Strategic Leadership (MHR102)
Leadership is all about creating change - change prompted by strong will to take advantage of opportunities or adapt to internal or external terms and conditions. When applying a "free choice" perspective we emphasize the leader as an active actor who is responsible for strategic successes as well as failures. Furthermore, in the course we apply a pragmatic view on leadership and management: The leadership and management roles will always be mixed, and leaders hold limited work and personal capacities. This implies that they must choose and prioritize in a business environment flourishing with problems and challenges.
The course will be divided into two parts, a) leadership and management theories and roles and b) leading strategic processes.
The first part, "leadership and management theories and roles", will focus on how leadership and management research in the past and present has perceived and normatively understood leadership and management, and how cultural differences influence their way of thinking and act. A special attention will be given to theories and tactics of influence, transformational leadership, leadership communication (especially focusing on rhetoric and dialogue) and ethics.
The second part, "leading strategic processes", focuses on how leaders can drive strategic processes in different ways based on situational understanding.
Course description for study year 2024-2025. Please note that changes may occur.
Course code
MHR102
Version
1
Credits (ECTS)
10
Semester tution start
Autumn
Number of semesters
1
Exam semester
Autumn
Language of instruction
English
Content
Leadership and management theories and roles:
- Leadership research in a historical perspective
- Current theoretical approaches to leadership with emphasis on power/influence, change management and transformational leadership theory
- Leadership communication, focusing on rhetoric and dialogue
- Ethical theories
Leading strategic processes:
- Strategic research in a historical perspective
- Perspectives on strategic analysis
- Modes of strategic processes
- Leaders’ roles and capacity
- Strategic leadership, challenges, and obstacles
- Decision making
Learning outcome
A candidate who has completed the course should have the following learning outcomes defined in terms of knowledge, skills, and general competence:
Knowledge
After completing this course the student has:
- advanced knowledge of past and present theories and research within leadership/management and business strategy processes
- in-depth knowledge on the development of central theories and scientific methods used on leadership and management and categorizing service leadership challenges
- insight into theories of leadership communication addressing principles of dialogues and rhetoric
- in-depth knowledge of alternative strategic processes and leader influence tactics under ethical considerations
- training in different approaches to service leadership and strategic business development in various international and cultural settings, with a critical eye toward businesses’ social, economic, and environmental roles in the society
- thorough professional knowledge that can be used to gain new perspectives on leadership and strategic processes in a contemporary international context
Skills
After completing this course, the student can:
- independently analyze existing leadership and strategy process theories, methods, and interpretations
- apply theories and methods in order to lead a limited task-team and participate in working out plans for organizational strategic processes
- critically analyze international service business contexts and give recommendations concerning alternative strategic leadership processes
- analyze and identify actual leadership styles, roles, and ethical issues according to literature and research within the field
- apply rhetorical principles in oral and written presentation and structure a dialogue in smaller groups
General competence
After completing this course, the student can:
- analyze and formulate problem statements concerning leadership/management and strategy work, including ethical issues
- contribute to teamwork that may lead to new thinking and innovation processes
- approach complex decision-making situations within service leadership in a constructive manner.
- based on rhetorical principles, communicate and argue the results of independent work, such as analyses, methodology, and conclusions, to different audiences like specialists, managers, and the general public
- apply his/her knowledge and skills in new areas in order to carry out advanced assignments and projects
Required prerequisite knowledge
Exam
Written submitted thesis and oral examination
Form of assessment | Weight | Duration | Marks | Aid |
---|---|---|---|---|
Written submitted thesis individually or in group | 2/5 | 4 Weeks | Letter grades | |
Oral examination | 3/5 | 20 Minutes | Letter grades |
Coursework requirements
Course teacher(s)
Course coordinator:
Tone Therese LingeMethod of work
Overlapping courses
Course | Reduction (SP) |
---|---|
Leadership and strategy (MHR190_1) | 10 |