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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 |
The seminar relates to the course (CB1—KS) topics regarding understanding of organizations, leadership and as a consequence how to govern organizational learning processes. In specific it addresses the following objectives:
- experiencing processes of organizing
- reflecting on leadership skills
- understanding organizational adaptability
- learning how to crate and support it
Learning Outcomes
- LO1: Students experience and learn from practical examples about complex processes of organizing. Upon successful completion of the seminar they understand the interplay between organizational structures, culture, leadership, and organizational learning and development and are able to derive strategies on how to navigate through complexity.
- LO2: Students reflect their understanding of organizations and leadership against the background of these examples and experiences. Upon successful completion of the seminar they are able to develop and enhance their own leadership and social skills.
- LO3: Students develop an understanding as to how leadership can support organizational development and change, they are able to apply it to different practical examples and develop and design practical implications how to create and support organizational adaptability.
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| Subject |
Overall aim of the seminar is to deepen the understanding of selected contents of the course KS “Understanding organizations and leadership”.
Understanding organizations, behavior in organizations, and complex processes of organizing is an important precondition for leading organizations in an innovative direction. In this seminar, students will be provided with practical examples, will experience complex processes of organizing and will be given room for discussion, feedback and self-reflection for their personal development. Overall students will learn about possibilities to shape organizational change, support organizational development, and create organizational adaptability.
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| Criteria for evaluation |
Assessment modules:
- Individual assignments:
- Attendance and participation (30%)
- Individual reflection report based on the experience in the business simulation against the background of the provided literature and video links (30%)
- Group assignments:
G1: Seminar paper (40%, can be divided among group members based on self-defined evaluation criteria)
Assessment criteria:
- Individual assingments:
- Active participation, proactive engagement in group works and discussions
- Quality of reflection on main take-aways from the simulation based on the provided questions; quality of specific examples on how to improve awareness skills and communication; ability to apply reflexivity; appropriate formatting and writing style
- Group assignments:
G1: clear line of argument based on the S-C-R-S chain; quality of literature research; quality of discussion of the research results; ability to relate to practical example; quality of implications deduced; following criteria of academic writing and appropriate formatting style
Reflection of learning outcomes in the assessment and teaching methods:
- LO1: esp. reflected in the quality of discussions and their contributions in class (I1) and the outcome of their reflection report regarding practical implications (I2)
- LO2: esp. reflected in the quality of their reflection report and their individually drawn implications (I2).
- LO3: reflected in the quality of discussions and their contributions in class (I1), esp. through the quality of their seminar paper and the implications drawn from their analysis (G1).
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| Methods |
The main didactical foundation of this course is enabling interactive learning. We combine theory presentations, experiences through a business simulation and case-study based teaching accompanied by reflections and discussions.
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| Language |
English |
| Study material |
Core reading material:
- Alvesson, M.; Blom, M., & Sveningsson, S. (2017): Reflexive Leadership. Organising in an Imperfect World. Sage.
- Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. MIT Sloan Management Review, 45(4).
- Goleman, D. (2004). What makes a leader? Harvard Business Review. January 2004
- Hoegl, M., & Parboteeah, K. P. (2006). Team reflexivity in innovative projects. R&D Management, 36(2), 113-125.
- McNulty, E., & Marcus, L. (2020). Are you leading through the crisis … or managing the response? Harvard Business Review.
- Nobel, C. (2012). The Power of Conversational Leadership. Harvard Business School. Working knowledge.
- O'Reilly, C.A., & Tushman, M.L. (2013): Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives 27: 324-338.
- Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
- Wood Brooks, A., & John, L.K. (2018). The surprising power of questions. Harvard Business Review, May-June 2018.
Further literature recommendations will be given in class; researching and processing further literature will be a core task of the students.
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| Changing subject? |
No |
| Further information |
Themes / Timeline
| Session | Topic |
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| 1 | Business simulation (incl. virtual elements of coordination): Experiencing processes of organizing, reflecting on leadership skills |
| 2 | Working with cases: Understanding organizational adaptability, learning about how to create and support it based on practical examples and case-studies. |
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| Corresponding lecture |
986CABUCB1S19: CB1: Understanding organziations and leadership
986CABUCB1S22: CB1: Leadership and change management
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