EXECUTIVE MBA (ENGLISH, NON-THESIS, GÖZTEPE) | |||||
Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 |
Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
EXM5112 | Strategic Leadership and Management for Executives | Fall | 3 | 0 | 3 | 8 |
The course opens with the approval of the Department at the beginning of each semester |
Language of instruction: | En |
Type of course: | Must Course |
Course Level: | |
Mode of Delivery: | Face to face |
Course Coordinator : | Dr. Öğr. Üyesi TUĞCAN DEMİR |
Course Objectives: | This course gives students the skills and tools necessary to fulfill their role as a modern leader. Additionally, students will learn how to become an effective leader, how to motivate staff, implement mission and core values, demonstrate ethical behavior, and identify personal leadership style and how to manage change. Students will also learn how to facilitate employee development, coach others and deal with conflict. |
The students who have succeeded in this course; The students who succeeded in this course; will be able to classify the leadership styles. will be able to analyze critical-thinking and problem solving skills. will be able to improve the coaching skills. will be able to develop conflict-resolution skills. will be able to identify the types of behaviors such as ethical or unethical. |
The course has identified four fundamental and broad pillars of leadership: knowledge and understanding, communication and collaboration, responsibility and integrity, and a worldview of business and society. This class is designed to help students develop a deeper understanding of their leadership capabilities in the context of business. |
Week | Subject | Related Preparation | |
1) | Leadership Values a.Definiton of leadership and application of values based leadership. b.Goal setting | Reading | |
2) | Management versus leadership a. Leadership and management functions b. Traits and behaviors associated with effective and ineffective leadership c. Needs, attitudes, and self-concept in effective leaders | Reading | |
3) | Ethical leadership behavior a. Typical ethical dilemmas for supervisors b. The impact of ethical and unethical behavior c. Methods to determine appropriate steps in ethical dilemmas d. Ethical solutions | Reading | |
4) | Leadership styles and skills a. Models of effective leadership traits, behaviors, styles, flexibility, use of power, and skills b. Personal leadership characteristics in relationship to each aspect of effective leadership c. Strengths and weaknesses of personal leadership characteristics in relationship to each of effective leadership d. Implementing plans to improve personal leadership effectiveness | Reading | |
5) | Motivation strategies a. The relationship between motivation and effective leadership b. Content and process motivational theories in relation to employee performance c. Motivational needs of individual employees and teams d. Strategies to meet motivational needs of individual employees and teams | ||
6) | Adapting leadership style to various situations a. Situational leadership model b. Directive and supportive leadership behaviors for each style in chosen model c. The needs of followers in various situations d. Applying the correct leadership style to influence follower behavior in varying situations | Reading | |
7) | Negotiations and conflict resolution a. Strategies for negotiations/conflict resolution b. Steps of the win-win negotiating/problem solving model c. Win-win negotiations/conflict resolution | Reading | |
8) | mid-term | ||
9) | Impact of power on leadership attempts Types of power and appropriate use Assessing personal power bases Analyzing the types of power that would be more effective in a specific situation Implementing and reporting on progress | Reading | |
10) | Examining leadership at your organization Identifying roles leaders perform at various levels in an organization Organizational leadership theories Importance of vision, mission, and goals in organizational leadership Apply trust-building strategies | Reading | |
11) | Leader’s role in managing change The change cycle Typical causes of resistance to change Manager’s role in communicating and implementing change Developing a change management plan | ||
12) | presentation | ||
13) | Presentation | ||
14) | Presentation |
Course Notes: | Solomon, M.R. (2009), Consumer Behavior: Buying, Having, and Being, New Jersey: Pearson |
References: |
Semester Requirements | Number of Activities | Level of Contribution |
Attendance | 15 | % 15 |
Laboratory | % 0 | |
Application | % 0 | |
Field Work | % 0 | |
Special Course Internship (Work Placement) | % 0 | |
Quizzes | 1 | % 10 |
Homework Assignments | % 0 | |
Presentation | 1 | % 10 |
Project | % 0 | |
Seminar | % 0 | |
Midterms | % 0 | |
Preliminary Jury | % 0 | |
Final | 1 | % 65 |
Paper Submission | % 0 | |
Jury | % 0 | |
Bütünleme | % 0 | |
Total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 35 | |
PERCENTAGE OF FINAL WORK | % 65 | |
Total | % 100 |
Activities | Number of Activities | Workload | |
Course Hours | 14 | 42 | |
Laboratory | |||
Application | |||
Special Course Internship (Work Placement) | |||
Field Work | |||
Study Hours Out of Class | 14 | 126 | |
Presentations / Seminar | 13 | 28 | |
Project | |||
Homework Assignments | |||
Quizzes | |||
Preliminary Jury | |||
Midterms | 1 | 2 | |
Paper Submission | |||
Jury | |||
Final | 1 | 2 | |
Total Workload | 200 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution |