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Course

MLEDØK304 Leadership, Collaboration, and Change

Credits (ECTS):15

Responsible faculty:Handelshøyskolen

Course responsible:Gro Ladegård

Campus / Online:Taught campus Ås

Teaching language:Norwegian

Limits of class size:45

Course frequency:Annually

Nominal workload:375 hours

Teaching and exam period:The course has teaching/assessment in the spring parallel. Offered for the first time in spring 2027.

About this course

The course provides insight into leadership, interaction, and change, focusing on how these elements are integrated to achieve organizational goals. The course addresses leadership behavior in various contexts, diversity, and social and cultural guidelines for leadership. Students will explore different leadership theories and styles, and how these can be applied to promote effective interaction and manage changes. The course covers topics such as team dynamics, where students learn about group processes, roles, and relationships, as well as how to build and lead effective teams. This includes theory on communication and conflict management. The theories are particularly related to knowledge organizations and professions. The course also includes theory and research on organizational change, including external drivers, change models and processes, and change management. Resistance to change, power, and influence are addressed through a holistic approach to leadership, interaction, and change. This prepares students to become effective leaders who promote sustainable, dynamic, and change-oriented environments.

Learning outcome

Upon completing the course, the student will have the following overall learning outcomes defined in knowledge, skills, and general competence:

Knowledge

The student

  • has advanced knowledge of sustainable leadership and diversity in knowledge organizations
  • has in-depth knowledge of drivers and change processes in an organization, and the management of these
  • has good knowledge of team leadership and interaction between professions
  • has knowledge of implicit leadership theories and the relationship between national culture and organizational culture

Skills

The student

  • can analyze situational conditions for leadership in an organization and the practical consequences of these
  • can analyze and assess the dynamics in teams and organizations, and identify factors that affect effective interaction
  • can develop strategies to lead and implement change processes in various organizational contexts
  • can communicate effectively with various stakeholders and manage conflicts constructively

General competence

The student

  • can apply their knowledge and skills to new areas in order to carry out advanced tasks and projects in leadership and change
  • can critically reflect on their own leadership style and how it affects interaction and change in organizations
  • can analyze and critically evaluate various information sources and use these to structure and formulate professional reasoning
  • can demonstrate ethical awareness and responsibility in the leadership role

  • Learning activities

    There are four physical sessions of two days each throughout the semester. This course involves a significant amount of self-study. Learning activities include lectures, both on video and in-person during the sessions. Additionally, there are individual reflection assignments, case-based group assignments, discussions, and oral presentations.

  • Teaching support

    The learning platform Canvas.

  • Syllabus

    Døving, E. og Storvik, A. (2016). Profesjon og ledelse. Universitetsforlaget.

    Drange, I. (2014). Mangfoldsledelse: En kunnskapsoversikt (Vol. 3/2014). Oslo: Arbeidsforskningsinstituttet, 3/2014 (74 sider)

    Ekeland, T. J. (2004). Konflikt og konfliktforståelse: for helse og sosialarbeidere. Gyldendal akademisk.

    Mahadevan, J. (2017). A very short, fairly interesting and reasonably cheap book about cross-cultural management. London, UK: Sage. (135 sider)

    Sandal, G. M., Markova, V., Fyhn, T. & Bye, H. H. (2013). "Mangfoldsledelse" og innvandreres tilknytning til arbeidsplassen. Universitetet i Bergen. Hentet fra evalueringsportalen.no/evaluering/-mangfoldsledelse-og-innvandreres-tilknytning-til-arbeidsplassen/Sluttrapport%20Mangfoldsledelse.pdf/@@inline (46 sider)

    Wyss-Flamm, E. D. (2002). Conversational learning in multicultural teams. I A. C. Baker, D. M. Kolb & P. J. Jensen (Red.), Conversational learning. An experiential approach to knowledge creation (s. 139-163). Westport, Connecticut: Quorum Books. (25 sider)

    Yukl, G. (2006). Leadership in Organizations. Pearson Education.

    Aase, O., & Glasø, L. (2009). Noen ledelsesutfordringer i flerkulturelle team og organisasjoner. Scandinavian Journal of Organizational Psychology, 1(2), 39-48. (10 sider).

  • Prerequisites

    Bachelor's degree in health-related fields or equivalent, as well as a minimum of three years of relevant work experience.

  • Recommended prerequisites

    -

  • Assessment method

    Individual term assigment counts 100%.

    Grade rule: A-F.

  • About use of AI

    Assessment

    K2 = Specified use of AI. The use of AI must be in accordance with the guidelines for the use of artificial intelligence (AI) at NMBU. AI may be used for brainstorming, explaining concepts and theories, proofreading and editing one's own text, translating, and summarizing others' text for both work requirements and exams. The assignment must include information on which program(s) were used and how the program was used.

    Mandatory activities

    K2 = Specified use of AI. The use of AI must be in accordance with the guidelines for the use of artificial intelligence (AI) at NMBU. AI may be used for brainstorming, explaining concepts and theories, proofreading and editing one's own text, translating, and summarizing others' text for both work requirements and exams. The assignment must include information on which program(s) were used and how the program was used.

    Descriptions of AI-category codes.

  • Examiner scheme

    External sensor ensures the quality of the exam.

  • Mandatory activity

    Attendance of 75% of the course's campus-based and digital sessions is required. There are two mandatory submissions: an individual reflection assignment and a group assignment analyzing a practical issue using theory. Approved mandatory activity from previous years is valid when retaking the course.

  • Notes

    -

  • Teaching hours

    Online lessons during the teaching period, two campus-based session for two days, and four digital session days.

  • Preferential right

    -

  • Reduction of credits

    The course overlaps 5 ECTS with AOS337 Leadership in knowledge organizations.

  • Admission requirements

    Study rights to the executive master's in sustainable leadership and economics or study rights to continuing education courses in economics and leadership.