HUMAN 4LM3 The Art Of Leadership
Academic Year: Winter 2016
Instructor: Dr. Amy Beth Warriner
Office: Togo Salmon Hall 604
Phone: 905-525-9140 x
Office Hours: By appointment
- Course Objectives
- Textbooks, Materials & Fees
- Method of Assessment
- Policy on Missed Work, Extensions, and Late Penalties
- Additional Policies and Statements
- Topics and Readings
- Other Course Information
This course follows HUMAN 3LM3 and gives you an opportunity to continue developing your leadership skills. In HUMAN 3LM3, you were given a broad overview or philosophy of leadership and had a chance to consider your personal values and articulate a vision. In this course, we will explore some of the hands on skills that leaders need and some of the issues leaders often face – communicating with diverse people, handling conflict, group work, coaching and engaging direct reports, managing up, ethics, etc. This course is not about giving you textbook answers, but about exploring the complexity of leadership together through discussions and reflections.
With a class this small and with material that is so dependent on individual experiences, the contribution of each member is especially important. You aren’t just potential leaders preparing for a ‘someday’ leadership role. You are leaders now both in this class and in your mentorship assignments. I expect you to complete the readings in preparation for each class, to actively participate, to bring your own examples and questions, and to critically and respectfully consider others’ contributions. You can expect me to be prepared for class, to provide relevant material on leadership, to create a safe place for sharing, to respect your ideas and contributions, and to provide timely guidance and feedback.
Class time plus mentorship equals 3 hours a week, but there will be substantial time required to read, prepare, and reflect outside of class. What you get out of this class will very much dependent on what you put in.
By taking this course, you will:
- Gain a sense of the complex issues you might face as a leader.
- Learn about communicating, dealing with conflict, etc. – skills essential to every leader.
- Set your own development goals and evaluate your progress.
- Identify aspects of your personality that affect how you work in groups and strategies to make those interactions more effective.
- Identify your leadership related and other relevant skills and practice describing those skills in an online portfolio.
Acquire additional experience at multiple levels of leadership, mentoring students and coaching other mentors.
Textbooks, Materials & Fees:
- Karsh, B. and C. Templin. Manager 3.0: A Millenial’s Guide to Rewriting the Rules of Management. Amacom, 2013.
- The Student Leadership Practices Inventory 360 – Purchased Online $14 US.
- A book of your choice on leadership.
Method of Assessment:
Goal setting, tracking, and evaluation – 10
While certain principles of leadership can be taught and discussed, the real learning comes through setting goals, reflecting, making changes, and tracking your own growth. This will be an exercise where you identify your own personal SMART goals, track your progress towards those goals, and then evaluate yourself at the end of the semester.
The Student LPI 360 – 5
You will complete the Student LPI again and ask others to also complete it on your behalf. You will reflect on your results.
Groupwork activities and reflection – 10
You will be doing a variety of exercises in groups this semester. While there is no specific ‘group project’ that you will be evaluated on, your participation will be measured. In addition, you will be encouraged to reflect on your experiences leading up to a final substantial reflection on how you function within a team environment. You may be asked to complete one or more personality assessments as a part of this process.
Weekly reflections – 20 (best 10 out of 12)
In HUMAN 3LM3 we gave you specific questions to help guide your reflections about your mentorship and class experience. Self-reflection is a critical part of your journey as a developing leader and should become a life-long practice. You will still be asked to reflect each week, but these reflections will be slightly more open ended allowing you to demonstrate your own mastery of this process.
Book report – 15
There are so many topics we could cover with regards to leadership. No one instructor could cover them all. I am asking each of you to take responsibility for sharing a piece of the puzzle with the rest of the class. I will ask you to select a leadership related book from the list at the end (or one of your own choosing if pre-approved by me). You will then give a short 10-15 minute oral report on what you learned. I will provide guidelines and expectations for the content/format of this report.
Informational Interview – 10
You will interview a leader of your choice, preferably one in a role similar to one you see yourself holding in the future. There will be two stages to this project. First you will identify your leader and submit an explanation of your choice and the questions you would like to ask them. Being able to ask good questions is an important skill for leaders. I will provide feedback on these questions. You will then conduct your interview and write up a short report on what you learned. I will likely ask that you make these reports public so your classmates can share in your learning.
Final learning portfolio – 20
You will research leadership positions you might be interested in holding in the future. You will create a repository of evidence and stories that demonstrate your skills, particularly as they relate to leadership in general and to the qualities required specifically by your position of interest. You will be able to draw upon these stories when creating resumes and interviewing in the future.
Attendance & participation – 10
As I mentioned in the beginning, you will get out of this course what you put in. You are not future leaders – you are leaders now. This carries with it a responsibility to be present and on time, participate in discussions, take initiative with regards to mentoring the HUMAN 3LM3 mentors, etc. At the end of the semester, I will provide you with several scales measuring these qualities. I will grade you on these scales but you will also grade yourself – your attendance and participation grade will be the average of these two marks.
Policy on Missed Work, Extensions, and Late Penalties:
If you know you will be unable to meet with your mentee(s) on a given day, please notify your instructor, mentee(s) and Claudia as soon as possible BEFORE that day.
If you know you are going to miss a deadline for an assignment, please discuss this with your instructor BEFORE that deadline. A late penalty of up to 10% per day including weekends may apply. Failure to notify the instructor ahead of time may result in a 0 for the component missed.
Please Note the Following Policies and Statements:
You are expected to exhibit honesty and use ethical behaviour in all aspects of the learning process. Academic credentials you earn are rooted in principles of honesty and academic integrity.
Academic dishonesty is to knowingly act or fail to act in a way that results or could result in unearned academic credit or advantage. This behaviour can result in serious consequences, e.g. the grade of zero on an assignment, loss of credit with a notation on the transcript (notation reads: "Grade of F assigned for academic dishonesty"), and/or suspension or expulsion from the university.
It is your responsibility to understand what constitutes academic dishonesty. For information on the various types of academic dishonesty please refer to the Academic Integrity Policy, located at www.mcmaster.ca/academicintegrity
The following illustrates only three forms of academic dishonesty:
- Plagiarism, e.g. the submission of work that is not one’s own or for which other credit has been obtained.
- Improper collaboration in group work.
- Copying or using unauthorized aids in tests and examinations.
Email correspondence policy
It is the policy of the Faculty of Humanities that all email communication sent from students to instructors (including TAs), and from students to staff, must originate from each student’s own McMaster University email account. This policy protects confidentiality and confirms the identity of the student. Instructors will delete emails that do not originate from a McMaster email account.
Modification of course outlines
The University reserves the right to change dates and/or deadlines etc. for any or all courses in the case of an emergency situation or labour disruption or civil unrest/disobedience, etc. If a modification becomes necessary, reasonable notice and communication with the students will be given with an explanation and the opportunity to comment on changes. Any significant changes should be made in consultation with the Department Chair.
McMaster Student Absence Form (MSAF)
In the event of an absence for medical or other reasons, students should review and follow the Academic Regulation in the Undergraduate Calendar Requests for Relief for Missed Academic Term Work. Please note these regulations have changed beginning Fall 2015. You can find information at mcmaster.ca/msaf/. If you have any questions about the MSAF, please contact your Associate Dean's office.
Academic Accommodation of Students with Disabilities
Students who require academic accommodation must contact Student Accessibility Services (SAS) to make arrangements with a Program Coordinator. Academic accommodations must be arranged for each term of study. Student Accessibility Services can be contacted by phone 905-525-9140 ext. 28652 or e-mail email@example.com. For further information, consult McMaster University's Policy for Academic Accommodation of Students with Disabilities.
Academic Accommodation for Religious, Indigenous and Spiritual Observances
Students requiring academic accommodation based on religion and spiritual observances should follow the procedures set out in the Course Calendar or by their respective Faculty. In most cases, the student should contact his or her professor or academic advisor as soon as possible to arrange accommodations for classes, assignments, tests and examinations that might be affected by a religious holiday or spiritual observance.
Topics and Readings:
- Jan 11: Introduction; Share experiences with HUMAN 3LM3
- Read Manager 3.0 Chapters 1 to 6 before next class
- Reflection 1 due Jan 17th at midnight
- Jan 18: Generational differences in values; Coaching workshop [SUBMIT BOOK CHOICES]
- Reflection 2 due Jan 24th at midnight
- Read Manager 3.0 Chapter 8 (up to “Asking others…”), Chapter 9 (“Finding your way…” and “Instilling hope…”), Chapter 12 (“Collaborating…” and “Manager or BFF”), and Chapter 12 (up to “Managing virtual teams…”) before next class
- Complete goal setting exercise by Jan 22nd at midnight
- Jan 25: Adjusting to leadership; Intro to groups
- Reflection 3 due Jan 31st at midnight
- Complete the LPI again yourself. Send out the LPI 360 requests to friends, family and/or colleagues by Jan 27th at midnight.
- Complete a personality assessment to be brought to the next class (tentative).
- Feb 1: Social Psychology; Personality assessment workshop (group)
- Reflection 4 due Feb 7th at midnight
- Read Manager 3.0 Chapter 7 (up to “Giving feedback…”), Chapter 9 (from “Discovering different…” to end) and Chapter 13 (“Providing the skills…”) before next class
- Feb 8: Communication; Project management workshop (group)
- Reflection 5 due Feb 14th at midnight
- Read Manager 3.0 Chapter 7 (from “Giving feedback…” to end), Chapter 10 and Chapter 13 (“Evaluating performance…”) before next class
- Interview questions due by Feb 14th at midnight
- Feb 15: READING WEEK
- Feb 22: Difficult conversations [2 BOOK REPORTS]
- Reflection 6 due Feb 28th at midnight
- Read TBA before next class
- Feb 29: Diversity/women in leadership; Touch base with HUMAN 3LM3
- Reflection 7 due Mar 6th at midnight
- Prepare resume drafts and interview answers for workshop on Mar 7
- Mar 7: Soft skills workshop
- Reflection 8 due Mar 13th at midnight
- View results of LPI 360 and complete the LPI reflection by Mar 13th at midnight
- Mar 14: Team dynamics (group) [2 BOOK REPORTS]
- Reflection 9 due Mar 20th at midnight
- Read Manager 3.0 Chapter 8 (from “Asking others…” to end), Chapter 11, and Chapter 13 (“Delegating…” to end) before class
- Mar 21: Empowering others [2 BOOK REPORTS]
- Reflection 10 due Mar 27th at midnight
- Interview report due Mar 27th at midnight
- Mar 28: Ethics [2 BOOK REPORTS]
- Reflection 11 due Apr 3rd at midnight
- Goal evaluation due Apr 3rd at midnight
- Groupwork assessment due Apr 3rd at midnight
- Apr 4: Catchup/Review [2 BOOK REPORTS]
- Portfolio due Apr 10th at midnight
- Participation assessment due Apr 6th at midnight
Other Course Information:
Possibilities for Book Report
There is so much that we could focus on and talk about with regards to leadership. The following are suggestions only. If there is another book that interests you, ask me for approval. No duplicates will be allowed – each student must do a different book.
- Olivia Fox Cabane (2013). The Charisma Myth: How Anyone Can Master the Art and Science of Personal Magnetism.
- Charles Duhigg (2014). The Power of Habit: Why We Do What We do in Life and Business.
- Brene Brown (2015). Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead.
- Daniel H. Pink (2011). Drive: The Surprising Truth About What Motivates Us.
- Simon Sinek (2011). Start with Why: How Great Leaders Inspire Everyone to Take Action.
- D. Goleman, R.E. Boyatzis, & A. McKee (2013). Primal Leadership: Unleashing the Power of Emotional Intelligence.
- D. Logan, D., J. King, and H. Fischer-Wright (2011). Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization.
- Vince Molinaro (2013). The Leadership Contract: The Fine Print to Becoming a Great Leader.
- Liane Davey (2013). You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done.
- Sylvia Lafair (2009). Don't Bring It to Work: Breaking the Family Patterns That Limit Success.
- Jim Collins (2001). Good to Great: Why Some Companies Make the Leap...And Others Don't.
- Jocko Willink and Leif Babin (2015). Extreme Ownership: How U.S. Navy SEALs Lead and Win.
- Amy Cuddy (2015). Presence: Bringing Your Boldest Self to Your Biggest Challenges.
- Jeff Sutherland (2014). Scrum: The Art of Doing Twice the Work in Half the Time.