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21921 Integrative Strategy and Leadership

Warning: The information on this page is indicative. The subject outline for a particular session, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.

Subject handbook information prior to 2016 is available in the Archives.

UTS: Business
Credit points: 8 cp

Subject level:

Postgraduate

Result type: Grade and marks

There are course requisites for this subject. See access conditions.
Anti-requisite(s): 27800 Integrative Strategy and Leadership

Description

This is the first subject in the EMBA and is integral to building the cohort experience. The subject is delivered intensively using residential and weekend modes of delivery. Students are introduced to a range of leadership attributes from transactional and transformational to values leadership. Strategy is analysed through cases from industry. Through a range of diagnostics, games and problem-solving challenges, students are expected to reflect on their own leadership and team-building capabilities, and to integrate this with attributes of strategic thinking.

Subject objectives

Upon successful completion of this subject students should be able to:
1. Demonstrate effective leadership and teamwork, self-reflective and high quality communication skills.
2. Integrate innovative problem-solving with elements of strategy and leadership.
3. Research and critically assess business strategy through analysis of industry and competitive conditions.
4. Think strategically about a company's competitive situation and future prospects.

This subject also contributes specifically to the following program learning objectives:

  • Demonstrate the capacity for creativity, innovation and value creation in tactical and strategic business decisions or change management processes (2.1)
  • Demonstrate leadership skills and self-reflective abilities in high quality communications for different audiences (3.1)

Contribution to the development of graduate attributes

Integrative Strategy and Leadership introduces students to problem-solving methodologies that call on a range of business skills and functions. It emphasises complexities around identifying problems and frames through which approaches to problem-solving can be viewed. This approach also calls on students to become aware of their own interpersonal skills in dealing with challenging situations where leadership may be distributed and the search for common values agreed and foregrounded. As the first subject in the EMBA, it sets the ethos of the course acknowledging and respecting individual experiences and capabilities within a collaborative environment.

This subject contributes to the development of the following graduate attributes:

  • Critical thinking, creativity and analytical skills
  • Communication and interpersonal skills

Teaching and learning strategies

The subject uses a variety of teaching strategies including experiential learning activities.

Content

  • Problem-solving and creative-thinking strategies
  • Leadership, team and organisational dynamics
  • Understanding the self, understanding others
  • Experience, reflection and learning
  • Key concepts and forces in global business
  • Corporate strategy and business models
  • Strategy formulation and implementation
  • Opportunity searches
  • Leadership styles and theory
  • Strategic orientation – where and how to compete

Assessment

Assessment task 1: Leadership skills analysis (individual)

Intent:

ASSESSMENT 1: LEADERSHIP SKILLS AND ANALYSIS

Write a reflective and evaluative essay on your leadership style, ability and potential relating to the key issues raised in this subject.
Objective(s):

This addresses subject learning objective(s):

1, 2 and 4

This addresses program learning objectives(s):

3.1

Weight: 50%
Length:

2,500 words maximum (excluding references)
Criteria:

Assessment Criteria

The Assessment Criteria will be uploaded to UTS Online and will be distributed at the Residential. Please make sure you have addressed the Assessment Criteria in your work. The Assessment Criteria will be used to mark your work.

Assessment task 2: Strategy Case Study (individual)

Intent:

You will be required to addresss a number of question on specific case in strategy
Objective(s):

This addresses subject learning objective(s):

2, 3 and 4

This addresses program learning objectives(s):

2.1

Weight: 50%
Length:

4 pages, (single space 11 point)

Criteria:

The Assessment Criteria will be uploaded to UTS Online and will be distributed at the Residential. Please make sure you have addressed the Assessment Criteria in your work. The Assessment Criteria will be used to mark your work.

Minimum requirements

To pass the subject, students must achieve at least 50% of the final overall grade.

Required texts

PLEASE MAKE SURE YOU ACCESS THE FOLLOWING WEBSITE:

http://www.lib.uts.edu.au/help/study-skills/assignment-survival-kit

Recommended texts

Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2013) Exploring Strategy: Text and Cases, 10th Edition, Prentice-Hall, London.

Daft, R.L. (2015) The Leadership Experience 6th Edition. Cengage Learning, Sydney.

Both of these books are good investments for your whole EMBA and should be purchased by all students if possible. The leadership book will also be referred to in the subject 21875 Managing People for High Performance. The strategy book will be very useful for the capstone subjects Integrated Business Consulting and Global Integrated Business Consulting.

References

LEADERSHIP REFERENCES

ESSENTIAL

Daft, R.L. (2015) The Leadership Experience 6th ed. Cengage Learning, Sydney.

The following are useful books that cover leadership theory in its many forms. In addition to the above recommended readings, these general texts may provide a starting point in determining the leadership theory you would like to explore further.

Bertocci, D. 2009, Leadership in organizations, University Press of America, Maryland.

Lussier, R. N. & Achua, C. F. 2010, Leadership: theory, application and skill development, Cengage, Mason.

Nohria. N & Khurana, R. (eds) 2010, Handbook of leadership theory and practice : an HBS centennial colloquium on advancing leadership, HBP, Harvard.

Northouse,P. 2010 Leadership: Theory and Practice, 5th ed. Sage, Los Angeles.

Storey, J. (ed) 2011, Leadership in organizations: current issues and key trends, 2nd ed. Routledge, NY.

Many of the readings from journal articles will be on the Digital Resource available through the library. The general link to this is: http://www.lib.uts.edu.au/drr/search.html?q=27800

Some interesting articles on leadership (accessed via link) include:

Bligh, M.C. and Robinson, J.L. 2010, ‘Was Gandhi "charismatic"? Exploring the rhetorical leadership of Mahatma Gandhi’, Leadership Quarterly vol 21, pp 844-855

http://www.lib.uts.edu.au/drr/27310/

Collins, J. 2005, 'Level 5 Leadership: The Triumph of Humility and Fierce Resolve', Harvard Business Review, July.

https://www.lib.uts.edu.au/drr/36930/

Cote, S. Lopes, P. N., Salovey, P. & Miners, C. Y.H., 2010, ‘Emotional intelligence and leadership emergence in small groups’, Leadership Quarterly, vol 21, pp 496-508.

http://www.lib.uts.edu.au/drr/27350/

Crossan, M., Vera D. & Nanjad L. 2008, ‘Transcendent leadership: Strategic leadership in dynamic environments’ Leadership Quarterly vol 19, pp 569-581

http://www.lib.uts.edu.au/drr/20771/

Goffee, R and Jones, G. 2000, 'Why Should Anyone Be Led by You?', Harvard Business Review, September- October.

https://www.lib.uts.edu.au/drr/11105/

Goleman, D. 2004, 'What Makes a Leader', Harvard Business Review, January.

https://www.lib.uts.edu.au/drr/36931/

O'Reilly, C.A. Cladwell, D. F., Chatman, J. A., Lapiz, M., Self, W. 2010 ‘How leadership matters: The effects of leaders' alignment on strategy implementation’ Leadership Quarterly, vol 21, pp104-113.

http://www.lib.uts.edu.au/drr/27309/

Schoemaker, P.J.H., Krupp, S. and Howland, S. 2013, 'Strategic Leadership: The Essential Skills', Harvard Business Review, January-February.

https://www.lib.uts.edu.au/drr/36932/

Sims, P. H., Faraj, S. & Yun, S. 2009, ‘When should a leader be directive or empowering? How to develop your own situational theory of leadership’, Business Horizons, vol 52, pp 149-158.

http://www.lib.uts.edu.au/drr/27423/

The following journals on Leadership may be useful

Journal of Leadership and Organizational Studies

Journal of Leadership Studies

Leadership and Organizational Development Journal

Leadership Quarterly

Harvard Business Review [Access through the library: http://find.lib.uts.edu.au/?R=OPAC_b2339139]

STRATEGY REFERENCES

ESSENTIAL

Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. (2013) Exploring Strategy: Text and Cases, 10th ed. Prentice-Hall, London

The readings below will be useful in the Strategy component of this subject and can be accessed via the link.

Camillus, J.C. 2008, ‘Strategy as a wicked problem’, Harvard Business Review May, pp99-106

https://www.lib.uts.edu.au/drr/19330/

Collis, D.J. & Rukstad, M.G. 2008 ‘Can You Say What Your Strategy Is?’ HBR Vol 86, Issue 4 pp. 82 – 90.

http://www.lib.uts.edu.au/drr/26588/

Eccles, R. G. & Serafeim, G. 2013, 'The Performance Frontier: innovating for a sustainable strategy', HBR, May pp50-60

https://www.lib.uts.edu.au/drr/36963/

Hagel III, J. S. & Davison, L 2008. ‘Shaping Strategy in a World of Constant Disruption’, Harvard Business Review vol 86, Issue 10, pp 80-89.

http://www.lib.uts.edu.au/drr/26547/

Kim, W.C. and Mauborgne, R. 2009, ‘How strategy shapes structure’, Harvard Business Review September, pp72-90

https://www.lib.uts.edu.au/drr/36970/

Martin, R. 2014, 'The big lie of strategic planning', HBR, January-February, pp78-84

https://www.lib.uts.edu.au/drr/36964/

Montgomery, C. A.2008, ‘Putting leadership back into strategy’, Harvard Business Review January, pp54-60

https://www.lib.uts.edu.au/drr/26589/

Neilson, G.L., Martin, K.L. & Powers, E. 2008, ‘The Secrets to Successful Strategy Execution’ Harvard Business Review June, pp 60-70

https://www.lib.uts.edu.au/drr/24389/

Ready, D. A., Hill, L.A. & Thomas, R. J. 2014, ‘Building a game-changing talent strategy’, Harvard Business Review Jan-Feb pp62-68
http://find.lib.uts.edu.au/?R=OPAC_b2339139 [Please note that this is a general link to Harvard Business Review]

Reeves, M., Love, C. and Tillmanns, P. 2012, ‘Your strategy needs a strategy’, Harvard Business Review September, pp76-83

https://www.lib.uts.edu.au/drr/36969/

Ryall, M. D 2013, ‘The new dynamics of competition’ Harvard Business Review June, pp 80-87

https://www.lib.uts.edu.au/drr/36975/

Wilkinson, A & Kupers R. 2013, ‘Living in the Futures’, Harvard Business Review May pp 119-127

http://find.lib.uts.edu.au/?R=OPAC_b2339139 [Please note that this is a general link to Harvard Business Review]