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CA 505 Organizational Leadership
McElroy, Diana Boyd


Mission Statement: The mission of the School of Graduate and Professional Studies at Park University is to provide leadership and directions to Park University's graduate and professional programs to assure that they are specialized, scholarly, innovative, and designed to educate students to be creative, independent, and lifelong learners within the context of a global community.

Vision Statement: Park University's School of Graduate and Professional Studies will be an international leader in providing innovative graduate and professional educational opportunities to learners within a global society.

Course

CA 505 Organizational Leadership

Semester

F2P 2007 DL

Faculty

McElroy, Dr. Diana Boyd

Title

Part-time Instructor, Master of Arts in Communication and Leadership Program

Degrees/Certificates

Ph.D. Adult and Higher Education
M.Ed. Higher Education Administration

Office Location

Thompson Center, Parkville Campus

Office Hours

8:30 am - 5:30 pm, Monday - Friday

Daytime Phone

(816)584-6465

E-Mail

diana.mcelroy@park.edu

Semester Dates

October 21 - December 16, 2007

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:
 

Required text: Hackman, M. Z. & Johnson, C. E. (2004). Leadership: A communication perspective (4th ed.). Long Grove, IL: Waveland Press. (ISBN 1577662849)

 Fairhurst, G.T. &  Sarr, R.A. (1996). The art of framing: Managing the language of leadership. San Francisco, CA: Jossey-Bass. (ISBN 978-0-7879-0181-3)

 Recommended:
 American Psychological Association (2005). Publication manual of the American Psychological Association. Washington, D.C.: American Psychological Association. (ISBN 1557987912)

Additional Resources:
 

Required videos to view this term:

·         Ghandhi (1982), Columbia Pictures – Week 2

·         Apollo 13 (1995), MCA/Universal Pictures – Week 5

·         Twelve Angry Men (1957) – Week 6

·         Elizabeth (1998), 20th Century Fox – Week 7

You will be watching these on your own. These movies should be readily available to borrow through public library systems and/or for rent at your local video store. If you’re in a secluded place, you may need to make arrangements in advance with a video delivery company.
 
Assigned readings for each week are available in the course shell.

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
 

Course description: A course that explores contemporary organizations and the pervasiveness of communication in all aspects of organizational life. It will emphasize the role of the leader in problem solving and decision-making.

Educational Philosophy:
 

Student/Teacher Responsibilities: Student/Teacher Responsibilities: As a graduate student it’s my expectation that you will accept responsibility for your role in this class – preparing in advance, reading with thought, completing assignments as outlined, and contributing to class discussions. My responsibility is to create a positive learning environment, provide interesting information and experiences, encourage you to develop your own perspective and expertise, and to challenge you. It takes work from both of us to make this a worthwhile experience. In addition, some of our discussions may be controversial and others in the “classroom” may disagree with you. While we each have a right to our own opinions, we must also be respectful of one another. Remember, this is an academic discussion; professionalism is the key. No personal attacks – just a lively interchange! It’s also important to provide documentation when possible – an academic link to “back-up” your perspective. As graduate students, it’s important to realize that your “feelings” are important, but providing academic references in support of your stance is essential! If discussions move out of the academic and someone makes a comment you are uncomfortable with, please contact me immediately. Please send me an e-mail or give me a call when you have questions, concerns, or suggestions about the class. And, remember - It’s much more productive to have that discussion BEFORE the assignment is due! 

  Instructor Learning Outcomes

  1. 1.  Develop a theory-based personal definition of leadership.
  2. 2.  Contrast authoritarian, democratic, Laissez-Faire, trait, situational, functional, transformative and charismatic leadership.
  3. 3.  Evaluate the differences between leadership and following.
  4. 4.  Contrast power and empowerment.
  5. 5.  Evaluate the different methods for influencing others.
  6. 6.  Explain the similarities between leading in groups and teams, leading in organizations, and public leadership.
  7. 7.  Discuss why and how ethics and diversity are key leadership and organizational issues today and suggesting a method for dealing with those issues.
  8. 8.  Critically evaluate your own leadership ability.
  9. 9.  Summarize key organizational communication research findings from the 1940s-1970s.
  10. 10.  Explain how paradigms shape organizational communication research.
  11. 11.  Summarize key elements creating organizational culture.
  12. 12.  Explain how narratives and metaphors shape organizational communication.
  13. 13.  Synthesize readings on the organization as rhetor to create a theory of the organization as rhetor.
  14. 14.  Identify and explain key issues in critical organizational theory.
  15. 15.  Write an organized, insightful, piece of organizational leadership research.
  16. 16.  Explore personal reactions to the Truman decision center simulation.
Class Assessment:
 

Course assessment: You will demonstrate that you have mastered the learner outcomes through: presentations, discussion, homework, examinations, and writing. You will collect your work and turn in a portfolio of much of the original work for the core assessment of the class.

Grading:
 

Grading plan:

500 points roughly divided into the following areas:

Final Exam 100 points (roughly 20%)

Book Presentations 105 points (roughly 20%)

Participation/Homework 170 points (roughly 35%)

Weekly assignments/discussions/activities worth 10 points each.

Core Assessment Portfolio 125 points (roughly 25%)

The major assignment (100 points) in the portfolio is the 15-20 page APA-style convention paper over organizational communication/leadership. The remaining 25 points are for the inclusion of the exam and miscellaneous other papers as indicated in the formal assignment.
 

Grading scale:

450-500 points = A; 400-449 points = B; 350-399 points = C; 300- 349 points D; below 300 points = failing

 

Late Submission of Course Materials:
 

Late Work: It’s my expectation that all course work will be submitted by the due date, by 5:00 pm CST. If you know you will not be able to participate during a particular period, please send me an e-mail in advance. Please plan ahead and start early, to ensure that unexpected things that can arise (illness, power outage, etc.) will not have a negative impact on your grade. You must contact me and make arrangements 24 hours BEFORE the due date. All late work must be completed within two weeks of the original assignment unless special permission is granted. All late work will be penalized 10%. Communication with me and planning on your part are your keys to success!

Course Topic/Dates/Assignments:
 

Course Schedule

Week One: Introduction to leadership and organizational communication

 DUE— Defining leadership

READ— Hackman and Johnson chaps. 1-2 AND

Thayer, L. (1988). Leadership/Communication: A critical review and a modest proposal. In G.M. Goldhaber & G. A. Barnett (Eds.) Handbook of organizational communication (pp. 231-263)Norwood, NJ: Ablex Publishing.

Goldhaber, G. M., & Porter, D. T. (1978). Organizational Communication: 1978. Human Communication Research, 5, 76-96.

Redding, W. C., & Tompkins, P. K. (1988). Organizational communication—past and present tenses. In G.M. Goldhaber & G. A. Barnett (Eds.) Handbook of organizational communication (pp. 8-33)Norwood, NJ: Ablex Publishing.

Putnam, L.L.  (1982).  Paradigms for organizational communication research: An overview and synthesis.  Western Journal of Speech Communication 46, 192-206. 


Week Two: Theories of leadership

DUE-- Leadership evaluation

READ—Hackman and Johnson chaps. 3-4

VIEW—Gandhi (1982) Columbia Pictures

REPORT ON—

Heresy, P. & Blanchard, K.H. (2001). Management of organizational behavior: Utilizing human resources (8th ed.). Englewood Cliffs, NJ: Prentice Hall.

Bass,B.M.,& Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.

Nanus, B. (1992) Visionary leadership. San Franscisco: Jossey-Bass.

Conger, J. A. (1989). The charismatic leader. San Franscisco: Jossey-Bass.

 
 
Week Three: Leading through communication-- Framing 

DUE—Paper proposal

READ—Fairhurst & Sarr, Chaps. 1-5

REPORT ON—

Lakoff, G. & Johnson, M. (1980). Metaphors We Live By. Chicago: U. of Chicago Press.

Bolman, L.G. and Deal, T.E. (2003). Reframing Organizations: Artistry, Choice, and Leadership (2nd. ed.). San Francisco: Jossey-Bass Publishers.

Deal, T.E. & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, Mass: Addison-Wesley Publishing Company, Inc.


Week Four: Leading through communication-- Framing

DUE— Text selection paper

READ—

Fairhurst & Sarr, Chaps. 6- epilog

Bineham, J.L. (1991). Some ethical implications of team sports metaphors in politics. Communication Reports, 4(1), 35-42.

Hirsch, P.M. & Andrews, J.A.Y. (1983). Ambushes, shootouts, and knights of the roundtable: The language of corporate takeovers. In L.R. Pondy, P.J. Frost, G. Morgan & T.C. Dandridge (Eds.) Organizational Symbolism (pp. 145-155). Greenwich, CN: JAI Press, Inc.

Thackaberry, J. (2003, May). Management, drop your tools: Military metaphors for wildland firefighting and public resistance to “safety” legacies of tragedy fires. Paper presented at the International Communication Association annual meeting, San Diego, CA.

REPORTS ON—

Gargiulo, T.L. (2005). The Strategic Use of Stories in Organizational Communication and Learning. Armonk, NY: M. E. Sharp.

Kouzes, J.Ml, &Posner, B.Z. (2002). The leadership challenge: How to get extraordinary things done in organizations (3rd ed.). San Franscisco: Jossey-Bass.


Week Five: Leadership in context: Leading organizations, groups and the public 

 DUE—Method paper

VIEW— Apollo 13 (1995) MCA/Universal Pictures

READ— Hackman and Johnson chaps. 7-9

AND

Foss, S.K. (1984). Retooling an image: Chrysler corporation's rhetoric of redemption. Western Journal of Speech Communication, 48, 75-91.

REPORT ON—

Strock, J. M. (2001). Theodore Roosevelt on Leadership: Executive Lessons from the Bully Pulpit. Roseville, CA: Forum.    

Phillips, D. T. ( 1992). Lincoln on leadership : Executive strategies for tough times. New York: Warner.

Schein, E. H. (1992). Organizational culture and leadership. San Franscisco: Jossey-Bass, Inc. 

Marquardt, M. J., & Berger, N. O. (2000). Global Leaders for the 21st Century. Albany, NY: State University of New York Press.


Week Six: Leadership, power and influence
 
DUE—Analysis paper

.VIEW— The Godfather (1972) Paramount Pictures

READ— Hackman and Johnson chaps. 5-6 AND

Ogbor, J. O. (2001). Critical theory and the hegemony of corporate culture. Journal of Organizational Change Management, 14, 590-609.

REPORT ON—

Mumby, D.K. (1988). Communication and Power in Organizations: Discourse, Ideology, and Domination. Norwood, NJ: Ablex Publishing Corp. 

Clegg, S. R. (1990). Modern Organizations: Organization Studies in the Postmodern World. London: Sage Publications.   

Deetz, S. (1992). Democracy in an age of corporate colonization. Albany, NY: State University Press of New York. 


Week Seven: Issues in leadership

DUE—Rough draft of paper; ethics/gender paper

VIEW— Elizabeth (1998) 20th Century Fox

READ—Hackman and Johnson chaps. 10-11

AND

Kirby, E. L. & Harter, Lynn M. (2001). Discourses of diversity and the quality of work life. Management Communication Quarterly, 15, 121-128. 

Turner, L. H., & Shuter, R. (2004). African American and European American women’s visions of workplace conflict: A metaphorical analysis. Howard Journal of Communications, 15, 169-183.

REPORT ON—

Cantor, D. W., Bernay, T, and Stoess. (1992). Women in Power: The secrets of leadership. New York: Houghton Mifflin

Helgensen, S. (1995). The Female Advantage: Women’s ways of leadership. New York: Bantam Doubleday Dell Publishing Group. 

Gerber, R. (2002). Leadership the Eleanor Roosevelt way: Timeless strategies from the First Lady of courage. Upper Saddle River, NJ: Prentice Hall. 

Stohl, C. (1995). Organizational communication: Connectedness in action. London: Sage Publications. 

 

Week Eight: Leadership development.

DUE— Paper; final exam

READ—Hackman and Johnson chap. 12 AND

Clutterbuck, D. & Hirst, S. (2002). Leadership communication: A status report. Journal of Communication Management, 6, 351-5.

REPORT ON—

Napolitano, C. S. (1997). The leadership odyssey: A self-development guide to new skills for new times.  San Franscisco: Jossey-Bass, Inc. 

Maxwell, J. C. (1998). Developing the leader within you. Nashville, TN: Thomas Nelson Publishers. 

Covey, S. R. (2004). The eighth habit: From effectiveness to greatness. New York: Free Press.

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2007-2008 Graduate Catalog Page 24-26

Plagiarism:

Plagiarism involves the appropriation of another person's ideas, interpretation, words (even a few), data, statements, illustration or creative work and their presentation as one's own. An offense against plagiarism constitutes a serious academic misconduct. Although offenses against academic integrity can manifest themselves in various ways, the most common forms of offenses are plagiarism and cheating. Plagiarism goes beyond the copying of an entire article. It may include, but is not limited to: copying a section of an article or a chapter from a book, reproduction of an art work, illustration, cartoon, photograph and the like and passing them off as one's own. Copying from the Internet is no less serious an offense than copying from a book or printed article, even when the material is not copyrighted.

Plagiarism also includes borrowing ideas and phrases from, or paraphrasing, someone else's work, published or unpublished, without acknowledging and documenting the source. Acknowledging and documenting the source of an idea or phrase, at the point where it is utilized, is necessary even when the idea or phrase is taken from a speech or conversation with another person.

Park University 2007-2008 Graduate Catalog Page 24-26


Attendance Policy:

Professors are required to maintain attendance records and report absences. Excused absences can be granted by the instructor, for medical reasons, school sponsored activities, and employment-related demands, including temporary duty. Students are responsible for any missed work. Absences in excess of four (4) class periods, in a 16-week semester (or 2, in an 8-week term) will be reported to the Director of the individual graduate program, or to the Dean, for appropriate action. Students with such a record of absences, without an approved excuse, may be administratively withdrawn from the class and notified by mail that an "F" will be recorded, unless the student initiates official withdrawal from the class(es).Park University 2007-2008 Graduate Catalog Page 28

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .

Copyright:

This material is protected by copyright and can not be reused without author permission.

Last Updated:10/20/2007 6:46:45 PM