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Management 414 – Leadership Practicum
Spring 2015
Instructor:
Office Hours:
Office:
Phone:
e-mail:
Course Website:
Dr. Kristi Lewis Tyran
Mondays 10:30-11:30AM Tuesdays 10:30-12:30, & by appt.1
Parks Hall 429
(360) 650- 2078
[email protected]
http://faculty.wwu.edu/tyrank/MGMT414
Required Texts:
 Northouse, Peter (2013) Leadership:Theory and Practice. 6th Edition, Sage Publications.
 Kouzes & Posner (2011) Credibility. 2nd Edition, Jossey Bass.
 Kouzes & Posner (2013) Student Leadership Practices Inventory Workbook, 2 self-surveys,
and 6 observer surveys. Jossey Bass.
 Other Readings. Available on WWU library e-reserve via Canvas and on-line
 Fast Company Readings. Available via “quick link” page on the course website
“Leadership is action not position.” 2
Leadership is an essential skill in today’s organizations. Whether you are assigned a
leadership role or step up as a leader to motivate and inspire others to greater performance, your
ability to apply leadership skills to any situation will provide a tremendous competitive advantage
for you and your organization.
In this class, you will have an opportunity to build on the skills learned in your Management
Concentration courses by practicing leadership in a Practicum experience. Because this is a
writing proficiency (3) class, you will have many opportunities to write about your thoughts,
reflections, and experiences as you explore ways to successfully lead others. Upon completing
this course and your Management concentration, you will have the skills to manage a project,
lead a team, and take on a leadership role in many organizational contexts.
Course Objectives and Assessment
Objective
To have an effective experience practicing leadership,
management and facilitation.
Assessment Method
Consulting Project, Virtual Mentor Assignment,
Leadership Skill Plan, Class Contribution
o
To improve writing skills related to leading and managing in
organizations.
o
Knowledge of theories and associated concepts and terminology
used to explain leadership effectiveness.
Discussion Quizzes, Memos, Portfolio, Virtual
Mentor Assignment, Philosophy, Leadership
Skill Plan
Discussion quizzes, Class contribution,
Portfolio, Virtual Mentor Assignment,
o
Ability to use these concepts and terms to diagnose leadership
and to diagnose and improve your own leadership experience.
Consulting Project, Discussion quizzes, Class
Contribution, Virtual Mentor Assignment,
Leadership Skill Plan, Portfolio
o
To develop and practice skills necessary for effectively leading
teams and projects.
Consulting Project, Class contribution, Virtual
Mentor Assignment, Leadership Skill Plan
o
To understand the implications of diversity and ethics on
leadership in organizations
Consulting Project, Discussion quizzes, Class
contribution, Leadership Skill Plan
o
To develop written, oral, and interpersonal communication skills
as a leader, in-person and via technology
Consulting Project, Discussion quizzes, Class
Contribution, Memos, Portfolio, Virtual Mentor
Assignment, Leadership Skill Plan, Philosophy
o
To practice professionalism in a business context.
Consulting Project, Memos, Portfolio, Class
Participation, Virtual Mentor Assignment
o
1
I am usually available during office hours without an appointment (on a first-come, first-served basis). However, it might be better
for you to make an appointment whenever you would like to talk with me. I will make every effort to be flexible in my availability.
2
Donald H. McGannon, former CEO of Westinghouse Broadcasting Corporation
MGMT 414
Page 2
Course Outline
This course will cover many broad aspects of leadership within the framework of five skills of
leadership as action. The framework views leadership as actionable independent of position, and
thus something anyone can do at any time, given the skill-set we discuss.
I.
II.
III.
IV.
V.
VI.
VII.
Introduction to “Leadership Practicum” course
 Introduction to leadership practicum experience and writing proficiency requirements
Introduction to Leadership
 Leadership as action
 Leadership as relationships with others
 Developing a personal leadership philosophy
 Introduction to the skills of leadership as action
 History of leadership and leadership research
Self-leadership and Self-Management
 Self-awareness
 Written communication and leadership
 Credibility
 Trait and Psychodynamic approach to leadership
 Emotional Intelligence and Leadership
 Authentic leadership and value clarification
Planning, problem solving and decision-making
 Planning for improvement using the Five Practices of Effective Leadership
 Skills and Style approach
 Contingency approaches to leadership
 Power and leadership
 Decision-making, planning and problem solving
Inspiring, motivating and persuading others
 Motivation and influencing others as a leader
 Participative leadership behaviors
 Transactional and Transformational leadership
 Ethical and Servant leadership
Strategic change leadership
 Courage, change and leadership
 Strategic leadership
 Developing future leaders
Conclusion and Transition to Life After Graduation
 Life-long leadership development
 Concluding the leadership practicum
MGMT 414
Page 3
Evaluation:
This course meets the writing-intensive requirement for your degree. As such, we focus
on business writing that individuals in a management and/or leadership position must practice.
Four types of business leadership writing are focused on and evaluated: Correspondence (both
written memos and e-mails), Written Project Reports, Assessment and Planning documents,
and Reflective Self-assessment. We will discuss in class how these types of writing relate to
leadership. Below is a break-down of how each assignment will be calculated to determine your
final grade:
Leadership Practicum Consulting Project
 Project Plan and Update Memos
 Evaluation of Project Performance & e-Portfolio
Class Participation/Contribution/Professionalism
Leadership Philosophy Assignment
Discussion Quizzes
Virtual Mentor Write-up
Leadership skill plan and analysis / Peer Reviews
40%
10%
30%
10%
5%
15%
10%
20%
Please note that all assignments are due at the beginning of class on the due date.
Letter grades will be assigned using the following percentages: A=93-100, A-=90-92.9, B+=8789.9, B=83-86.9, B-=80-82.9, C+=77-79.9, C=73-76.9, C-=70-72.9, D+=67-69.9, D=63-66.9, D=60-62.9, F=0-59.9. These are the requirements for earning a grade in this class. Grades are
not given, they are earned. I reserve the right to adjust the scale to ensure valid grades.
Leadership Practicum Consulting Project:
The primary focus of the course will be your Leadership Practicum Consulting Project.
You will decide how to organize your work, achieve the objective that meets the needs of the
organization, and ultimately, receive approval from the organization to produce the final product.
You must report to one individual who can evaluate your work on a specific project. This
person will evaluate both your written reporting on the project, and also the quality of your work
toward specific goals you develop together. The project should involve some kind of
coordination, project planning, or leadership. In my experience, there are many ways to meet
this requirement. A specific project will fit best, such as developing a training program,
organizing a fundraising event, or putting together a program your client wants to develop. The
most important thing is that the project is interesting to you and fills a need for your client.
You will engage in a contract with your client by April 20th, 2015. You will also have to
deal with the realities of working with busy professionals. Part of your challenge will be to
communicate effectively with the client contact – project update memos are an important part of
that (see detail on memos below).
Be prepared to spend approximately 2 hours a week working on your practicum
consulting project outside of class, for a minimum of 20 hours. The consulting project plays an
important role in this course. By incorporating a consulting component into this class we work
toward achieving two goals. First, the organization should benefit from the expertise of the
student consultant and from the use of the final product. Second, students will have the
opportunity to participate in and analyze a meaningful leadership experience. Not only will you
have a leadership experience where you will practice leadership, you will also gain valuable
consulting experience (for your resume) and provide a valuable service at the same time. Your
practicum experience will provide organizationally-based examples of course content which will
be used to link theory and practice.
MGMT 414
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 Project Plan and Update Memos
A project plan and periodic update memos are used in organizations to plan the project
schedule and then update participants on project progress. In addition, the plan and follow-up
memos document progress so as to reduce miscommunication regarding project tasks and
deadlines. To keep the client and instructor updated on project process, each student will
produce a project plan and periodically write and submit a project update memo (see course
schedule for due dates). The project update memo should be a professional correspondence
between you, the organization, and the instructor. As such, it should be free of spelling and
grammatical errors and should be typed in a memo format (see course website for an example).
The project update memo should be sent to the client organization via e-mail on the due date
with a CC to the instructor at [email protected] . A draft of the first project update memo
with the project plan draft attached will be due via hard copy to the instructor for feedback prior
to submitting to the client organization (note: only the final version of the project plan and first
project memo will be graded). Evaluation of the plan and memos (10% of overall grade) will
reflect overall quality of the memos as well as improvement over the course of the quarter.
More information on the project plan will be provided in class.
 Project e-Portfolio
Students will prepare an e-portfolio that will include a comprehensive report of their
project to demonstrate the effectiveness of their activities. This report will include a description
of the project objectives, a summary of the client organization, a summary of the project
process, and a reflection on your learning from the project, along with any deliverables and all
project update memos. More details of this assignment will be distributed in class and are
available on the course website.
Leadership Philosophy Assignment
This assignment has two parts. First, you will develop your own leadership philosophy.
Second, you will present that philosophy to the class. Both the philosophy and presentation are
due on April 15th, 2015. More details will be distributed in class.
Discussion Quizzes:
During many class sessions, there will be discussion quizzes asking questions designed
to enhance engagement and interaction for the day’s discussion. These quizzes will cover the
readings and topic assigned for that day. The quizzes will be evaluated based on content
(quality of response in terms of how completely the questions are answered), reasoning
(demonstrated understanding of the material and insight), course concepts (the extent to which
course concepts from the readings are applied in the response), and writing and organization.
Virtual Mentor Assignment:
In the second week of class you will be assigned a virtual mentor. Your virtual mentor is
a businessperson (an Alumni or friend of WWU) interested in working with you as you learn
through your leadership practicum experience. During week 2, you will exchange biographical
information with your virtual mentor, and then 3 additional times throughout the term you will
contact your mentor with questions relating to applying course concepts to your life and
leadership practicum.
This assignment will provide you with an opportunity to reflect on, apply, and integrate
material from the course to your virtual mentor experience. In addition, you will practice your
professional written communication skills with a professional manager. Please attach all e-mail
correspondence conducted with your virtual mentor to your write-up. More information about
this assignment will be distributed in class when you are assigned your Virtual Mentor. The
write-up is due on June 1st, 2015.
MGMT 414
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Class Participation, Contribution and Professionalism:
Leadership requires engagement; thus, the active participation of all students is
expected in class discussions and activities. Class contribution includes attendance,
preparedness, and participation in general discussions, case discussions, and in-class
exercises. If you do not attend class, you cannot participate in discussion or exercises and I
cannot evaluate your preparedness. This course will require extensive reflection and
participation (both individually and as part of the class group) on the part of all class members.
Therefore, attendance is extremely important.
Contribution scores will be evaluated based on: 1) the quality of each student's contribution
to the classroom discussion, 2) attendance during large class discussions and group activities, and
3) classroom conduct and professionalism. Full contribution points are not given merely for
attendance; contribution points must be earned. If a student comes to class every day, is polite,
but does not make a strong attempt to participate or contribute, then that student will earn low
credit for class contribution (50% of credit possible). Students who contribute occasionally (i.e.,
every two to three class sessions) will earn a somewhat higher grade (60-80%, depending on
quantity and quality of input). Students who consistently contribute to the classroom (i.e., more
than once every week) and advance discussions in a meaningful and productive way will receive
the highest grades (80-100%), depending on quality of input. Professionalism will also affect
contribution scores. Technology should not be used while class discussions take place.
Use of laptops, tablets or phones during discussion is not allowed – we will discuss why on the
first day of class.
Contributions should be directed toward the entire class. Any actions that impede the
learning of class members will adversely affect the contribution grade. Outstanding participation
would be characterized by the following behaviors:
 initiates information relative to topics discussed.
 accurately demonstrates knowledge of assignment content.
 shows excellent listening by remaining on the "same page" as rest of class through
comments.
 brings up questions that need to be further explored.
 clarifies points that others may not understand.
 draws upon personal experience or personal opinion.
 offers relevant, succinct input to class.
 demonstrates ability to apply, analyze, and synthesize course material.
 demonstrates willingness to take risks in attempting to answer unpopular questions.
I will evaluate and record your contributions to the class daily focusing on quality rather
than quantity – do not speak just to be speaking.
Leadership Skill Plan and Analysis / Peer Review:
As you progress through your leadership practicum and the course, learning about and
practicing leadership skills, you will have two opportunities to assess your own performance on
these skills using the Student Leadership Practices Inventory (SLPI). After the first assessment,
you will outline a plan to achieve improvement in 2-3 leadership practices over the course of the
quarter. After the second assessment, you will assess your achievement of the plan and create
another plan for the future. A requirement of this assignment is for all students to act as a peerreviewer in the class to review plans and provide feedback – students are required to both
give and receive feedback from another student. More information about this assignment can
be found on the course website.
Academic Integrity Policy:
For students, academic integrity means challenging yourself, striving for excellence,
taking risks and learning from your mistakes, doing your own work, and giving credit whenever
you use the work of others. It is caring about your schoolwork and always being honest in
carrying it out.
MGMT 414
Page 6
I begin with the assumption that you come to Western and this class with integrity.
However, academic integrity and honesty can be challenging due to such things as ignorance,
confusion, stress, bad advice, and bad choices. So to help you keep your integrity and good
reputation intact, I have resources for you (meaning that ignorance will not be an excuse):
 WWU's Integrity Website www.wwu.edu/integrity. It provides all the information you
need, including why integrity is important, how to promote it, as well as types of
academic dishonesty and how to avoid them, particularly plagiarism.
 See me, see me, see me if you have any concerns or questions about academic
integrity regarding yourself or your classmates. An ounce of prevention is worth a pound
of cure, especially where penalties and one's reputation are at stake. I am here to help. 3
In this class ANY case of academic dishonesty will result in a grade of F for the
course. This action is allowed by Academic Dishonesty Policy and Procedure as described in
the WWU Course Catalogue (see http://catalog.wwu.edu/content.php?catoid=9&navoid=1521 ).
Expectations of Class Members:
Class sessions will focus on applying course concepts to your leadership experience
and real organization examples. There will not be enough time during class sessions to cover
all of the course materials, so I encourage you to prepare the assignments prior to class so that
you are ready to contribute to class and informatively discuss and apply leadership and
management concepts. You should plan to spend 1 to 2 hours working on your own for each
classroom session. Expectations are that each of us will participate as an equal partner in the
class learning experience. As a partner, I welcome your feedback and suggestions about how
to improve the learning environment. All class members are expected to:
 Exhibit academic honesty
 Show respect and consideration for other students, the instructor, and any class visitors
 Remain silent when others are speaking to the class,
 Arrive before class begins,
 Attend class,
 Prepare for class by reading all assigned material and preparing assigned homework,
 Participate in class discussions and exercises,
 Treat others as you would wish to be treated,
 Contribute to the learning of other class members,
 Ask questions when you do not understand any material pertaining to the class.
Notes and additional information:
 Late assignments. Unless you have an acceptable reason and give advance notice, I will
deduct 25% of the available points for late submissions and give no points if the
assignment is submitted more than 24 hours after the due date and time.
 Typing and writing. Please type all assignments, double-spaced, providing page
numbers and guiding sub-headings. Use 12-pt font and 1-inch margins. Well-written
English and good spelling are expected; spelling and/or grammar errors should be
eliminated on any assignment. Please reference all sources in written work using either
footnotes or an APA formatted reference list.
 Grade appeals. If you are not satisfied with a grade you have received for any assignment,
exam or paper, I will be willing to review the situation. If you wish to appeal a grade, please
submit a brief written summary of the situation to the instructor along with a justification of
why you believe a better score is warranted. After reviewing the situation, I will respond to
you. Two key ground rules apply: 1) you must appeal a grade within one week of the time
the score is made available to you, and 2) you must wait at least 24-hours before submitting
a grade appeal. Class time will not be used to discuss grade appeals.
3
I thank Professor Charles Sylvester for part of the text included in my Academic Integrity Policy
Management 414 – Leadership Practicum
Spring 2015
Schedule (Subject to change)
Readings: Northouse= Northouse: Leadership; KP=Kouzes & Posner: Credibility; WEB=WWU Library E-reserve via Canvas,
FC=Fast Company, ONLINE=online link provided in list of readings on page 8
Outline
Introduction
to
Leadership
SelfLeadership
and
Self –
Management
Planning,
problem
solving, and
decisionmaking
Inspiring,
motivating
and
persuading
others
Date
Week 1:
April 1
Week 2:
April 6
April 8
Topic
Introduction to course
and course philosophy
Leadership as Action:
Credibility
Leadership and SelfAwareness
Week 3:
April 13
Emotional Intelligence
and Leadership
April 15
Authentic Leadership
Week 4:
April 20
April 22
Week 5:
April 27
Planning for Improving
Leadership Skills
Evaluating Situations:
Decision-making and
Planning as a Leader
Power, Diversity and
Leadership
April 29
The Path to Leadership
Week 6:
May 4
May 6
Motivating and
Influencing others
Participative Leadership
Week 7:
May 11
May 13
Development Sessions
Week 8:
May 18
Transformational and
Transactional
Leadership
Strategic Leadership
May 20
Readings
Imelt “Things leaders
do” FC
Northouse Chapter 1
KP Chapter 1 & 2
Northouse Ch 2
KP Chapter 3
Musselwaite, ONLINE
Northouse Ch 13
Goleman WEB
Pratch FC
Northouse Ch 11
Baker, WEB
Ibarra, WEB
Do VIASurvey ONLINE
Kouzes & Posner WEB
Northouse Ch 3 & 4
Northouse Ch 5 & 6
KP Chapter 5
Davenport WEB
Northouse Ch 14 & 15
Heimans et al, WEB
Safian, FC
Chafkin FC
Guest Speaker:
Scott Richie, SPIE
Northouse Ch 7
Buckingham, WEB
Northouse Ch 8 & 12
KP Chapter 4
Byrne, FC
Edmondson, et al WEB
Zimmerman ONLINE
Development Sessions
Week 9:
May 25
May 27
Memorial Day Holiday
Strategic
Change
Leadership
Week 10:
June 1
Change, Courage and
Leadership
Conclusion
& Transition
June 3
Leadership
Development: Self and
Others
June 9
Due by 5PM to PH 351
Ethical and Servant
Leadership
Northouse Ch 9
KP Chapter 7
Rubin “Dr. V” FC
Guest Speaker:
Debbie Ahl
Class does not meet
Northouse Ch 10 & 16
Paine, WEB
Salzberg, FC
KP Chapter 8
Power ONLINE
Prokesch, WEB
Lomenick, FC
Northouse Ch 14
KP Chapter 6 & 9
Collins “Lessons” FC
Block, ONLINE
Client Evaluation Due
Assignments
Student Practicum
Preferences Requested
Student Practicum Projects
assigned
Virtual Mentors Assigned
Leadership Philosophy
Assignment Due
SLPI Surveys Due
Practicum Contract Due
SLPI Report Provided
DRAFT of Memo #1 and
Project Plan Due in Class
SLPI Workbook Due
FINAL Memo #1 and Project
Plan due by midnight
Leadership Skill Plan and
Analysis (LSPA) #1 Due
Memo #2 Due by midnight
Informal report to class on
Practicum Progress
Memo #3 Due by midnight
Virtual Mentor Exch. Due
Virtual Mentor Exch. Due
Memo #4 Due by midnight
DRAFT of e-Portfolio due for
Feedback
Memo #5 Due by midnight
Second set of SLPI Surveys
Due
Virtual Mentor Write-up Due
LSPA #2 Due
In-class Practicum Report
Project e-Portfolio Due
MGMT 414
Page 8
WWU Library WEB READINGS – Available via Canvas
1. Baker, G (2008) In search of values-based leadership. New Zealand Business; July p.18-19
2. Buckingham, M (2005) What great managers do. Harvard Business Review; March, p. 2-10.
3. Davenport, Thomas (2009) Make better decisions. Harvard Business Review; November,
pp 117-123.
4. Edmondson, A., Bohmer, B. & Pisano, G (2001) Speeding up team learning. Harvard
Business Review. October pp 125-132.
5. Goleman, D. (2000) Leadership that gets results. Harvard Business Review April, pp 78-90.
6. Heimans, J & Timms, H (2014) Understanding “New Power” Harvard Business Review,
December, pp 49-56.
7. Ibarra, H (2015) The Authenticity Paradox. Harvard Business Review, January-February,
pp 54-59.
8. Kouzes, J. & Posner, B. (2002) Chapter 1: The five practices of Exemplary Leadership in
The Leadership Challenge (Third Edition) San Francisco; Wiley
9. Paine, Lynn Sharpe (1994) Managing for Organizational Integrity. Harvard Business
Review; March/April, pp 106-117.
10. Prokesch, Steven (2009) How GE teaches teams to lead change. Harvard Business
Review; January, pp 1-10.
OTHER ONLINE READINGS
1. Block, Aaron (2011) Better advice for job-seeking grads. September 8. url:
http://seattletimes.nwsource.com/html/opinion/2016138271_guest08block.html
2. Musselwhite, Chris (2007) Self-awareness and the effective leader. INC Magazine. URL:
http://www.inc.com/resources/leadership/articles/20071001/musselwhite.html
3. Power, Samantha (2008) The Envoy. The New Yorker Magazine. URL:
http://www.newyorker.com/reporting/2008/01/07/080107fa_fact_power?printable=true&curre
ntPage=all
4. Zimmerman, E (2012) Showcasing your work, in an online e-portfolio. NYTimes URL:
http://www.nytimes.com/2012/07/01/jobs/an-online-portfolio-can-showcase-your-workcareer-couch.html?_r=0
5. Values in Action Character Survey – take the survey at http://www.viacharacter.org/ .
From Fast Company: See Course website page with direct links to each article.
1. Byrne, A. (2003) “How to lead now” August, Issue 73.
2. Chafkin, M. (2012/2013) “Not just another Web 2.0 company, Yelp basks in its star Power”
December/January, Issue 171.
3. Collins, J. (2003) “Leadership lessons of a rock climber” December, Issue 77.
4. Imelt, J. (2004) “Things leaders do” April, Issue 81.
5. Lomenick, B. (2013) “6 ways to be a more courageous leader” April.
6. Rubin, H. (2000) “The perfect vision of Dr. V” February, Issue 43.
7. Pratch, L. (2014) “The One Personality Trait…” July
8. Safian, R. (2012) “Secrets of the Flux Leader” November, Issue 170.
9. Salzberg, B. (2014) “5 Reasons nice-guy leaders actually finish first” April 16.