GRST 511 – Leadership & Decision Making

Grand View University - Fall 2016

Tuesday, 5:30-10 pm –August 30; September 13, 27; October 11, 25; November 8, 22; December 6

Rasmussen 220

Dr. Paul Leavenworth

Phone: 515-491-1726 (Cell)

E-mail:

Course description

This course will examine general leadership and decision-making theories for application for personal and professional awareness and growth in relational and organizational contexts. Students will examine and explore a variety of leadership theories, examine and assess their leadership skills(Leadership 2.0), explore the Harvard Business Essentials 5 Steps to Better Results (Decision Making), and interact with Malcolm Gladwell’s concept of “thinking without thinking” (Blink).

Common core goals

The student will demonstrate an understanding of innovation at the individual, team, and organizational level through:

  • Demonstrating knowledge of key theories of leadership and decision-making.
  • Recognizing (self-evaluate) personal leadership strengths and weaknesses.
  • Learning how to mature personally and grow professionally through self-management and interaction with

others.

  • Discovering resources that aid in making better personal and professional decisions.

How the course will be taught

This course has four aspects: lecture, discovery-learning, discussion, and application. To facilitate learning for application, students must be prepared for class discussion by doing the assigned reading prior to class meetings. The class will start at 5:30 pm and each class meeting will involve three hour and twenty minute sections with a 10-15 minute break between sessions. A general class schedule will involve: content and discussion, and guest speakers (3-4). Additional topics will be presented through TED videos, video clips, and supplemental articles.

Resources necessary for learning

Required Texts: Leadership 2.0, by Travis Bradberry and Jean Greaves

Blink, by MalcomGladwell

Decision Making (Harvard Business Essentials)

What you will be required to do

Note: To receive full credit, all assignments must be turned in by the end of the class meeting that they are due. Assignments submitted one class period late will receive a one-letter grade reduction. Later submissions will not be accepted. Keep copies of all your written work on your e-portfolio!

Assignments, Exams, and Extra Credit:

  • Book Report (10% or 50 possible points) – due November 22
  • Self- Leadership Project/Presentation (40% or 200 possible points) – due November 22
  • Exam (20% or 100 possible points) – due December 6
  • Decision-Maker Presentation (10% or 50 possible points) –due December 6
  • Reflection Paper (10% or 50 possible points) – due December 6
  • Attendance/Participation (10% or 50 points) – Each student is allowed one class absence without penalty. A second and third absence will result in a 25-point loss of points per each absence. A fourth absence will result in an F in the course.
  • Extra Credit (10% or 50 possible points):
  1. Journal Article Summaries (1 page) – maximum 5 (5 points each/25 possible points)
  2. A Leader’s Legacy by Kouzes and Posner (3-4 pages) – 25 possible points

Grading scale

A = 90-100%, B = 80-89%, C = 70-79%, D = 60-69%, F = less than 60%

The following measures will be used to assess student academic achievement in this course:

Assignment / Possible points
Book Report / 50
Self-Leadership Project / 200
Exam / 100
D-M Presentation / 50
Reflection Paper / 50
Attendance / 50
Extra Credit / 0 to + 50
Total / 500

Tips to be successful

  • Come to class.We don’t have a textbook that covers what we do in class, so you’ll miss lots when you’re gone.
  • Read what’s assigned and do the daily work. You won’t know what’s in the New Testament if you don’t read it. And falling behind will lead to both shoddy work and lower grades.
  • Connect. Get to know your professor and fellow students. They’re your allies in learning.
  • Open up. A real education is about transformation. Open your mind and expect to be changed by what you encounter in the course.

Academic Responsibility/Honesty/Code of Integrity

In accordance with its mission statement, Grand View University is dedicated to the development of the whole person, and committed to truth, excellence, and ethical values. The University strives to promote appreciation of the dignity and worth of each individual and open interaction between student, faculty and staff. Personal integrity and academic honesty are essential to building a campus of trust. Thus, honesty in all aspects of the college experience is the responsibility of each student, faculty, and staff member.

Nettiquette (from ‘Internet etiquette’)

"Netiquette" refers to the standards for appropriate interaction in an online environment. Students are expected to display proper netiquette in their communications with their teacher and with other students. This includes using proper written English, being polite by disagreeing agreeably when necessary, including your name and other necessary identifiers on any communication. If an email or discussion post ever concerns you, please notify the instructor right away in a private manner.

This is reflected in the Grand View University Code of Integrity which states: As a member of the Grand View University community, and in accordance with the mission of the university and its Lutheran identity, I agree to appreciate and respect the dignity and worth of each individual. I will honor and promote a community of open interaction, personal integrity, active and intellectual engagement, and academic honesty with students, faculty and staff.

Accommodation

Grand View University prohibits unlawful discrimination and encourages full participation by all students within the university community. When a student requires any instructional or other accommodation to optimize participation and/or performance in this course, it is the responsibility of the student to contact both the instructor and the Associate Director of Student Success: Academic Support and Disability Services and apply for any requested accommodation. The associate director is Ms. Joy Brandt and she can be reached at 515/263-2971.

Class Attendance

Students are responsible for adhering to the attendance policies as expressed by the instructor/department. Furthermore, the Federal Government requires that students receiving financial aid attend classes. Students, who are identified by the instructor as not attending classes, will be reported. Students who fail to return to classes may lose all or a portion of their financial aid.

Classroom Conduct

Students should conduct themselves as responsible members of the University community respecting the rights of others. Any student behavior interfering with the professor’s ability to teach and/or the student’s ability to learn constitutes a violation of the Code of Student Conduct found in the Grand View Catalog. The professor may ask the student to leave the classroom and that student will be subject to disciplinary sanctions.

University E-Mail Account

It is essential that all students check their Grand View University e-mail account or set their account to forward to a preferred e-mail address. Students may set-up an e-mail auto forward from the myView web site (myViewCampus LifeTechnology ResourcesmyView MailmyView Mail Forwarding).

Appeal of Final Course Grade or Faculty Member’s Final Academic Disciplinary Action

Students who wish to appeal a final course grade or other academic disciplinary action of an instructor must complete at least section I.A. of the Academic Appeal Form on-line within fourteen calendar days after the published due date for the final grade submission of the academic term in which the issue of disagreement occurred. Visit site below to complete first part of the form: . This form must be submitted electronically to the Office of the Provost. Nursing Students appealing a grade in a nursing course must follow the Nursing Division procedures.

Use of Blackboard and MyGrades

The MyGrades tool of Blackboard is intended to be a communication tool and to facilitate information sharing between instructors and students.The grades and feedback posted on MyGrades are not to be interpreted as the final grade submitted by the instructor. Discrepancies and mistakes can be made in using and interpreting the technology – by both student and instructor. Refer to the grade policy in the syllabus for a full understanding of how your grade is calculated. Students will find their final grade on myViewmyTools > Academic Profile > Grades by Term.

Assignment of Credit Hours

With successful completion of this course, Grand View University will award you a specified number of credit hours on your transcript. Our accrediting body, the Higher Learning Commission, as well as the US Department of Education have standards in the definition of what counts as a credit hour (see GV Catalog for a full definition) so that students receive the full educational experience we claim. This course will involve face-to-face class time and outside learning activities to fulfill credits awarded.

Class Schedule

Class 1: Tuesday, August 30, 2016 (5:30-10pm)

Session 1: Orientation

  • Welcome, Getting to Know One Another
  • Overview of Course
  • Lottery for Decision-Maker Presentations
  • YouTube Video: Malcolm Gladwell, “Blink” (9: 01)

BREAK

Session 2: Definition of Terms and Processes

  • Leadership, Management, Administration
  • TED Video: Seth Godin, “Leadership & Management” (7: 12)
  • Introduction to HBE Decision Making paradigm:
  • Step 1: Establishing a Context for Success
  • Step 2: Frame the Issue Properly
  • Step 3: Generate Alternatives
  • Step 4: Evaluate the Alternatives
  • Step 5: Choose the Best Alternative
  • The Uncertainty Problem
  • Human Foibles
  • Organizational Traps
  • Toward a Smarter Organization
  • TED Video: Marcia Blenko – “How Companies Can Make Better Decisions” (11: 07)

BREAK

Session 3: Leadership Theories and Skills

  • TED Video: 10 Leadership Theories in 5 Minutes (5: 05)
  • Great Man Theory
  • Trait Theory
  • Skills Theory
  • Style Theory
  • Situation Leadership Theory
  • Contingency Theory
  • Transactional Leadership Theory
  • Transformational Leadership Theory
  • Leader-Member Exchange Theory
  • Servant Leadership Theory
  • Leadership Theory Discussion
  • Leadership 2.0
  • Core Leadership (Strategy, Action, Results)
  • Adaptive Leadership (Emotional intelligence, Organizational Justice, Character, Development)
  • Assignments for Tuesday, September 13 – DM – Ch. 2; L2.0 – Ch. 2

Class 2:Tuesday, September 13 (5:30-10pm)

Session 1: Step 1: Establishing a Context

  • Why context is important for good decisions
  • The characteristics of a decision-friendly context
  • The advocacy problem
  • The inquiry solution
  • Leadership 2.0 Action Plan (p. 15-20)
  1. Take 360 Refined
  2. Transfer scores to Leadership 2.0 Action Plan (p. 18-19)
  3. Pick a leadership skill to work on
  4. Pick three behaviors you will commit to practicing for your chosen skill
  5. Choose a leadership mentor
  6. Practice behaviors related to chosen skill
  • Expect success, not perfection
  • Practice, practice, practice
  • Be patient
  1. Repeat the process
  • Choosing a Leadership Mentor
  • TED Video: Brene Brown – “Vulnerability” (26: 11)

BREAK

Session 2: Guest Speaker (TBA)

BREAK

Session 3: Core Leadership – STRATEGY (Ch. 2)

  • Vision
  • Acumen
  • Planning
  • Courage to Lead
  • TED Video: Casper Berry – “Risk & Decision Making” (9: 43)
  • Assignments for Tuesday, September 27 – DM – Ch. 3; L2.0 – Ch. 3

Class 3: Tuesday, September 27 (5:30-10pm)

Session 1: The Framing Challenge (Ch. 3)

  • Frames as mental windows on reality
  • How to avoid misframing a problem or decision
  • Using creative thinking to develop a proper frame
  • TED Video: Dan Ariely – “Are We in Control of Our Decisions?” (17: 26)

BREAK

Session 2: Guest Speaker (TBA)

BREAK

Session 3: Core Leadership - ACTION (Ch. 3)

  • Decision Making
  • Communication
  • Mobilizing Others
  • TED Video: Simon Sinek – “How Great Leaders Inspire Action” (18: 35)
  • Assignments for Tuesday, October 11 – DM – Ch. 4; L2.0 – Ch. 4

Class 4: Tuesday, October 11 (5:30-10pm) -

Session 1: Alternatives (Ch. 4)

  • Why good decisions depend on alternative choices
  • A method for generating alternatives
  • How a creative group can help
  • The characteristics of good alternatives
  • TED Video: Stanley McCrystal – “Listen, Learn… Then Lead”

BREAK

Session 2: Guest Speaker - TBA

BREAK

Session 3: Core Leadership – RESULTS (Ch. 4)

  • Risk taking
  • Results Focus
  • Agility
  • TED Video: Marty Linsky – “Adaptive Leadership – Leading Change” (21: 01)
  • Assignments for Tuesday, October 25 – DM – Ch. 5; L2.0 – Ch. 5

Class 5: Tuesday, October 25 (5:30-10pm)

Session 1: Evaluate the Alternatives (Ch. 5)

  • Variable to consider
  • Financial tools for analysis
  • Ways to use prioritization matrices and trade-off tables
  • Types of decision software
  • TED Video: Rick Shreve – “Business Ethics” (9: 52)

BREAK

Session 2: Guest Speaker – TBA

Session 3: Adaptive Leadership – EMOTIONAL INTELLIGENCE (Ch. 5)

  • Self-Awareness
  • Self-Management
  • Social Awareness
  • Relationship Management
  • TED Video: Daniel Goleman – “Social Intelligence & Leadership” (10: 16)
  • Assignments for Tuesday, November 8 – DM – Ch. 6; L2.0 – Ch. 6

Class 6: Tuesday, November 8 (5:30-10pm)

Session 1: Make the Decision (Ch. 6)

  • How to use three techniques for moving a group toward a decision
  • The dangers of making a decision too early… or too late
  • The first step of decision implementation
  • TED Video: Daniel Pink – “The Puzzle of Motivation” (18: 37)

BREAK

Session 2: Guest Speaker – TBA

BREAK

Session 3: Adaptive Leadership – ORGANIZATIONAL JUSTICE (Ch. 6)

  • Decision Fairness
  • Information Sharing
  • Outcome Concern
  • TED Video: John Maxwell – “Five Levels of Leadership” (27: 25)
  • Assignments for Tuesday, November 22 – DM – Ch. 7-8; L2.0 – Ch. 7-8

Class 7: Tuesday, November 22 (5:30-10pm)

Blink Book Report Due

Self-Leadership Project Due

Session 1: The Uncertainty Problem (Ch. 7)

  • A three-step process for dealing with decision uncertainty
  • Business tactics for dealing with uncertainty
  • How and when to follow your intuition
  • Human Foibles (Ch. 8)
  • How to avoid the anchoring trap
  • How to keep overconfidence from leading you to a bad decision
  • Why skunk costs should not affect decisions about the future
  • Avoiding the bias of confirming evidence
  • How to avoid making a false analogy

BREAK

Session 2: Guest Speaker

BREAK

Session 3: Adaptive Leadership – CHARACTER (Ch. 7)

  • Integrity
  • Credibility
  • Values Differences

Adaptive Leadership – DEVELOPMENT (Ch. 8)

  • Lifelong Learning
  • Developing Others
  • Assignments for Tuesday, December 6 – DM – Ch. 9-10

Class 8: Tuesday, December 6 (5:30-10pm)

Take Home Exam, Reflection Paper, and D-M PresentationDue

Session 1: Organizational Traps (Ch. 9)

  • The impact of social influences on decision making
  • Groupthink and how to combat it
  • The problem of excessive optimism
  • When groups make better decisions than individuals

Toward a Smarter Organization (Ch. 10)

  • The virtue of making high-quality decisions
  • Case Study: 6 lessons
  • What leaders should do
  • Continual improvement in decision making

BREAK

Session 2: Presentations

  • Decision Maker (10 minutes)

BREAK

Session 3: Presentations (Continued)

  • Course Evaluation