COURSE INFORMATION Course Title: LEADERSHIP

Code	Course Type	Regular Semester	Theory	Practice	Lab	Credits	ECTS
BUS 509	B	3	3	0	0	3	7.5

Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature)	NA
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	Dr. Nurul Retno Nurwulan nnurwulan@epoka.edu.al , E306, Monday 09:00-12:00
Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	NA
Teaching Assistant(s) and Office Hours:	NA
Language:	English
Compulsory/Elective:	Elective
Study program: (the study for which this course is offered)	Master of Science in Economics
Classroom and Meeting Time:	E/213 Friday 18:00-20:45
Code of Ethics:	Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:	Yes
Course Description:	This course presents simultaneously the practice and theory of leadership referring to business and life contexts. The main aim is students' leadership development as present and future leaders of themselves and others. Thus, at the end of the semester students must be able to assimilate leadership and followership skills in order to design a consonant environment between leaders and followers as a "dancing relationship". In addition, through a systems thinking perspective and a service-dominant view, students will learn how to approach daily routines as well as complex situations. To the above mentioned, a strategic view it is added, based on double binds and paradoxes which help to solve complex individual and organizational issues with apparently illogical interventions. A fundamental objective of the course is to reduce the gap between the theoretical part and the practical one in leading organizations. Therefore, organizational simulations and role playing are a crucial part of this course. The Kolb's method of experiential learning is the basic learning approach of this course, accompanied with the Harvard's case method.
Course Objectives:	Inspire students to appreciate the unique nature of human beings as both leaders and followers; Build a sense of courage and moral leadership; Ensure that students know the main leadership theories, traits, skills, styles, attitudes, and behaviors; Empower students to motivate each-other during team-work; Build diverse high-performing teams; Design complex-adaptive organizations through vision and strategic leadership that shape organizational culture and values.

BASIC CONCEPTS OF THE COURSE

1	Traits, Behaviors, Relationships.
2	Group Dynamics.
3	Ambidextrous Relationship.
4	Leadership Theories.
5	Power and Influence.
6	Passion and Discipline.
7	Digital Workers.
8	Knowledge Workers.
9	Leadership Challenges.
10	Leading Change.

COURSE OUTLINE

Week	Topics
1	What Does It Mean to Be a Leader? - Chapter 1 - LO. 1.1. The Need for Leadership 4 LO 1.2. The New Reality for Leaders 7 LO 1.3. How Leadership Differs from Management 13 LO 1.4. Evolving Theories of Leadership 17 LO 1.5. Leadership Can Be Learned 20 LO 1.6. Mastering the Art and Science of Leadership 23
2	Traits, Behaviors, and Relationships - Chapter 2 - LO 2.1. The Trait Approach 36 LO 2.2. Know Your Strengths 41 LO 2.3. Behavior Approaches 43 LO 2.4. Individualized Leadership 52 LO 2.5. Entrepreneurial Traits and Behaviors 55
3	Contingency Approaches to Leadership - Chapter 3 - LO 3.1. The Contingency Approach 66 LO 3.2. Hersey and Blanchard’s Situational Theory 68 LO 3.3. Fiedler’s Contingency Model 72 LO 3.4. Fiedler’s Contingency Model 72 LO 3.5. The Vroom–Jago Contingency Model 81 LO 3.6. Substitutes for Leadership 88
4	Passion and Discipline: Don Quixote's Lessons for Leadership (Analyze the Importance of Commitment, Imagination, and Joy in Leadership from the Movie; Research Articles or Materials Related to the Movie). https://www.youtube.com/watch?v=NYmbiv_cbn8&ab_channel=StanfordGraduateSchoolofBusiness
5	Ambidextrous Leadership (Schindler, A. 2015. Ambidextrous Leadership; Finzi et al. Deloitte Insights; https://hbr.org/2011/06/the-ambidextrous-ceo; Guo et al. 2020. Ambidextrous Leadership and Employee Work Outcomes: A Paradox Theory Perspective).
6	Leadership Challenges in Service Industries (Thorns & Wang. 2008. Knowledge Worker and Knowledge Economy; Kissmer et al. 2018. Knowledge Workers’ Expectations Towards a Digital Workplace; Implement Consulting Group: Leadership for the Next Generation Knowledge Worker)
7	Leading a Digital and Global Flex-Workforce (https://www.weforum.org/agenda/2018/09/what-employees-today-future-really-want-personalization; Deloitte - Workplace transformation in the digital age; LinkedIn - The Digital Workforce of the Future; Jarrahi et al. 2021. Flexible work and personal digital infrastructures; Battisti et al. 2022. Remote working and digital transformation during the COVID-19 pandemic: Economic–financial impacts and psychological drivers for employees).
8	Individual Project
9	Leadership, Mind, and Emotions - Chapter 5 - LO 5.1. Leading with Head and Heart 136 LO 5.2. Mental Models 136 LO 5.3. Developing a Leader’s Mind 140 LO 5.4. Emotional Intelligence 146 LO 5.5. Leading with Love versus Leading with Fear 153
10	Group Dynamics (Forsyth. 2014. Group Dynamics; Gençer. 2019. Group Dynamics and Behaviour; https://www.referenceforbusiness.com/management/Gr-Int/Group-Dynamics.html).
11	Leadership Power and Influence - Chapter 12 - LO 12.1. Four Kinds of Influential Leadership 360 LO 12.2. Using Hard versus Soft Power 369 LO 12.3. Increasing Power Through Political Activity 374 LO 12.4. Don’t Take Power Personally 380
12	Leading Change - Chapter 15 - LO 15.1. Leadership Means Leading Change 462 LO 15.2. A Framework for Change 465 LO 15.3. Using Appreciative Inquiry 467 LO 15.4. Leading Creativity for Change 471 LO 15.5. Implementing Change 479
13	Group Project Presentations.
14	Group Project Presentations.

Prerequisite(s):	NA
Textbook(s):	- Daft, R. L. (2017). The leadership experience, 6th ed. Stamford, US: Cengage Learning.
Additional Literature:	- Lecturer's additional materials; - https://hbr.org/ - https://www.weforum.org/
Laboratory Work:	NA
Computer Usage:	Yes
Others:	No

COURSE LEARNING OUTCOMES

1	Evaluate and question leadership theories
2	Analyze leadership traits and build leadership skills
3	Increase the awareness of ethical and authentic behavior
4	Perform leadership approaches with creativity
5	Transform followers into leaders

COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES (Blank : no contribution, 1: least contribution ... 5: highest contribution)

No	Program Competencies	Cont.
Master of Science in Economics Program
1	Students apply advanced knowledge in economics	1
2	Students explain the interaction between related disciplines and economics	2
3	Students apply scientific methods to address economic problems	3
4	Students define existing theory in a specialized branch of economics	2
5	Students critically evaluate knowledge in economics and carry out advanced research independently	1
6	Students develop economic models and formulate policy options	1
7	Students make an original contribution to the discipline	3
8	Students effectively communicate in a variety of professional and academic contexts	5
9	Students will develop new strategic approaches for unexpected, complicated situations in economics and take responsibility in solving them	2
10	Students uphold and defend ethical values data collection, interpretation and dissemination	4
11	Students use advanced empirical analyses to address social problems	2
12	Students interact with professional networks in their field of specialization	4

COURSE EVALUATION METHOD

Method	Quantity	Percentage
Homework	3	5
Project	2	25
Final Exam	1	35
	Total Percent:	100%

ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)

Activities	Quantity	Duration(Hours)	Total Workload(Hours)
Course Duration (Including the exam week: 16x Total course hours)	16	3	48
Hours for off-the-classroom study (Pre-study, practice)	16	3	48
Mid-terms			0
Assignments	5	16.3	81.5
Final examination	1	10	10
Other			0
Total Work Load:			187.5
Total Work Load/25(h):			7.5
ECTS Credit of the Course:			7.5

CONCLUDING REMARKS BY THE COURSE LECTURER

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