Course Name | Leadership and Governance |
Code | Semester | Theory (hour/week) | Application/Lab (hour/week) | Local Credits | ECTS |
---|---|---|---|---|---|
BA 316 | Fall/Spring | 3 | 0 | 3 | 6 |
Prerequisites | None | |||||
Course Language | English | |||||
Course Type | Service Course | |||||
Course Level | First Cycle | |||||
Mode of Delivery | - | |||||
Teaching Methods and Techniques of the Course | DiscussionGroup WorkLecture / Presentation | |||||
Course Coordinator | ||||||
Course Lecturer(s) | ||||||
Assistant(s) |
Course Objectives | This course, Leadership and Governance is an advanced elective designed to provide students exposure to leadership topics that are not covered in along with an opportunity for developing leadership skills through several activities. |
Learning Outcomes | The students who succeeded in this course;
|
Course Description | This course discusses the various ways to demonstrate leadership effectively. Traditional approaches will be highlighted, as well as more emerging approaches, such as followership and authentic leadership. With a critical view, validity of theories and beliefs on leadership is questioned. Through a series of activities, awareness of students on leadership and their own leadership skills are developed. |
Related Sustainable Development Goals |
| Core Courses | |
Major Area Courses | ||
Supportive Courses | ||
Media and Managment Skills Courses | ||
Transferable Skill Courses |
Week | Subjects | Required Materials |
1 | Introduction to the course, Meeting Students, What does leadership mean to me?, Asynchronous Session: Chapter-1: Leadership is Everyone’s Business | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 1 |
2 | Management & Leadership, Social Influence & Power | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 2&4 |
3 | REPUBLIC DAY | |
4 | Ethics & Leadership | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 5 |
5 | Ethics & Leadership | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 5 |
6 | Personality & Leadership, Leadership Behaviors and Managerial Derailment, Introduction to Course Project: Individual Development Plan | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 6&7 |
7 | Skills for Building Credibility and Influencing Others - Guest Speaker from the Business World | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 8 |
8 | MIDTERM: IN-CLASS | |
9 | How do leaders motivate employees?, Motivation theories | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 9 |
10 | Skills for Developing Others: Emotional Intelligence Guest Speaker from the Business World | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 11 |
11 | Contingency Theories of Leadership | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 13 |
12 | Asynchronous Session: Modern and Different Perspectives on Leadership Transactional vs Transformational, Servant, Ethical, Destructive and Paternalist Leaders, Synchronous Session: LEADERSHIP DEVELOPMENT PLAN PRESENTATIONS | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 14&15 |
13 | Asynchronous Session: Modern and Different Perspectives on Leadership Transactional vs Transformational, Servant, Ethical, Destructive and Paternalist Leaders, Synchronous Session: LEADERSHIP DEVELOPMENT PLAN PRESENTATIONS | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 14&15 |
14 | Asynchronous Session: Modern and Different Perspectives on Leadership Transactional vs Transformational, Servant, Ethical, Destructive and Paternalist Leaders, Synchronous Session: LEADERSHIP DEVELOPMENT PLAN PRESENTATIONS | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill - Chapter 14&15 |
15 | REVIEW OF THE SEMESTER WORK; WATCHING THE LEADERSHIP MOVIE | |
16 | FINAL EXAM |
Course Notes/Textbooks | R. L. Hughes, R. C. Ginnet & G. J. Curphy (2009) Leadership: Enhancing the Lessons of Experience 6th edition McGraw. Hill ISBN: 9780073405049 |
Suggested Readings/Materials | Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. The Leadership Quarterly, 18(3), 207-216.
Jarvis, C., Gaggiotti, H., & Kars-Unluoglu, S. (2020). Unleadership. In PARKER M. (Ed.), Life After COVID-19: The Other Side of Crisis (pp. 125-134). Bristol: Bristol University Press. doi:10.2307/j.ctv1574pp5.16
Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of management, 34(3), 566-593. |
Semester Activities | Number | Weigthing |
Participation | 1 | 10 |
Laboratory / Application | ||
Field Work | ||
Quizzes / Studio Critiques | ||
Portfolio | ||
Homework / Assignments | ||
Presentation / Jury | 1 | 20 |
Project | 1 | 20 |
Seminar / Workshop | ||
Oral Exam | ||
Midterm | 1 | 20 |
Final Exam | 1 | 30 |
Total |
Weighting of Semester Activities on the Final Grade | 4 | 70 |
Weighting of End-of-Semester Activities on the Final Grade | 1 | 30 |
Total |
Semester Activities | Number | Duration (Hours) | Workload |
---|---|---|---|
Course Hours (Including exam week: 16 x total hours) | 16 | 3 | 48 |
Laboratory / Application Hours (Including exam week: 16 x total hours) | 16 | ||
Study Hours Out of Class | 14 | 2 | 28 |
Field Work | |||
Quizzes / Studio Critiques | |||
Portfolio | |||
Homework / Assignments | |||
Presentation / Jury | 1 | 20 | |
Project | 1 | 26 | |
Seminar / Workshop | |||
Oral Exam | |||
Midterms | 1 | 20 | |
Final Exams | 1 | 30 | |
Total | 172 |
# | Program Competencies/Outcomes | * Contribution Level | ||||
1 | 2 | 3 | 4 | 5 | ||
1 | To be able to acquire theoretical and practical knowledge and skills in the area. | X | ||||
2 | To be able to approach problems with an analytical and holistic viewpoint. | X | ||||
3 | To be able to gain knowledge about both national and international accounting and auditing standards. | |||||
4 | To be able to communicate the findings and solutions to the accounting and auditing problems in written and oral formats. | |||||
5 | To be able to critically evaluate the performance of accounting and other related management information systems, and organizations. | |||||
6 | To be able to develop innovative and creative approach to real-life business issues. | X | ||||
7 | To be able to integrate knowledge gained in the main areas of accounting and auditing through a strategic perspective. | |||||
8 | To be able to act in accordance with the scientific and ethical values in studies related to accounting and auditing. | |||||
9 | To be able to demonstrate both leadership and team-work skills through being an efficient and effective team member. | X | ||||
10 | To be able to have an ethical perspective and social responsiveness when evaluating and making business decisions. | |||||
11 | To be able to collect data in the area of business administration and communicate with colleagues in a foreign language ("European Language Portfolio Global Scale", Level B1). | |||||
12 | To be able to speak a second foreign at a medium level of fluency efficiently. | |||||
13 | To be able to relate the knowledge accumulated throughout the human history to their field of expertise. |
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest