Effective Leadership:
Integrity - Courage - Impact
The Goolsby Leadership Model
MANA 5350 - Spring 2009
Professors:James Campbell (Jim) Quick
John and Judy Goolsby Distinguished Professor
Goolsby Leadership Academy
Office: 617
Office Hours:W, 6-7 p.m.; by appointment.
Phones:
Office: (817) 272-3869
Home:(817) 496-0567
E-mail:
COURSE OBJECTIVES:
This course is an advanced graduate elective. The motto of the Goolsby Leadership Academy is: Integrity - Courage - Impact. The Goolsby Leadership Model is founded on a strength-based approach to leadership which is aligned with the emergent sciences of positive psychology and positive organizational behavior. The substantive anchors of the Goolsby model are: authentic leadership, emotional competence, and personal integrity. Our website is:
This is a research-based class that relies on two categories of data: primary and secondary. Primary data will come from two sources. One source is interview data developed by the student. The other source is self-assessment data. Psychological testing is one feature of the Goolsby Leadership Model. Self-awareness is a hallmark of authentic leadership. Secondary data will come from theory and/or research data conducted by other scholars and researchers.
One of the foundational aspects of the Goolsby Leadership Academy is the idea of AStrength Based Leadership.@ Essentially, this is a concept that recognizes there are many different aspects of leadership such as an individual=s personality, skills, experience, creativity, personal integrity, initiative, and environment (to name just a few). Strength based leadership means that an individual should seek to understand his/her own strengths (and weaknesses) and with this understanding, find his/her own, unique leadership approach. With that in mind, we pursue five learning outcomes:
The students will be able to identify their own strengths/weaknesses and, with this knowledge, begin to explain their own leadership approach.
The students will be able to describe the strengths/weaknesses in others and to describe the effects that these have on others leadership ability/effectiveness.
The students will be able to identify complex issues involved in ethical challenges.
Does leadership matter? The students will be able to explain the meaning of leadership Aimpact@.
Courage is an essential part of leadership. The students will be able to describe the meaning of courage.
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COURSE REQUIREMENTS:
Text Synopses (4 brief papers at 25 points each)100 points (25%)
Leader Interview100 points (25%)
Research Topic Paper100 points (25%)
Self-Assessment Paper100 points (25%)
Total Possible Points400 points (100%)
REQUIRED MATERIALS:
Texts: (B) Annie McKee, Richard Boyatzis and Richard Johnston. (2008).
Becoming a Resonant Leadership. Boston: Harvard Business Press.
(L)Harry Levinson. (2006). Harry Levinson on the Psychology of Leadership.
Boston: Harvard Business School Press.
Case:(C)David A. Mack and James Campbell Quick. (2002). An insider view of a corporate life cycle transition. Organizational Dynamics, 31 (3), 282-293.
Instruments:(ECI)Emotional Competence Inventory, The Hay Group
(MLQ)Multifactor Leadership Questionnaire, MindGarden
References:Bruce J. Avolio and Fred Luthans. (2006).
The High Impact Leader. New York: McGraw-Hill.
George R. Goethals and Georgia J. Sorenson, General Editors
James MacGregor Burns, Senior Editor
Encyclopedia of Leadership: Volumes 1, 2, 3, and 4.
Thousand Oaks, CA: Sage Publications.
EXPLANATORY NOTES FOR COURSE REQUIREMENTS:
Text Synopses/Case Analysis
Each student is to complete four (4) brief text chapter synopses, each worth 25 points. Communication is a key leader skill within the Goolsby Leadership Model. One aspect of powerful communication is the ability to accurately understand the meaning another is conveying. Therefore, you are asked to accurately summarize a text chapter in no more than 2 pages. In addition, you are asked to comment on or respond to the chapter content based on your own experience, thoughts, and perspective.
An alternative for 1 text synopses would be a case analysis of the EDS case. The case analysis would be more analytical and less information oriented. You would be expected to analyze the case, potentially using other materials within the class.
Leader Interview
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One of the ways of conducting primary research is through the interview method. The Goolsby Leadership Academy has content analyzed over 28 in-depth, formatted interviews with leaders throughout the Dallas-Fort Worth Metroplex. Bill Parcells of the Dallas Cowboys Football Club was interviewed by one of the Associate Editors of the Academy of Management Executive. Each student is to select a leader of professional and/or personal interest, develop an interview protocol, schedule and conduct a 30-minute interview, and provide a write-up of the interview for presentation.
Research Topic Paper
Leadership is one of the most extensively and intensively researched topics within the domains of management, military science, organizational behavior, political science, psychology, and sociology. Each student is to select a leadership topic, theory, or subject of specific interest or professional value. Through secondary source data, conduct research on the topic, theory, or subject. The research paper may then take one of several forms. One option is to propose a new theory with hypotheses or extension of theory within the topic area. A second option is to develop a research design for a study in the topic area to fill a niche or hole in the knowledge base. A third option is to develop a set of implications for the practice of leadership in your professional context based on existing research.
Self-Assessment Paper
Self-awareness is a key hallmark of authentic leadership. Self-assessment tests using self-report and other-report are one way of developing good information about one=s impact in the world. Psychological tests also help to identify key and central strengths within an emerging leader. Each student is to prepare a paper in part based on test feedback that focuses on a plan for accelerating his or her own authentic leadership development. This development plan should be specific, concrete, and include clear, identifiable goals. Their achievability is within the eye of the beholder.
The two key psychological tests used in the class are listed as instruments under required materials.
UT Arlington and COBA Policies
Student Support Programs
The University of Texas at Arlington supports a variety of student success programs to help you connect with the University and achieve academic success. They include learning assistance, developmental education, advising and mentoring, admission and transition, and federally funded programs. Students requiring assistance academically, personally, or socially should contact the Office of Student Success Programs at 817-272-6107 for more information and appropriate referrals.
Americans Disabilities Act
The University of Texas at Arlington is on record as being committed to both the spirit and letter of federal equal opportunity legislation; reference Public Law 93112--The Rehabilitation Act of 1973 as amended. With the passage of new federal legislation entitled Americans with Disabilities Act--(ADA), pursuant to section 504 of The Rehabilitation Act, there is renewed focus on providing this population with the same opportunities enjoyed by all citizens.
As a faculty member, I am required by law to provide "reasonable accommodation" to students with disabilities, so as not to discriminate on the basis of that disability. Your responsibility is to inform me of the disability at the beginning of the semester and provide me with documentation authorizing the specific accommodation. Student services at UTA include the Office for Students with Disabilities (located in the lower level of the University Center) which is responsible for verifying and implementing accommodations to ensure equal opportunity in all programs and activities.
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Academic Honesty
Academic dishonesty is a completely unacceptable mode of conduct and will not be tolerated in any form at The University of Texas at Arlington. All persons involved in academic dishonesty will be disciplined in accordance with University regulations and procedures. Discipline may include suspension or expulsion from the University.
"Academic dishonesty includes, but is not limited to, cheating, plagiarism, collusion, the submission for credit of any work or materials that are attributable in whole or in part to another person, taking an examination for another person, any act designed to give unfair advantage to a student or the attempt to commit such acts." (Regents' Rules and Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22).
Drop Policy
It is the student's responsibility to complete the course or withdraw from the course in accordance with University Regulations. Students will not be dropped by the instructor for non-attendance. Students are strongly encouraged to verify their grade status before dropping a course after the first withdrawal date. A student who drops a course after the first withdrawal date may receive an "F" in the course if the student is failing at the time the course is dropped. Please refer to the Undergraduate and Graduate catalogs and the Schedule of Classes for specific university policies and dates.
Policy on Nonpayment Cancellations
Students who have not paid by the census date and are dropped for non-payment cannot receive a grade for the course in any circumstances. Therefore, a student dropped for non-payment who continues to attend the course will not receive a grade for the course. Emergency loans are available to help students pay tuition and fees. Students can apply for emergency loans by going to the Emergency Tuition Loan Distribution Center at E. H. Hereford University Center.
COBA Policy on Bomb Threats
Section 22.07 of the Texas Criminal Law states that a Class A misdemeanor is punishable by (1) a fine not to exceed $4,000, (2) a jail term of not more than one year, or (3) both such a fine and confinement. If anyone is tempted to call in a bomb threat, be aware that UTA has the technology to trace phone calls. Every effort will be made to avoid cancellation of presentation/ tests caused by bomb threats to the Business Building. Unannounced alternate sites will be available for these classes. If a student who has a class with a scheduled test or presentation arrives and the building has been closed due to a bomb threat, the student should immediately check for the alternate class site notice which will be posted on/near the main doors on the south side of the Business building. If the bomb threat is received while class is in session, your instructor will ask you to leave the building and reconvene at another location. Students who provide information leading to the successful prosecution of anyone making a bomb threat will receive one semester's free parking in the Maverick Garage across from the Business Building. UTA's Crimestoppers may provide a reward to anyone providing information leading to an arrest. To make an anonymous report, call 817-272-5245.
COBA Policy on Food/Drink in Classrooms
College policy prohibits food and/or drinks in classrooms and labs. Anyone bringing food and/or drinks into a classroom or lab will be required to remove such items, as directed by class instructor or lab supervisor.
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TOPICAL COURSE OUTLINE
Class Assignment For
TopicDate Reading Assignment Guests/Exercises/Cases Evaluation
Course OverviewJan. 21Quick Pep Talk Leadership autobiographies
Leading for RealJan. 28Chapter 1 (B)
Resonant LeadershipFeb. 4Chapter 2 (B) First text synopsis
Wake-Up CallsFeb. 11Chapter 3 (B) Lee Thurburn, NetOffer
Seeing Your DreamFeb. 18Chapter 4 (B) Leader Interviews
Your Real SelfFeb. 25Chapter 5 (B) EDS Case (C) Case Analysis or
Second text synopsis
From Awareness to ActionMar. 4Chapter 6 (B) Emotional Competence (ECI)
Igniting ResonanceMar. 11Chapter 7 (B) Business Week in the College
Back to Renewal------Mar. 18------Spring Break------Scheduled R & R------
Whose Objectives?Mar. 25 Chapter 1 (L) Leader Interviews
Burn Out Apr. 1Chapter 2 (L) Third text synopsis
PsychodynamicsApr. 8Chapter 4 (L) Multifactor Leadership (MLQ)
Research TopicsApr. 15 Sharing your research Research Topic Paper
Criteria for CEOsApr. 22Chapter 5 (L) Dale Thompson, PhD
Leadership Worth Following
The Abrasive PersonalityApr. 29Chapter 6 (L) Fourth text synopsis
Performance AppraisalMay 6Chapter 7 (L)
Phase II of Your! CareerMay 13Chapter 3 & 10 (L) Self-Assessment Paper