Integrated Leadership Perspective on 27th aug 2013.doc

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IILM Institute for Higher Education

Module Manual: Integrated Leadership

Perspective

Academic Year: PGP 2012 2014

Credits: 2

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1. Introduction to the Module and Module Objective

Course Introduction:The Integrated Leadership perspective course at IILM is a capstone coursethat synthesis and brings together the learning of the earlier courses. Itmerges the organizational perspectives in a series of interdisciplinarycases structured to describe challenges faced by leaders of organizationsof differing size, scope, and sector. The course has been adapted from theYale School of Management Course by the same name. The course will betaught by means of 4 detailed cases that help students understand themulti-dimensional environment that an organization operates in and how aleader decides and faces the challenges to take the organization further.The 4 cases and 6 readings will be across entrepreneurial, new, growingand mature businesses and how the situations present a differentleadership challenge each time.

Learning Outcomes: Students will learn to apply the tools they learnt across courses in

economics, accounting, finance, customer and competitor and beable to put them together in a business context simulated by meansof various cases.

Students will be able to understand how gaps & opportunities areidentified and in the existing market and how leaders work withtheir organizations to capture & fill each gap by an appropriatestrategy.

Students will learn how organizations handle the challenges offinding new partners, expanding geographically and growing.

The course also provides an opportunity to students to learn howorganizational challenges when met with appropriate leadershipstyles result in desired outcomes.

Students will also spend time in understanding what great leadershave in common? What separates those who become great leadersfrom those who are merely good? And is there a lesson to belearned for management professionals by studying those who roseto the most dizzying heights?

2. Introduction to the Tutors

2.1 Area Chair:Name : Dr Pragya SonawanePhone Number: 01246675693Email ID: [email protected] Location: Cabin no.23, first floor

2.2 Module Leader:Dr Pragya Sonawane, [email protected]

2.3 TutorsDr Pragya Sonawane, http://iilm.edu/faculty/profiles/pragya.sonawane .html

3.Module Pre-Requisites:

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A full understanding of tools and techniques taught in year 1 and

the ability to share work related experiences in class.

Ability to patiently read, listen and participate in class discussion4. Module Overview

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Session Session Plan Learning Outcome Readings

Session 1 &2

The first session focuseson the basics ofleadership and decisionmaking, discussions onleadership styles andhow they have evolvedover the years.

Students will be ableto understandleadership styles andleadership decisionmaking

Daniel GolemansLeadership that getsresults HBR, March-April 2010Reading 1

Top ten attributes ofeffective leaders :The Balance scoredCard Report : HBSPReading 2

What Leaders ReallyDo. John P. Kotter,Best of HBRReading 3

Session 3 &4

The session focuses onleadership that engagesemployees to focus onthe customers in theSouth West Airlines

case.

Students examinehow opportunitiesand existing gaps inthe market areidentified and how

leaders think aboutpositioning anddeveloping theirorganizations to fillthose gaps.

South West Airlines:In a different World:HBSP Case 1

Leadership is aConversation: HBR

June 2012 Reading 4

Session 5 &6

The session focuses onleadership that emergesin Crisis- What is themost effective way tohandle anunprecedented crisis

Students will learnhow leaders emerge,decide, delegate andexecute in times ofcrisis

The Ordinary Herosof the Taj: HBR, May2011 Reading 5

The Chilean MineCase: HBSP Case 2

Session 7 &8

This session focuses onthe leadershipchallenges associatedwith organizations intransition.

Students examinehow entrepreneurialorganizations handlethe challenges ofraising new capital,finding new partners,expandinggeographically, andgrowing

Fab India Overseas

Ltd. HBSP Case 3

Session9&10

Learning from Leaders

The session examinesthe various traitsexhibited by some of thepopular social andbusiness leaders.

Builds an overall

understanding ofleadership traits ofsome of the leadersand their decisionmaking style.

Mahatma Gandhi

http://www.youtube.com/watch?v=mVwCeGxTN-A:Gandhi: His triumphchanged the worldforever

JRD Tata : The life ofJRD and hiscontribution to theTatashttp://www.youtube.com/watch?v=VmC55SpFrI4:

Steve Jobs : The realleadership lessons ofSteve Jobs : HBRApril 2012. Reading6
http://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=VmC55SpFrI4http://www.youtube.com/watch?v=VmC55SpFrI4http://www.youtube.com/watch?v=VmC55SpFrI4http://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=mVwCeGxTN-Ahttp://www.youtube.com/watch?v=VmC55SpFrI4http://www.youtube.com/watch?v=VmC55SpFrI4http://www.youtube.com/watch?v=VmC55SpFrI4


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5. Assessment Pattern:

A. For students with above 60% attendance there are threecomponents to the assessment and are detailed below

Case Presentation (Group) 25% (5)

Individual write-ups 50% (10)

Course Participation -25% (5)

1. Case Analysis Presentation (Group) 25% (5): Groups ofstudents will work on any of the four cases provided in the coursepack and make a presentation on the same. The format ofpresentation is given below

Case Facts

Key Issues/Challenges

Answers to specific questions

Answers to questions from audience

Specific Case Questions are given at the end of this document.

2. Individual Write-ups 50% (10): Students need to submitindividual write-ups for each class. The readings will be provided inadvance.

3. Course Participation - 25% (5): Participation and responses inclass will be monitored and measured for this component.

Case Questions for Submission

South West Airlines, Session 3 & 41. Why has South West been so much more successful than its

competitors?2. How has the original strategy been altered in recent years?3. What kinds of things over which SWs leadership has some control

could go wrong? What should be done to make sure they donthappen? Is there a need for change by SWs leadership in the faceof competitive moves and general economic conditions?

Chilean Mining Rescue, Session 5 & 6

1. What leadership and team actions allowed the miners to survive,physically and psychologically, until they were found?

2. What problem(s) did the engineers and geologists have to solve?What strategies and actions did Sougarret and the rest of the rescueteam employ in their efforts to solve these problems?

3. What problem(s) did President Pinera and Minister of Mining,Laurence Golborne have to solve? What strategies and actions didthey employ in response?

4. Whats your assessment of these decisions and actions?

Fabindia Overseas Pvt. Ltd., Session 7 & 81. What are the reasons behind Fabindias growth? What role does

Fabindias social mission play in the strategy and performance of thefirm?

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2. Can Fabindia grow further? How? What will be the effects of growth?3. What should their priorities be?

GE Case Questions, Session 11 & 121. How does a large, complex diversified conglomerate defy the critics

and continue to grow so profitability? How have Jack Welchs variousinitiatives added value?

2. What is your evaluation of Welchs approach to leading change?How important has he been to GEs success?

3. How difficult a challenge did Welch face in 1981? How effectively didhe take change?

B. Students with less than 60% attendance will submit anindividual coursework onAn Indian business leader listed in Reading 7 and discussa) The Leadership style of the leader.

b) What are key challenges he/she faced?c) What strategies did the leader adopt? Discuss & debate.d) What is your view on the key leadership and business lessons fromthis leader?

6.1 Teaching MapThis table shows main delivery methods which are used across moduleand its stages:Methods of Delivery

Module T1 T2 T3 T4 T5 T6

* * *

NotesT1 : LecturesT2 : Seminars / TutorialsT3 : Live projects/ PresentationsT4 : Case DiscussionT5 : Guest Lectures / Industrial VisitT6 : Lab session

6.2 Curriculum MapThis table shows the main learning outcomes which are developed and/orassessed in this module:Methods of Delivery

Module L1 L2 L3 L4 L5 L6 L7 L8 L9

* * * * * * * * *

Notes:L1: An understanding of organizations, their external context and their

management.L2: An awareness of current issues in business & management which isinformed by research & practice in the field.

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L3: An understanding of appropriate techniques sufficient to allowinvestigation into relevant business & management issues.L4: The ability to acquire & analyze data and information.L5: The ability to apply relevant knowledge to practical situation.L6: The ability to work & lead effectively in a team based environment.L7: An improvement in both oral & written communication skills.L8: Be cognizant of the impact of their individual & corporate actions onsociety and recognize ethical business practices.L9: Be sensitive to the social economic and environmental responsibilitiesof business.

6.3 Assessment MapThis table shows main assessment methods which are used across moduleand its stages:Methods of Assessment

Module A1 A2 A3 A4 A5

* * *

Notes:A1: Individual test/ AssignmentA2: Group Assignment/ ProjectA3: Open Book ExaminationA4: Close Book ExaminationA5: Group Presentation / Course Participation

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Fail Unsatisfactory Average Good Very Good Excellent

F E D C B A

Criteria 0 1 2 3 4 5

Class

Participation

(5marks)

Conceptual

Understanding

and ability to

bring forth new

perspectives

Did not attend a single

class

Attended few

sessions and could

not participate

even after asked

by the faculty

Attended half the

sessions and

participated only

after asked by the

faculty

Attended most of

the sessions and

participated without

any initiation from

the faculty, however

could not give all the

right answers

Attended all the

sessions and also

actively participated

with right answers.

However the ability to

give newer

per spectiv es on

different topics was

limited.

Attended and actively

participated in all the

discussions. Also gave

all the correct answers

and came out with

interesting

perspect ives for

various topics.

GroupPresentation(5m

arks) *Participation of

Members

*EngagingAudience

*Relevance

5 marks

Presentation isincomplete and

irrelevant.

Dominates

discussion, not

allowing students

to contribute or

creates

distractions by

playing with items.

Comments are not

relevant or goes

back to prev iousdiscussion.

Language is so

confused that it's

difficult to

understand where

comments fits.

Only 1 members

participates and

addr esses t he

audience.

Contributes very

little or at times

that break the

flow of the

discussion.

Comment is

irrelevant and

language is

general. 2members

participating and

ver y little contact

with the audience.

Most group

members speak

only to part of the

audience.

Presentat ion is

Disorganized.

Comments or

contribute

sometimes.

Sometimes talks

over others.

Comments may

repeat what has

been already said

and language isfairly general. Few

members

participating and

answering quest ions

asked by audience.

Not able to answer

all questions asked.

Presentation is

Complete.

Contributes regularly

to discussions and

allows others to share

comments as well.

Contribut ions is

related to topic and

support is provided.

Clarification questions

are asked andlanguage is clear. All

group members

par ticipate and

addresses the queries.

Most group members

speak to the entire

audience. Presentation

is organized and

complete.

Frequency of

comments is optimal.

Steps in when there are

silences to mov e

discussion along but

keeps quiet or allows

others to contribute.

Sensit ive to when to

comment. Contributions

enhance discussion and

brin gs in rel ev antpersonal knowledge. Able

to indicate gaps to topic.

All grou p memb ers

equally participate and

addresses all the question

asked by the audience

ve ry well . All grou p

members speak to the

entire audience

Presentation is visually

organized and complete.

IndividualWrite-ups

(10marks)

*Understanding

of the Quest ion

*Analysis

*Supportive

Information with

examples

*Grammar and

Structure

*Organization

and writing Style

Fails to demonstrate

any understanding of

the concepts under

concern. Lacks

ev idence of any

knowledge related to

the subject.

May simply paraphrase or

restate the

question. There is

no analysis and

has incompetent,

inappropriate

responses.

Contains many

major or minor

errors,

disorganized andpoorly written

May deal with the

question in a

superficial way.

Inappropriate

analy sis and

supporting

information given.

May contain major

errors and is very

weakly organized

and written.

May deal with one

part of the question

in some depth and

there is weak

analysis done. Lacks

supporting

information. May

contain few errors

and is weakly

or ganized and

written.

May deal with all partof the question in a

more general way.

Limited analysis and

supports the answer

with some factual

information. May

contain minor errors

that do not detract

from overall essay.

Clearly organized and

written, but notexceptional.

Understand and deals

with all part of

question in depth.

Provides effective

analysis of question.

Supports with

substantial relevant

information and

application of more

ex amples . May

contain insignificant

errors, well organized

and also well written.

RUBRICS

Rubrics for Integrated Leadership Perspectives

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Integrated Leadership Perspective on 27th aug 2013.doc

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