In this course we will explore the nature and conduct of leadership in public sector organizations. We will explore a range of different conceptual models of leadership such as trait, contingency, transformational and leader substitute theories, together with associated evidence regarding their effectiveness in different situations. We will also examine the difference between authority and leadership before exploring in depth one model of shared leadership known as adaptive leadership. Adaptive leadership defines leadership as the act of mobilizing people to tackle tough challenges and thrive. This approach thus emphasizes leadership as: a) a behavior not a position, b) an adaptive rather than technical challenge and c) inherently value laden, and d) inherently emotionally challenging. While technical challenges have known solutions, adaptive challenges require changes in values, beliefs and attitudes and usually require collaborative problem definition and resolution. The course will consider such topics as diagnosing the situation, developing sources of power, influencing, building an adaptive culture and personal self-regulatory skills involved in identifying one’s purpose and engaging with others to bring about effective change. Students will have an opportunity to explore their own practice in the light of these topics through a mix of readings and experiential activities designed to foster self-reflection and practice. Students will be encouraged to apply ideas from the course to their unique personal, organisational and national contexts.

At the end of this course, participants who participate actively in the course should be able to:

• Understand a range of different models of leadership and their relevance to different contexts
• Articulate key tensions and competing commitments in leadership
• Articulate and apply differences between authority and other sources of power and influence
• Generate multiple perspectives and interpretations of leadership dilemmas.
• Evaluate and better analyse situations in terms of stakeholders, needs and interests.
• Articulate their own guiding principles for leadership.
• Design and implement more effective approaches to leadership in their own unique situations.

• 50 % Critical conceptual Essay
• 50% Personal Leadership Dilemma

While POGOO8056 is not a pre-requisite, students who do that course will find that this course builds upon their understanding.

POGO8056 People and Performance in Public Organisations

Please see outline