Course ObjectiveThe objectives of the oral presentation and written assignment are 1) to
introduce and describe a realistic organizational issue that can be
better understood by attending to leadership - followership processes,
2) to review the relevant theoretical and empirical research literature,
3) to develop specific hypotheses that build on and extend existing
knowledge, 4) to propose a scientific methodological approach to test
Leaders must be able to manage information, diagnose problems, negotiate
with others, and make effective decisions, as well as coordinate and
motivate the human and social capital of their organizational members.
This course aims to prepare you to understand and meet these goals by
familiarizing you with leadership theory, and providing you with
practical experiences through case studies and group activities.
We will consider insights from psychology and management science to
inform students about leadership theory and practice. In addition to
formal lectures, we will use a combination of case studies and practical
exercises / games to help students better understand decision-making
processes, power of persuasion and influence, and effective
Method of AssessmentWritten Exam (70%)
The written exam will consist ofup to 35 multiple-choice questions and
2-3 short open questions and will test your knowledge, understanding,
and application of the course literature and the lecture content.
Note: You need to pass the exam in order to receive a final grade.
Oral presentation and written assignment (30%)
The oral presentation and written assignment involve a group exercise
(groups of five students) in which you develop a research proposal on a
topic related to leadership - followership in organizations.
Goleman, Daniel (1998). “What Makes a Leader,” Harvard Business Review,
Goffee, R. & Jones, G. (2000). Why should anyone be led by you? Harvard
Business Review, 78 (5), 62-70.
Van Vugt, M., Johnson, D., Kaiser, R., & O'Gorman, R. (2008). Evolution
and the social psychology of leadership: The mismatch hypothesis.
Van Vugt, M., Hogan, R., & Kaiser, R. (2008). Leadership, followership,
and evolution: Some lessons from the past. American Psychologist, 63,
Van Prooijen, J.-W., & De Vries, R. E. (2016). Organizational conspiracy
beliefs: Implications for leadership styles and employee outcomes.
Journal of Business and Psychology, 31, 479-491.
Hamstra, M. R. W., Van Yperen, N. W., Wisse, B., & Sassenberg, K.
(2011). Transformational-transactional leadership styles and followers’
regulatory focus: Fit reduces followers’ turnover intentions. Journal of
Personnel Psychology, 10, 182-186.
de Vries, R. E. (2012). Personality predictors of leadership styles and
the self-other agreement problem. The Leadership Quarterly, 23, 809-821.
Paulhus, D. L., & Williams, K. M. (2002). The Dark Triad of Personality:
Machiavellianism, and psychopathy. Journal of research in personality,
Mathieu, C., Neumann, C. S., Hare, R. D., & Babiak, P. (2014). A dark
side of leadership:
Corporate psychopathy and its influence on employee well-being and job
satisfaction. Personality and Individual Differences, 59, 83-88.
|Language of Tuition||English|
|Faculty||Fac. of Behavioural and Movement Science|
|Course Coordinator||dr. K. Fousiani|
|Examiner||dr. K. Fousiani|
dr. K. Fousiani
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