics; that leadership is more than managing top-down, and that motivation needs to be more than pay, working conditions and the chance to retrain. It means valuing tacit knowledge and mobilising latent abilities and skills to be able to achieve continuous. For such reasons offering formal retraining may be a necessary but not sufficient condition for motivation. The most effective leadership will be interactive allowing both ‘reflective practice’ and ‘proactive initiatives’ for change and innovation which employees are more likely to agree if they themselves have been involved in the design of new methods of work operation. Such leadership extends beyond formal employment contracts to ‘psychological contract’ based on mutual recognition and mutual advantage from efficiency gains.

Work Placement(s)

No

Syllabus

1. XXI Century Controversies. Money and motivation: Intrinsic and Extrinsic Motivation. Performance and satisfaction.
Participative decision-making. Rhetoric and realities.
2. Network Models of Organisation and Leadership Strategies. Transactional Leadership; Transformational Leadership; Bureaucracy and Management: Flexible Firms and Flexible Management.
3. Recognising Differences in Needs and Values. Job characteristics. Person-group and person-environment fit. Organisational culture and workplace climate. Delving down to learn up’.
4. Affects and Emotions at Work. Emotions and moods. Organisational justice ‘Psychological contract’. Self fulfilment and job extension as motivation.
5. Ethics, Values and Business. Theories of tacit knowledge and implicit learning; Values, beliefs and personality in selection and retention of employees; Instrumental work and pay in motivation.

Head Lecturer(s)

João Pedro Dias Fontes da Costa

Assessment Methods

Evaluation
Assessment includes group based presentations: 50.0%
written essay: 50.0%

Bibliography

Core
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.

Supplementary
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.