AOS337 Leadership in Knowledge Organisations

Credits (ECTS):10

Course responsible:Sverre Ubisch

Campus / Online:Taught campus Ås

Teaching language:Norsk

Limits of class size:55 participants.

Course frequency:Annually.

Nominal workload:250 hours

Teaching and exam period:This course is run during the autumn parallell.

About this course

The course provides an introduction to the management of modern knowledge organizations. It will provide participants with a solid theoretical foundation aimed at developing critical and analytical skills. At the same time, a key goal of the course is to improve participants' skills in handling practical challenges and to raise awareness of what is required in a leadership role and the importance of leadership in general.

The main focus will be on knowledge and skills that students can begin to acquire, but which will require gradual maturation and further development throughout their careers. The course will also be relevant for those who wish to take on a role that supports leaders (e.g., as consultants, HR advisors, etc.) or contributes to organizational and leadership development. Although the course will cover leadership at various levels, there will be a particularly strong focus on leadership in teams/projects and at the departmental level.

Learning outcome

Knowledge

The student:

Has advanced knowledge of central challenges for leaders at different levels.
Has advanced knowledge of various approaches and perspectives within leadership in the academic literature.

Skills

The student:

Can assess important prerequisites and framework conditions for effective leadership.
Can evaluate key assumptions related to central theories, as well as similarities, differences, and connections between various theories.
Can describe, analyze, and solve practical leadership challenges in light of concepts, frameworks, and theories in the academic literature.
Can present ideas and concepts orally and in writing in an appropriate manner.

General Competence

The student:

Has a high level of awareness regarding the importance of leadership.
Has good insight into their own skill level and motivation related to leadership.
Has strengthened their motivation to develop skills/competence related to leadership.

Learning activities
A combination of methods will be utilized:
- Case discussions
- Lectures
- Group assignments
- Contributions from external guest lecturers
- Self-evaluation
Syllabus
Required readings are available as a compendium from Boksmia. Minor changes may be made leading up to the start of the course.
References marked with * are optional and not part of the mandatory syllabus (however, it is recommended to read them as well for a more complete understanding).
*Ackoff, R. (2001). A brief guide to interactive planning and idealized design. Unpublished report.
Adler, N. (1985). Do cultural differenes affect the organiztion? Kap. 2. i N. Alder, International Dimensions of Organizational Behavior. Boston: PWS-KENT Publishing Company.
Amabile, T. M., and Kramer, S. J. (2011). The Power of Small Wins. Harvard Business Review, May, 2-12.
Bailey, C. & Madden, A. (2016). What Makes Work Meaningful — Or Meaningless. Sloan Management Review, 57, 4, 52-63.
*Birkinshaw, J. (2014). Sett deg i dine ansattes sted: Hva motiverer dem? Bli en bedre sjef (pp. 58-78). Oslo: Cappelen Damm.
Birkinshaw, J., & Gibson, C. (2004). Building Ambidexterity Into an Organization. MIT Sloan Management Review (Summer), 47-55.
Bloom, N., Sadun, R. & Van Reenen, J. (2012). Does management really work? Harvard Business Review, November, 11, 77-80.
Campbell, A., & Whitehead, J. (2009). Think again - how good leaders can avoid bad decisions. The Ashridge Journal (Spring), 6-11.
*Cardona, P., & Rey, C. (2009). Management by missions: How to make the mission a part of management. IESE Occasional Papers. IESE. Barcelona.
*Eisenhardt, K. (1989). Making Fast Strategic Decisions in High-Velocity Environments. Academy of Management Journal, 32, 3, 543-576.
*Espedal, B., & Kvitastein, O. A. (2012). Rom for læring: betydningen av handlingsrom for ledelse. Magma, 8, 30-38.
Ford, J. D., & Ford, L. W. (1995). The Role of Conversations in Producing Intentional Change in Organizations. Academy of Management Review, 20(3), 541-570.
Gabarro, J. J., & Kotter, J. P. (1993). Managing your boss. Harvard Business Review, 150-157.
*Gallos, J. V. (2008). Making sense of organizations: Leadership, Frames, and Everyday Theories of the Situation. In J. V. Gallos, Business Leadership: A Jossey-Bass Reader (161-179). San Francisco: Jossey-Bass.
Grant, A. (2013). In the company of givers and takers. Harvard Business Review, 91(4), 90-97, 142.
Hackman, J. R., & Wageman, R. (2004). When and how team leaders matter. Research in Organizational Behavior, 26, 37-74.
Heggem, G. F. & Kvande, E. (2015). Den norske modellen i New York. I B. Bungum, Ulla Forseth & E. Kvande, Den norske modellen.Internasjonalisering som utfordring og vitalisering (s. 123-143). Bergen: Fagbokforlaget
Ibarra, H., & Hunter, M. (2007). How leaders create and use networks. Harv Bus Rev, 85(1), 40-47, 124.
Jaques, E., & Clement, S. D. (1991). The demystification of leadership. In Executive leadership: A practical guide to managing complexity (pp. 3-33). Arlington, VA: Cason Hall & Co.
Karevold, K. I. (2014). Kommunikasjon i grupper. I P. S. Brønn & J. K. Arnulf, Kommunikasjon for ledere og organisasjoner (s. 247-279). Bergen: Fagbokforlaget.
Kim, W. C., & Mauborgne, R. (1996). Fair Process Managing in the Knowledge Economy. Harvard Business Review, 75(4), 65-75.
Kraut, A. I., Pedigo, P. R., McKenna, D. D., & Dunnette, M. D. (2005). The role of the manager: What's really important in different management jobs. The Academy of Management Executive, 19(4), 122-129.
*Ladegård, G. & Vabo, S. I. (2010). Ledelse og styring - teoretisk rammeverk. I G. Ladegård og S.I. Vabo, Ledelse og styring. Oslo: Fagbokforlaget.
Leavitt, H. J. (2005). The Manager's Authority. In Top Down: Why hierarchies are here to stay and how to manage them effectively (pp. 101-124). Boston: HBS Press.
Lunenburg, F. C. (2010). Leader-Member Exchange Theory: Another Perspective on the Leadership Process. International Journal of Management, Business and Administration, 13, 1, 1-5.
Manzoni, J.-F. & Barsoux, J.-L. (1998). The set-up-to-fail syndrome: How bosses create their poor performers. Harvard Business Review, 76(2), 101-113.
Mjelde, M. E., & Nesheim, T. (2015). Ledelse i ulike kontekster. Magma, 2, 62-72.
Nutt, P. C. (1999). Surprising but True: Half the Decisions in Organizations Fail. The Academy of Management Executive (1993-2005), 13(4), 75-90.
Parker, S. K., Andrei, D. & Van den Broeck, A. (2019). Why Managers Design Jobs to Be More Boring Than They Need to Be. HBR blog, June 5. Nedlastet fra: shorturl.at/hrCIU
Pfeffer, J. (1992). Decisions and implementation. Kap. 1 i Managing with power. Boston: HBS Press.
*Smith, D. K. (1999). Focus on outcomes, not activities. Ch 1 in Make success measurable (pp. 1-15). N.Y.: Wiley & Sons.
Sortland, N. og Einarsen S. (2011) «Mellommenneskelig konflikter - årsaker og kommunikasjonsmøsntre» i N,. Sortland og S., Einarsen (red.) Det gode arbeidsmiljø. Bergen: Fagbokforlaget.
*Vie, O. E. (2012). Ledelse på norsk - i skjæringspunktet mellom faglig og profesjonell ledelse. . Magma, 15(4), 60-67.
Vroom, V. H., & Jago, A. G. (1988). Managing Participation: A Critical Dimension of Leadership. Journal of Management Development, 7(5), 32-42.
Worren, N. (2012). Hitting the Sweet Spot Between Separation and Integration in Organization Design. People & Strategy, 34(4), 24-30.
Worren, N. (2018). Structuring vertical layers. I N. Worren, Organisation Design: Re-defining complex systems. Abingdon: Routledge.
Wren, J. T. (1995). The Historical and Contemporary Contexts of Leadership: A Conceptual Model. In J. T. Wren & M. J. Swatez (Eds.), The Leader's Companion: Insights on Leadership Through the Age (pp. 245-252). New York: Free Press.
Recommended prerequisites
AOS237 Business Strategy or equivalent
AOS325 Contemporary Organisations or equivalent
Assessment method
Portfolio Assessment: The portfolio consists of two group submissions (30%), participation in case discussions (20%), and an individual written exam during the course period (5 hours) (50%).
There will be no re-sit exam for this course. Those who do not pass the course must retake the entire course the next time it is offered.

Test Karakterregel: Letter grades Hjelpemiddel: A2 No calculator, other aids as specified Portfolio Karakterregel: Letter grades
Examiner scheme
External examiner reviews the exam.
Mandatory activity
Two group presentations based on submitted work in the portfolio.
The mandatory activity must be completed again when retaking the course.
Teaching hours
2 hour lectures per week (may be extended to 3 hours when needed). In addition, one has to set aside time for group activities.
Admission requirements
The course is intended for master's students at NMBU.