INTERNATIONAL BURCH UNIVERSITY
Faculty of Economics and Social Sciences
Department of International Business
2016-2017

SYLLABUS
Code Name Level Year Semester
IBS 212 Leadership and Corporate Responsibility Undergraduate 2 Spring
Status Number of ECTS Credits Class Hours Per Week Total Hours Per Semester Language
Compulsory 4 2 + 1 0

Instructor Assistant Coordinator
Edin SMAJIC, Senior Teaching Assistant Senior Teaching Assistant Nereida Hadziahmetovic Edin SMAJIC, Senior Teaching Assistant
[email protected] [email protected] no email

The students are learning about thoretical aspects of leadership and how to implement that knowledge into practice. Upon completion of this course the student will develop a working knowledge of leadership theory and practice. The student will also develop self-knowledge of his or her leadership philosophy and preferred leadership styles along with a skill for successful analysis of cases involving leadership

COURSE OBJECTIVE

COURSE CONTENT
Week
Topic
  1. Introduction: Nature of Managerial Work
  2. Who Is a Leader?
  3. Leadership Traits and Ethics
  4. Leadership Behavior and Motivation
  5. Influencing: Power, Politics, Networking, and Negotiation
  6. Contingency Leadership Theories
  7. Communication, Coaching, and Conflict Skills
  8. MIDTERM EXAM
  9. Leader–Follower Relations
  10. Team Leadership and Self-Managed Teams
  11. Charismatic and Transformational Leadership
  12. Leadership of Culture, Ethics, and Diversity
  13. Strategic Leadership and Change Management
  14. Crisis Leadership and the Learning Organization
  15. Review

LABORATORY/PRACTICE PLAN
Week
Topic
  1. Case: Acme Manufacturing Company
  2. Case: Steve Jobs—Apple
  3. Case: The Bill & Melinda Gates Foundation
  4. Case: Art Friedman—Friedmans Appliance
  5. Case: Ron Johnson—Department of Accounting
  6. Case: Rick Parr—Archer Daniels Midland (ADM) Company
  7. Case: Lawrence Weinbach—from Unisys Corporation to Yankee Hill Capital Management; Review
  8. MIDTERM EXAM
  9. Case: W. L. Gore & Associates
  10. Case: Frederick W. Smith—FedEx
  11. Case: Anne Mulcahy and Ursula Burns: Xerox’s Dynamic Duo
  12. Case: Robert Stevens Continues Lockheed Martin’s Diversity Initiatives
  13. Case:Mark Parker: A Seasoned Veteran Takes the Helm at Nike

  1. Case: CEO A. G. Lafley’s Transformation of P&G
  2. Review

TEACHING/ASSESSMENT
Description
  • Interactive Lectures
  • Excersises
  • Presentation
  • Case Studies
Description (%)
Method Quantity Percentage (%)
Midterm Exam(s)130
Presentation110
Term Paper115
Attendance15
Final Exam140
Total: 100
Learning outcomes
  • Understand the range of perspectives about leadership
  • Become prepared as a potential leader to be more discerning about how you enact the role of leader within your organization
  • Increase your awarness in terms of your own strengths (or areas needing strength) as a leader
  • Better appreciate which areas should be further developed to improve as a leader
  • Be aware of the range of choice available in the enactment of the leadership role
TEXTBOOK(S)
  • Robert N. Lussier, Christopher F. Achua (2010) Leadership, Fourth Edition, South-Western Cengage Learning

ECTS (Allocated based on student) WORKLOAD
Activities Quantity Duration (Hour) Total Work Load
Lecture (14 weeks x Lecture hours per week) 0
Laboratory / Practice (14 weeks x Laboratory/Practice hours per week) 0
Midterm Examination (1 week) 0
Final Examination(1 week) 0
Preparation for Midterm Examination 0
Preparation for Final Examination 0
Assignment / Homework/ Project 0
Seminar / Presentation 0
Total Workload: 0
ECTS Credit (Total workload/25): 0