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HU Credits:
2
Degree/Cycle:
1st degree (Bachelor)
Responsible Department:
Political Science
Semester:
2nd Semester
Teaching Languages:
Hebrew
Campus:
Mt. Scopus
Course/Module Coordinator:
Noam Brenner
Coordinator Office Hours:
Thursday, 11-12
Teaching Staff:
Dr. Noam Brener
Course/Module description:
This course offers an overview of theories and basic concepts in leadership research, alongside their examination in light of actual leadership performance in reality. The course is divided into three main chapters. The first chapter "Fundamentals of Leadership" explains the core concepts in leadership studies - authority, rhetoric, vision, pragmatism and virtue. The second chapter "Dialectics in Leadership Research" discuss current and competing leadership theories - transformational vs. transactional leadership, formal vs. informal leadership, unified vs. shared leadership, and leadership vs. followership. The third chapter concludes the course by integrating the course content with the actual leadership phenomenon.
Course/Module aims:
• Knowledge of basic theories and concepts in leadership research
• Practice critical thinking on the phenomenon of leadership
Learning outcomes - On successful completion of this module, students should be able to:
• Critically examine leadership phenomena in reality
• Integrate theoretical reading materials with the actual leadership phenomenon
Attendance requirements(%):
80%
Teaching arrangement and method of instruction:
Online course. The lesson include class assignments and simulations.
Course/Module Content:
Fundamental concepts in leadership
Contemporary Theories in Leadership
Integration between theory and phenomenon
Required Reading:
Student are required to read only one text for each class.
וובר, מקס. (1980). על הכריזמה ובניית מוסדות: מבחר כתבים. מאגנס: ירושלים. פרק ב׳, עמ׳ 27-40.
• Shamir, Boas. 1995. “Social Distance and Charisma: Theoretical Notes and an Exploratory Study.” The Leadership Quarterly 6(1): 19–47.
• Grabo, Allen, Brian R. Spisak, and Mark van Vugt. 2017. “Charisma as Signal: An Evolutionary Perspective on Charismatic Leadership.” Leadership Quarterly 28(4): 473–85.
• אריסטו. (2002). הרטוריקה. ספריית הפועלים: תל-אביב, עמ׳ 9-26
• Emrich, Cynthia G., Holly H. Brower, Jack M. Feldman, and Howard Garland. 2006. “Images in Words: Presidential Rhetoric, Charisma, and Greatness.” Administrative Science Quarterly 46(3): 527.
• פרנקל, ויקטור. (1970). האדם מחפש משמעות: מבוא ללוגותרפיה. דביר: תל-אביב. עמ׳ 117-162.
• Smircich, Linda, and Gareth Morgan. 1982. “Leadership: The Management of Meaning.” The Journal of Applied Behavioral Science 18(3): 257–73.
• ג׳יימס, ויליאם. (2010). פרגמטיזם. רסלינג: תל-אביב. פרק ב׳, עמ׳ 62-83.
• Mumford, Michael D, and Judy R Van Doorn. 2001. “The Leadership of Pragmatism: Reconsidenring Franklin in the Age of Charisma.” The Leadership Quarterly 12(3): 279–309.
• מקיאבלי, ניקולו. (1971) כתבים פוליטיים. הוצאת שוקן: ירושלים ותל אביב. פרקים 15-19: עמ׳ 221-243.
• Kirkpatick, Shelley A., and Edwin A. Locke. 1991. “Leadership: Do Traits Matter?” Academy of Management Perspectives 5(2): 48–60.
• Michael, Rene. 2006. “Transformational Leadership: Learning to Share the Vision.” Acorn 19(3): 4–6.
• Bass, Bernard M, Bruce J. Avolio, and L. Atwater. 1996. “The Tranfomational and Transactional Leadership of Men and Women.” Applied : An International Review 45: 5–34.
• Marion, Russ et al. 2016. “Informal Leadership, Interaction, Cliques and Productive Capacity in Organizations: A Collectivist Analysis.” The Leaderahip Quarterly, 27:242-260.
• White, Leroy, Graeme Currie, and Andy Lockett. 2016. “Pluralized Leadership in Complex Organizations: Exploring the Cross Network Effects between Formal and Informal Leadership Relations.” The Leadership Quarterly 27(2): 280–97.
• Shaughnessy, Brooke A., Darren C. Treadway, Jacob W. Breland, and Pamela L. Perrewé. 2017. “Informal Leadership Status and Individual Performance.” Journal of Leadership & Organizational Studies 24(1): 83–94.
• Yammarino, Francis J. et al. 2012. “Collectivistic Leadership Approaches: Putting the ‘We’ in Leadership Science and Practice.” Industrial and Organizational Psychology 5(04): 382–402.
• Carson, Jay B et al. 2017. “Shared Leadership in Teams : An Investigation of Antecedent Conditions and Performance.” The Academy of Management Journal 50(5): 1217–34.
• Avolio, Bruce J., Fred O. Walumbwa, and Todd J. Weber. 2009. “Leadership: Current Theories, Research, and Future Directions.” Annual Review of Psychology 60(1): 421–49.
• Uhl-bien, Mary, Ronald E Riggio, Kevin B Lowe, and Melissa K Carsten. 2014. “Followership Theory : A Review and Research Agenda” The Leadership Quarterly 25(1): 83–104.
3rd Chapter - Integration between theory and phenomenon
Additional Reading Material:
Course/Module evaluation:
End of year written/oral examination 0 %
Presentation 0 %
Participation in Tutorials 10 %
Project work 45 %
Assignments 45 %
Reports 0 %
Research project 0 %
Quizzes 0 %
Other 0 %
Additional information:
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