Leadership in Global Economy

Basic understanding of management theory and concepts.

Good command of English (incl. both Basic Interpersonal Communicative Skills and Cognitive Academic Language Proficiency).

Classes requiring direct participation of a teacher (lecture) – 30 hrs;

Self-study: Learning for the final examination – 40 hrs;

Self-study: Preparation for the classes (reading and analysing cases) – 30 hrs.

W1. A graduate knows, understands and considers – from the perspective of management theory – the relations between an organisation and its internal and external stakeholders as well as the rules of developing these relations in accordance with ethical standards, CSR and organisational aims (K_W02; K_W03).

W2. A graduate has a thorough knowledge of human behaviours in an organisation at the individual, group and organisational level (K_W06).

U1. A graduate can design and manage projects aimed at solving organisational problems (K_U02).

U2. A graduate continuously enriches his/her knowledge and inspire the others to do the same (K_U15).

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Lecture including:

- PPT presentations

- video and audio teaching materials

- conversations and discussions

- case studies

- wykład informacyjny (konwencjonalny)
- wykład konwersatoryjny
- wykład problemowy

- studium przypadku

The aim of the lecture is to present the up-to-date leadership theories and concepts as well as to discuss practical aspects of leadership in contemporary organizations.

The lecture incorporates the Content and Language Integrated Learning (CLIL) philosophy aimed at developing language skills when learning and teaching content knowledge and skills. The emphasis is placed on developing of the following academic English skills: listening to the lectures and note taking, extensive reading, and participating in discussions.

The scope of the course covers the following topics:

1. Definition and Significance of Leadership

2. The Global and Cultural Contexts

3. The Foundations of Modern Leadership

4. Individual Differences and Traits

5. Power

6. Current Era in Leadership: Inspiration and Connection to Followers

7. Other Leadership Perspectives: Upper Echelon and Leadership of Nonprofits

8. Leading Teams

9. Leading Change

10. Developing Leaders

1. Avolio, B.J. (2011). Full Range Leadership Development. Sage Publications, Thousand Oaks.

2. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449.

3. Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–31.

4. Cameron, K.S. (2012). Positive Leadership: Strategies for Extraordinary Performance. Berett-Koehler Publishers, San Francisco.

5. Cameron, K.S. (2013). Practicing Positive Leadership: Tools and Techniques that Create Extraordinary Results. Berett-Koehler Publishers, San Francisco.

6. Karaszewski, R., & Lis, A. (2013). The role of leadership to stimulate pro-developmental positive organizational potential. In M.J. Stankiewicz (Ed.) Positive Management: Managing the Key Areas of Positive Organisational Potential for Company Success (pp. 59-87). Dom Organizatora TNOiK, Toruń.

7. Kotter J.P. (1996). Leading Change. Harvard Business Press, Boston 1996.

8. Nahavandi, A. (2015). The Art and Science of Leadership. Pearson.

9. Schein, E. H. (1992). Organizational Culture and Leadership. Jossey Bass.

The assessment of achieving learning outcomes is based on a written examination. The scope of the examination includes the issues covered during the lectures and knowledge from reading assignments. The following assessment scale is applied:

- very good (5.0) – from 92% to 100%;

- good plus (4.5) – from 84% to 91%;

- good (4.0) – from 76% to 83%;

- satisfactory plus (3.5) – from 68% to 75%;

- satisfactory (3.0) – from 60% to 67%;

- fail – from 0% to 59%

Not Applicable