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| Detailed information |
| Pre-requisites |
SE BC2: Induction: Team development UND SE BC1: Foundations of management UND KS BC3: Foundations of management science
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| Original study plan |
Master's programme Leadership and Innovation in Organizations 2024W |
| Objectives |
This course aims at
- discussing current topics in the fields of leadership and change management.
- understanding the role, the importance, and the limits of leadership.
- equipping students with a solid theoretical foundation to address and diagnose organizational problems concerning leadership and organizational change.
- providing students with tools for the analysis of organizational problems.
- supporting students to apply different theoretical lenses to address problems.
On successful completion of this course, students will have the ability to:
- LO1: Create a framework to comprehend and diagnose possibilities for change within an organization
- LO2: Analyze and diagnose organizational problems from different theoretical perspectives [relevant theory, social skills, and analytical skills]
- LO3: Apply existing theoretical and practical toolkits to solve organizational problems related to leadership, HRM, and change [analytical/practical skills]
- LO4: Infer the effect on the organization of the application of practical measures concerning leadership, HRM, and change [cognitive/practical skills]
- LO5: Conduct autonomous research to address organizational change problems [problem-solving and reflection skills]
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| Subject |
To understand organizational change, one needs to understand what organizations are made of: their social structure, organizational and social identity, but also rules and routines. These aspects play an important role in any attempt to change organizations. Therefore, this course provides a basic understanding of organizations, before moving into more specific topics on how to trigger, mobilize, and lead change.
Through the study of cases and the presentation of different theories of change, students will learn how organizational change can unfold and how it can be affected by dynamics that are internal to organizations and others that are external to the organizations. The course will provide the tools to become an effective change agent.
Some of the theories and theoretical concepts covered:
- Continuous vs episodic change
- Psychological safety
- Ambidexterity
- Leadership styles
- Politics and power in the workplace
- Social and cognitive networks
- Organizational inertia
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| Criteria for evaluation |
Attendance is mandatory
The grade is based on a combination of four assessment categories:
- Written exam, supported by Moodle (45 points) – LO1-4
- Students’ presentation (25 points) – L1-2
- Mock Trial (30 points) – LO1,2,5
- Handouts of readings (optional 5 bonus points) – LO2
To pass this course at least 50 points have to be achieved.
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| Methods |
The learning and teaching method is designed to develop knowledge and understanding of both theoretical and practical perspectives.
Teaching and learning methods include
- formal lectures
- students’ presentations
- simulations
- case studies
- mock trials (e.g., Oxford debates)
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| Language |
English |
| Study material |
Mandatory Readings
- Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. Mit Sloan Management Review, 45(4).
- Christensen, C. M., (2000). The Innovator’s Dilemma. Chapters 1 and 2. Harvard Business Review Press.
- Delmestri, G., & Greenwood, R. (2016). How Cinderella became a queen: Theorizing radical status change. Administrative Science Quarterly, 61(4), 507-550.
- Goleman, D. (2000). Leadership That Gets Results. Harvard Business Review.
- Krackhardt D. (1992). The strength of strong ties. In Nohria N.Eccles R. G. Networks and Organizations: Structure, Form and Action: 216–239. Boston: Harvard Business School Press.
- Raffaelli, R. (2019). Technology reemergence: Creating new value for old technologies in Swiss mechanical watchmaking, 1970–2008. Administrative Science Quarterly, 64(3), 576-618.
- Tripsas, M., & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10‐11), 1147-1161.
- Turner, N., Maylor, H., Lee-Kelley, L., Brady, T., Kutsch, E., & Carver, S. (2014). Ambidexterity and knowledge strategy in major projects: A framework and illustrative case study. Project Management Journal, 45(5), 44-55.
Case Studies
- Grappa Case Study – Delmestri and Greenwood
- Swiss Watch case - Raffaelli
Supplementary Readings
- Cameron, K.S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture. Jossey-Bass – Wiley
- Myers, P., Hulks, S., & Wiggins, L. (2012). Organizational Change: Perspectives on theory and practice. Oxford University Press.
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| Changing subject? |
No |
| Further information |
| Session | Topic |
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| 1 | Understanding Organizations and Leadership |
| 2 | Managing Change |
| 3 | Exam and Group Coaching |
| 4 | Mock Trial |
For quality assurance and improvement purposes, please participate in all
JKU course evaluations and surveys!
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| Corresponding lecture |
986CABUCB1K19: CB1 Understanding organizations and leadership
986CABUCB1K22: CB1: Leadership and change management
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