Leadership Clinic (5 cr)

Evaluation scale

H-5

Schedule

Wednesday 21st Aug at 17.40 -20.30 Kick-off in Pasila (2008)
Wednesday 28th Aug Leadership clinic 1 in Pasila (2008)
Wednesday 4th Sep Leadership clinic 2 in Pasila (2008)
Wednesday 11th Sep Co-management clinic 1 in Pasila (2008)
Wednesday 18th Sep Co-management clinic 2 in Pasila (Zoom)
Wednesday 25th Sept Conflict management clinic 1 (Zoom)
Wednesday 2nd Oct Conflict management clinic 2 (Zoom)
Wednesday 9th Oct in reserve if needed

Implementation methods, demonstration and Work&Study

At the Leadership clinic, students get acquainted with the current themes of leadership work - coaching leadership, co-management and conflict management. In clinics related to teaching themes, students interactively analyze and spar with each other's current challenges in leadership work. During the implementation, the student also develops a leadership practice that promotes personal leadership work.

Recognition of prior learning (RPL)
If students have acquired the required competence in previous work tasks, recreational activities or on another course, they can show their competence via a demonstration. The demonstration must be agreed with the course teacher. More information and instructions for recognising and validating prior learning (RPL) are available at https://www.haaga-helia.fi/en/recognition-learning Look at "Instructions to students (master)"

Materials

List of literature:

Amundsen, S., Martinsen Ø. L. Linking Empowering Leadership to Job Satisfaction, Work Effort, and Creativity: The Role of Self-Leadership and Psychological Empowerment. Journal of Leadership & Organizational Studies 2015, Vol. 22(3) 304–323. Available: https://haaga-helia.finna.fi/PrimoRecord/pci.cdi_webofscience_primary_000357526800005CitationCount
Fisher, R., Ury, R., 1999 Getting to Yes
Gallo, A., 2017 HBR guide to dealing with conflict.
Gallo, A. 2017. Roadmap to Handling Conflicts at Work (Talks at Google)
Goncalves, G. et al. 2016. Cultural intelligence and Conflict Management Styles. International Journal of Organisational Analysis
Johansson, C., Miller, V.D., Hamrin, S. 2014. Conceptualizing Communicative Leadership. Corporate Communications: An International Journal. Vol 19:2.
Kim, M., Beehr, T.A. Self-Efficacy and Psychological Ownership Mediate the Effect of Empowering Leadership on Both and Bad Employee Behaviors. Journal of Leadership & Organizational Studies, April 7 2017. Available: https://doi-org.ezproxy.haaga-helia.fi/10.1177%2F1548051817702078
Laloux F., Reinventing Organizations. 2014.
Laloux F., What Does Self-Management Mean for You?: Available: https://www.youtube.com/watch?v=RZE2nzym-Wg
Lee M.Y. Edmondson A. Self-managing organizations: Exploring the limits of less-hierarchical organizing. Research in Organizational Behavior. Nov. 2017. Available: https://haaga-helia.finna.fi/PrimoRecord/pci.cdi_gale_infotracacademiconefile_A518136088
MODe-project (Minimalist Organizational Design): Available: https://www.moderesearch.fi/
Montes, C.; Rodriguez, D. & Serrano, G. 2012. Affective choice of conflict management styles. International Journal of Conflict Management.
Oncken W., Wass D. L., 1999. Management Time: Who's Got the Monkey. HBR.
Sharma, P. N., Kirkman, B. L. Leveraging Leaders: Literature Review and Future Lines of Inquiry for Empowering Leadership Research. Group & Organization Management, March 15 2015. Available: https://doi-org.ezproxy.haaga-helia.fi/10.1177%2F1059601115574906
Spears, L.C. Spears Center for Servant Leadership. Available: https://www.spearscenter.org/
Vogt, Brown & Isaacs 2003. The art of powerful questions.
Yukl, G. Empowering leadership. Available: https://hstalks-com.ezproxy.haaga-helia.fi/t/2343/empowering-leadership/?business

Teaching methods and instruction

The course implementation is based on three learning themes: coaching leadership, co-management and conflict management. The students explore these themes with the help of lectures, collective learning activities, discussions and individual studies. The aim of the course is to deepen one's knowledge of leadership and encourage analytical thinking, personal reflection and solution-focused mindset (design of practices) through the above-mentioned learning themes.

The implementation includes both contact and online clinics, where students share and analyze their own experiences, cases and problems related to the course contents. The advisors provide introductory lectures, guidance as well as assignments to support learning.

Prior or current work experience in managerial position is not required. The course is beneficial for all students who want to learn more of the learning themes and leadership.

Working life connections

The learning themes/topics and equivalent assignments address day-to-day challenges and practices in organizations. Students can apply and implement learned principles and practices in their organizations. Also additional expertise may be provided (e.g. in form of visitor lectures).

Exam dates and re-exam possibilities

No exam.

Internationality

Students' work experiences and environments form the base for the implementation's international aspects. The learning material consists mainly of international sources.

Completion alternatives

See recognition and demonstration of prior learning in case of already acquired, professional know-how of the learning themes.

Learning assignments

Three (3) learning assignments based on the learning themes.

Assessment methods

The assessment criteria 1 - 3 - 5 with respective evaluation statements.