Information on individual educational components (ECTS-Course descriptions) per semester

  
Degree programme:Master International Management and Leadership
Type of degree:FH Master´s Degree Programme
 Part-time
 Summer Semester 2023
  

Course unit titleLeadership Skills Lab
Course unit code080322024001
Language of instructionEnglish
Type of course unit (compulsory, optional)Compulsory
Semester when the course unit is deliveredSummer Semester 2023
Teaching hours per week2
Year of study2023
Level of course unit (e.g. first, second or third cycle)Second Cycle (Master)
Number of ECTS credits allocated3
Name of lecturer(s)Willy Christian KRIZ


Prerequisites and co-requisites

Fundamentals of International Leadership

Course content

Topics:

  • Self-leadership
  • Team Leadership (e.g. project teams, agility)
  • Competence models and personal competences for leadership
  • Leadership in diverse and multicultural/international teams
  • Leadership feedback and development tools (including 360 degree feedback, LEA analysis etc.)
  • Strength-weakness analysis and reflection of ones own leadership behaviour (e.g. in stress situations and complex decision-making situations, conflict situations)
  • Feedback and dialogue on individual improvement potentials
  • Relationship between leadership, management, communication, teamwork, situational awareness and errors in organisations (human error and human factor research)
  • Leadership role in workload & stress management
Learning outcomes

This course builds on the “Fundamemtals of International Leadership” course and focuses on personal reflection and training of the individual leadership behaviour and a transfer to own leadership situations.

Students…

  • know competence models of leadership and are able to explain them with examples of leadership situations.
  • are able to reflect principles and interrelations between leadership, management, communication and human errors in organisations (human error research, including workload and stress) and compare with own situations and behavior patterns.
  • are able to conduct a well-founded strength-weakness analysis of their own leadership behaviour (self-assessment) and can derive a well-founded action plan for their personal development.
  • are familiar with the principles and instruments of team leadership and have applied leadership in exemplary situations.
Planned learning activities and teaching methods
  • behaviour oriented simulation game (e.g. Interlab or comparable methodology) with behavioural measurement and evaluation
  • transfer debriefing
  • reflection and feedback instruments
  • case studies
  • open educational discussions
Assessment methods and criteria
  • Written simulation group debriefing task.
  • Individual reflective report, transfer to an own case (complex team leadership situation) and writing a well-founded action plan for personal development in relevant leadership situations.
Comment

Extensive Simulation Game material is provided.

Recommended or required reading

Yukl, Gary A. (2018): Leadership in Organizations. 8th ed. Upper Saddle River: Prentice Hall.

Johnson, David H.; Johnson, Frank P. (2013): Joining Together: Group Theory and Group Skills. 11th ed. Boston: Pearson.

Lencioni, Patrick (2002): The Five Dysfunctions of a Team, San Francisco: Jossey-Bass.

Shapiro, Mary (2015): HBR Guide to Leading Teams. Boston: Harvard Business Review Press.

Mode of delivery (face-to-face, distance learning)

Face-to-face instruction with mandatory attendance.

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