Content

The following themes are covered
INDIVIDUAL
- Leadership and power
- Organisation justice and ethics
- Perceptions and development
- Motivation and personality
- Job satisfaction and commitment
- The role of emotions in organisations
GROUPS
- Groups and teams
- Decision making and negotiations
ORGANISATION- Culture and structure of organisations

Aims

This course is an introduction to the science of leadership and the development of leadership in organisations.
Organisation psychology is the study of the how and what people think, feel and behave in organisations. Research in organisation psychology related different aspects of organisations, such as individual employees (for example personality, motivation, leadership, decisions), groups (for example characteristics, processes, cooperation) and organisation characteristics (for example job, design, culture, organisation change).Leaders play an important role in steering and influencing all of these aspects of the organisation. This course aims at understanding and gaining insights in the importance of leadership in organisations in the science of leadership. 

- Students will know what leadership entails and understand which domains in organizations it has an impact on. They will be able to describe the most relevant theories in leadership research.
- Students will be able to analyze a practical leadership case or problem and identify relevant theoretical markers. From this, they can distill tangible actions for leadership development.
- Students will prepare a presentation in group and use the book and scientific papers as documentation.
- Students will identify the strong and weak points of their abilities to cooperate and discuss teaching material. They will also gain experience in leading a discussion session.
- Students will reflect on their knowledge with regard to leadership (theories). In a paper, they will describe their personal and theoretical reflections.

Course material

Greenberg, J., & Baron, R. (2008). Behavior in organizations (ninth
edition). New Jersey: Prentice Hall.

Optional text:Yukl, G. (2006). Leadership in organizations. New Jersey: Pearson. 

This course is also included in

• H04D9A : Psychological and Social Aspects of the Management of Organisations
• I0O46A : Leadership

Content

The ola consists of three parts:
- profiling and team composition analysis:  in this part students are introduced to team contribution categories  and the way in which team member profiling allows to reveal strengths and weaknesses of a team composition by a hands on exercise with their own team membership as subject of study. Role allocation and  team structuring are targeted skills to be developed here. 
- concurrent engineering game: this business simulation game makes students familiar with the  important influence of organizational structures on the  performance of project teams with parallel, interacting task responsibilities. The exercise consists of a 4 hours competitive product development effort set in a real life production facility.- business game: during this three day business game students have to organize themselves in teams or companies.  They create a vision, set goals for their company, translate them in the normal activities of a company: hiring people, buying raw material, investing in machines, price setting, marketing, selling and delivering the products, production planning,  …  At the end of the game during a formal session what they hoped to reach and what has been reached is discussed.

Aims

Students are able to apply what they have learned in OLA1 and OLA2:  define a vision, formulate a strategy and objectives, organize themselves in teams and a proper functional structure.  They are able to analyze a situation and make the proper decisions based on valid support techniques, evaluate the consequences and act accordingly.

Description of learning activities

Interactive business simulation games

Course material

Handouts made available to the students  before the start of the games.

This course is also included in

• H09Q1A : Leadership and Strategic Management

Content

1. Leadership:How to define,types of profiles(inspirational,organisational),style
2. Strategic Dialogues: Vision and Strategy as a tool to aline teams and lead the team to common goals.Technique of defining actual situation against strategic desired position (Ist/Soll) and definition of action programs to get there.
3. What to do in global crises: short time survival to reach long term objectives (use of operational KPI's)
4. Culture of enterpreneurship and commitment
5. Why?(reason to exist),how?(values),what?(action plans)
6. How evaluate (choose) the team and reward it?
7. Priority setting (people,profit,planet?)
8. Translation and communication of vision/strategy to affiliates and workfloor
9. Role of innovation10. Case study of a company in Belgium

Aims

- the student knows the techniques of Business Strategic Dialogues and the role of leadership in it
- the student can roll out (communicate and implement) a business strategy in the whole organisation of the company- the student understands the important relation between team's (strategic) objectives,evaluation & rewarding

Description of learning activities

Mixture of classes and seminars

Course material

Handbook, texts and presentations

This course is also included in

• H09Q1A : Leadership and Strategic Management