Scribd
Upload
97 views3 pages

Syllabus Outline: Leadership-A Conceptual Background

This syllabus outlines a course on team building and leadership. The course objectives are to explore team development processes, concepts of individual and group motivation, ways to become an effective leader, and enhance decision making skills. The 40-hour course is divided into 3 units - leadership, teambuilding, and a research project. The leadership unit covers various leadership theories and case studies. The teambuilding unit defines groups and teams, stages of group development, and determinants of team effectiveness. Students will conduct a research project and present their findings to gain hands-on research experience.

Uploaded by

YOGESH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
97 views3 pages

Syllabus Outline: Leadership-A Conceptual Background

This syllabus outlines a course on team building and leadership. The course objectives are to explore team development processes, concepts of individual and group motivation, ways to become an effective leader, and enhance decision making skills. The 40-hour course is divided into 3 units - leadership, teambuilding, and a research project. The leadership unit covers various leadership theories and case studies. The teambuilding unit defines groups and teams, stages of group development, and determinants of team effectiveness. Students will conduct a research project and present their findings to gain hands-on research experience.

Uploaded by

YOGESH
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 3

Syllabus Outline

1. GENERAL

1.1 COURSE TITLE: Team Building and Leadership

1.2 COURSE NUMBER: HU557

1.3 CONTACT HRS: 40 Credits: 9

1.4 SEMESTER -OFFERED: Odd Semester

2. OBJECTIVE

The objectives of the course are as follows:

1. To explore team development processes;

2. To understand basic and advanced concepts relating to individual and group motivation;

3. To explore ways of becoming an effective leader;

4. To enhance decision making capacity in individuals and teams.

3. COURSE CONTENT (Unit wise distribution of content and number of lectures)

Unit I: Leadership (Lectures: 15)

Leadership-A Conceptual Background


Understanding Leaders and Leadership, Leaders and Managers, Leadership in Different Cultures,
Leadership—The Changing Paradigm
Case Study: Fiat’s Christ and Chrysler’s Fate
Attributes and Theories of Leadership
Leadership Skills and Traits, Leadership Style-Ohio and Michigan Model, Leadership Taxonomy,
Transactional and Transformational Leadership, Contingency Theories (Fiedler’s Model),
Charismatic Leadership, Value-based Leadership, Spiritual and Servant Leadership, Boundary
Spanning and Team Leadership, Level 5 Leadership, W.J. Reddin-Three Dimensional Leadership
Grid, Peter Drucker-Management by Objectives, Cognitive Resource Theory, Path-Goal Model,
Multiple Linkage Model.
Case Studies: Turnaround at Damodar Valley Corporation; Leadership Development at Infosys
Technologies—The Infosys Model.
Leadership Behavior and Development
Leadership Development, Leadership Pipeline, Leader-Member Exchange, Leadership
Developmental Mechanisms, Leadership Passages, Flowchart of Leadership Development.
Case Studies: Leadership Development at Dr. Reddy’s Laboratories Ltd; E. Sreedharan: The
Metro Man.
Motivation
Motivation, Early Theories of Motivation (Maslow’s Theory, Theory X and Theory Y, Two-factor
Theory, McClelland’s Theory of Needs), Contemporary Theories (Goal Setting Theory, Self-
Efficacy Theory, Reinforcement Theory, Equity Theory, Expectancy Theory), Job Satisfaction and
Performance.
Case Study: Thomrich Wooge Pvt. Ltd.
Unit II: Teambuilding (Lectures: 15)
Group and Team
Defining and Classifying Groups, Stages of Group Development, Group Properties: Roles, Norms,
Status, Size and Cohesiveness, Group Decision Making, Group and Team, Turning Individuals
into Team Players, Ginnett’s Model of Team Building, Managing Virtual Teams, Fostering Team
Creativity, Johari Window.
Case Study: Turnaround through Teamwork
Team Effectiveness
Approaches to Team Building, Steps in Team Building, Determinants of Team Effectiveness,
Managing Dysfunctional Teams, Promoting Effective Communication, Negotiation.
Case Studies: Essentials of Business Management: Wal-Mart Case Study; Turning Individuals into
Team Players—Apollo Engineering Works
Unit III: Research Project (Hours: 10)

Students will be allocated research project based on the concepts learnt in class. They will be
collecting data through fieldwork, submit their research report and present their findings. Students
will thus gain first hand research experience and the research project will be a part of course
evaluation.
4. READINGS

4.1 TEXT BOOKS:

Haldar, U. Leadership and Team Building, Oxford, 4th Edition.


4.2 REFERENCE BOOKS:

Tripathi, D.K. Team Building and Leadership, Himalaya Publishing House, First Edition.

5. OUTCOME OF THE COURSE

This course will help students learn about ways of motivating individual and team members. They
would also learn about the process of building cohesive teams and ways of becoming an effective
leader to be a catalyst in the team building process.

You might also like