In this course we will explore the nature and conduct of organizational leadership in the public sector.   As public sector challenges become increasingly complex, leadership is becoming less about simple authority and more about narratives, learning, trust and collaboration. The course will explore a range of topics within leadership: transactional and transformational approaches, learning and value centred leadership, cross-cultural approaches, gender, power and influence,  self-awareness and emotions in leadership, communication styles to build more effective relationships, teams and collaborative approaches to leadership. Where possible, we will make use of case studies to apply concepts to real-world situations.  Broadly speaking, the course is based on Heifetz et al.’s notion of adaptive leadership which 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. 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