Leadership Skills Lab
| Degree programme | International Management and Leadership |
| Subject area | Business and Management |
| Type of degree | Master Part-time Summer Semester 2024 |
| Course unit title | Leadership Skills Lab |
| Course unit code | 080322024001 |
| Language of instruction | English |
| Type of course unit (compulsory, optional) | Compulsory |
| Teaching hours per week | 2 |
| Year of study | 2024 |
| Level of the course / module according to the curriculum | |
| Number of ECTS credits allocated | 3 |
| Name of lecturer(s) | Willy Christian KRIZ |
Fundamentals of International Leadership
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
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.
- 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
- 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.
Extensive Simulation Game material is provided.
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.
Face-to-face instruction with mandatory attendance.