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Course Syllabus MGMT 4461 Section 001 MANAGERIAL LEADERSHIP

Spring 2017

T, R 5:30-6:55 P.M. Room FCBE 263

PROFESSOR

Dr. Robert W. Renn, Ph.D. & Director of Research, Memphis Institute of Leadership Education (MILE) Department of Management Office: 305 BB Telephone: 678-4551 FAX: 678-4990 E-mail: rrenn@memphis.edu Office Hours: T: 2:00-4:00 P.M.; R: 2:00-4:00 P.M.; By appointment.

COURSE OVERVIEW:

This course focuses on theories, concepts, and principles of exemplary leadership and more importantly on development and application of exemplary leadership skills in the workplace. The course emphasizes learning five practices of exemplary leaders, development and mastery of these skills, and the ability to deploy these skills to influence others to willingly work toward shared goals in a work context. Course Vision Statement This will be like no other course you have taken in this business school; maybe this university. In this course you will go beyond memorizing facts for tests. You will transform what you learn about exemplary leadership into BEING an exemplary leader who will inspire and shape the next 50 years of business in this community and throughout the world. (Dr. Renn, 2017). Professor’s Leadership Philosophy I believe exemplary leadership unlocks the excellence that resides in every human being. Extraordinary leadership accomplishes this first by helping others clarify their values and then assisting them with aligning their values with their actions. Second, exemplary leadership unlocks excellence in others by painting a vivid picture of how everyone’s efforts contribute to a higher meaning and purpose in life. Third, they provide others with social connectedness. Humans flourish when they experience healthy happy productive relationships. And fourth exemplary leadership unlocks the full potential in others by allowing them free will in selecting how to contribute to a meaningful purpose/mission (Dr. Renn, 2017).

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Course Values Values are basic convictions or judgments of what we believe is right, good, or desirable (Robbins & Judge, 2017). They are an enduring personal compass used to navigate the world. They lay the foundation for our attitudes, behaviors, and perceptions (Robbins & Judge, 2017). Exemplary leaders clarify and live their values. They align actions with values; “they walk the talk” when it comes to values, and they hold others accountable when they violate shared values. Because this is a leadership course: values matter in this course. The five dominant values in this course are 1. Honesty (e.g., on exams, assignments, and interactions with your professor and fellow students), 2. Respect for others, 3. Personal responsibility for excellence. (e.g. for arriving to class on time, preparing and doing a good job on exams, assignments, and team work.) 4. Fairness. (e.g., in dealing with fellow students and the professor), and 5. Community. (e.g. to create and maintain and healthy positive learning community in this class and this college, to positively impact not only the local community but the world community). I ask you to share and commit to these course values with me.

Pre-Requisites/Co-Requisites:

MGMT 3110 Organization & Management; MGMT 3510 Business Communications

Required Texts (and Related Materials):

James Kouzes & Barry Posner. 2012. The Leadership Challenge (5th ed.). Published by The

Leadership Challenge, A Wiley brand. ISBN: 978-0-470-65172-8 (cloth) (TLC)

James Kouzes & Barry Posner. 2012. The Leadership Challenge Workbook (3rd ed.). Published by

The Leadership Challenge, A Wiley brand. ISBN: 978-1-118-18270-3 (paper). (TLC Workbook)

James Kouzes & Barry Posner. 2013. The Student Leadership Challenge Workbook. Published by

The Leadership Challenge, A Wiley brand. ISBN: 978-1-118-39009-2 (paper). (SLC Workbook)

James Kouzes & Barry Posner. 2012. The Student Leadership Practices Inventory (LPI).Online @

The Student Leadership Practices Inventory Textbook website.

Supplemental readings posted on eCourseware.

Recommended Texts (and Related Materials):

It is recommended (but not required) that students have access to at least one periodical that includes business news (Commercial Appeal, Wall Street Journal, Bloomberg, etc.)

Location of Course Materials:

All course materials besides required books (lectures, discussion topics, news, etc.) are located on the eCourseware website (opens in new window).

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Course Objectives:

1. To develop an awareness of theories, concepts and principles of exemplary leadership, and learn how to use exemplary leadership practices to communicate, motivate and inspire others to willingly work toward common goals in business settings. (BBA learning outcome: Goal 1: Effective communication)

2. To gain insight into how well one practices exemplary leadership, the importance of leaders as ethical role models, and to create a personal leadership development plan. (BBA learning outcome: Goal 3: Knowledgeable about ethical factors in the business environment)

3. To learn how to deploy exemplary leadership practices to inspire teams toward successful completion of work projects. (BBA learning outcome: Goal 2: Demonstrate critical thinking skills; Goal 5: Proficient users of business presentation and analysis technology).

Fogelman College: Learning Outcomes for Your Degree

This course is designed to help you to meet the overall learning objectives for the BBA degree offered by the Fogelman College. You should take the time to become familiar with the overall learning objectives as a student in the BBA degree program.

BBA Program Outcomes (opens in new window)

BBA in Accounting Program Outcomes (opens in new window)

MBA Program Outcomes (opens in new window)

IMBA Program Outcomes (opens in new window)

EMBA Program Outcomes (opens in new window)

MSBA Program Outcomes (opens in new window)

MS in Accounting Program Outcomes (opens in new window)

MA in Economics Program Outcomes (opens in new window)

PhD Program Outcomes (opens in new window)

Course Methodology

General. This class requires considerable student involvement and participation. It is not an online or hybrid course. Your presence in class is essential. I use several methods to teach exemplary leadership, including brief lectures, class discussions, class exercises, self-assessments, team project, student presentations, and a personal leadership development journal.

Each week the class sessions will include one class of brief lectures and discussions accompanied by in class exercises and another class primarily devoted to the team project and a personal leadership journal. During a typical lecture and discussion class session, I use the first half of class to briefly lecture and discuss key concepts of organizational behavior. During my discussions, I encourage students to interject and discuss their insights from personal experience, ask questions about the material being covered, and inquire about the leadership implications of organizational behavior concepts. We will also use exercises to illustrate key points emphasized in the lecture and discussions.

In the second session of the week, teams will work on the team project and students will work on their personal leadership journal. You must arrive to these sessions on time and attend these

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classes exactly as you do the lecture and discussion class sessions. Understand that during this portion of class I am not a “lecturer”; I am a facilitator.

Student Class Preparation. You must be well prepared for each class. Failure to prepare for each class will prevent you from being ready for “real time” in class exercises that will affect your grade. You should read the assigned material and class PowerPoint slides before coming to class. I recommend about 1-2 hours of outside study and preparation time for each hour of classroom time. This weekly class preparation time does not include study time for exams or time needed for the team project.

Professor Expectations: Honesty and Discipline. Expectations for academic integrity and student conduct are described in detail on the Office of Student Conduct website. Please read the sections about “Academic Dishonesty,” “Student Code of Conduct and Responsibilities,” and “Disruptive Behaviors.” I expect students to be aware of these guidelines and conduct themselves accordingly. You are required to do your own work on all assignments and exams, and you are expected to behave in an orderly manner. You are expected to behave in an orderly manner. Academic dishonesty, unethical, and disruptive behavior will not be tolerated. See last page of the syllabus for disruptive/unacceptable behavior.

Turning in Assignments & Plagiarism. You must turn in all assignments on the dates specified by the class schedule or as officially amended by the professor. Unless you have special extenuating circumstances, late assignments will not be graded and will receive a grade of 0. All assignments will be scanned by TurnItIn Integrity software to ensure originality and to detect plagiarism. Plagiarism by any student in this class will at a minimum result in a grade of 0, “F” on the assignment. “All your written work may be submitted to Turnitin.com, or a similar electronic detection method, for an evaluation of the originality of your ideas and proper use and attribution of sources. As part of this process, you may be required to submit electronic as well as hard copies of your written work, or be given other instructions to follow. By taking this course, you agree that all assignments may undergo this review process and that the assignment may be included as a source document in Turnitin.com's restricted access database solely for the purpose of detecting plagiarism in such documents. Any assignment not submitted according to the procedures given by the instructor may be penalized or may not be accepted at all.” (University of Memphis Office of Legal Counsel, October 17, 2005)

Class Attendance. Because your participation in class discussions, class exercises, and teamwork strongly affects your grade, class attendance is essential. If you are absent on the class periods of these activities, you will not receive the participation points allocated for them. If you miss class, it is your responsibility to keep up with the material and changes in the class schedule.

Video and Audio Recording of Class. Students may not make audio or video recordings of my lectures or class.

Once class begins, do not make unnecessary departures from the classroom or walk around in the classroom.

Professor’s PowerPoint Slides. Class PowerPoint slides are for each registered student’s use in the course. The class PowerPoint slides may not be transmitted to any other parties (websites, institutions, other individuals) without the permission of the professor.

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Laptops and other Electronic Devices. You may use laptop computers for class work, such as note taking, self-assessments, and other class exercises. You may not use laptops or smartphones during class to “surf the web”, email, Facebook, etc. Before entering class, switch off all electronic devices that may interrupt our class, including cellular phones and beepers. Stow your smartphones in your book bag, pocket, purse etc. before class begins and switch off your smartphones or set them to silent mode. Your smartphone may not be on the desktop during class, and there may be no texting during class.

Tardiness. You should arrive to class on time. Chronic tardiness will count against your class participation grade.

Student Requests for Disability-Related Accommodations. Reasonable and appropriate accommodations will be provided to students with disabilities who present a memo from Disability Resources for Students (DRS). Students who request disability accommodations without a memo are referred to DRS (110 Wilder Tower; phone: 678-2880).

Grading and Evaluation Criteria

Tests. There will be three (3) tests. All tests will consist of true/false, multiple choice, and short-answer essay questions. Weights assigned to these tests for course grading are provided below under the “Grading” section. You must take the tests on the scheduled day and time. Only under grave circumstances will a make-up exam be administered. Students not taking a test during its scheduled time without prior approval from me will earn a zero (0) for that test.

Team Leadership Project and Presentation. Working in teams, you will select a community service project to be completed and presented to the class at the end of the semester. The project can be one that a team member is already involved in or almost any type community or university service project, a fund raising project for a charity, etc. The purpose of the project is for you to become a better leader by applying the five practices of exemplary leadership to your chosen service project. Guidelines for completing the project are included in a handout I will provide you and The Leadership Challenge Workbook. At the end of the semester each team will turn in a written report for the project and present their project to the class. Presentations should include PowerPoints, handouts, and other supporting material to promote an understanding and discussion of the theory and case. During the semester we will also be completing activities and exercises in class related to the team project. Please note: Each student's performance on this team assignment will be evaluated by his/her team members at the end of the semester with a performance appraisal form provided by the professor. The team’s rating of each student member’s performance during the semester will be averaged and multiplied times the team’s assignment grades to determine whether the student receives full credit or partial credit on the team leadership project.

Personal Leadership Development Journal. Each student will prepare a personal leadership development journal to be turned in at the end of the semester for partial fulfillment of the course requirements. The plan will include 4 sections: 1) Leadership foundations (values, philosophy, and vision (i.e., who you want to become as a leader), 2) Leadership Practices Inventory (LPI) results and self-assessments of personal leadership strengths and weaknesses identified with the LPI results, 3) A specific leadership development plan, and 4) An appendix of

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class activities and self-assessment exercises completed during the semester. I will provide a detailed handout with for completing the Personal Leadership Journal that accompanies Module 8 of the Student Leadership Challenge Workbook.

Extra Credit Leadership Presentations. Each student may earn up to five (5) extra credit points by making presentations about historical and business leaders who embody one or more of the five practices of exemplary leadership. You may earn 1 extra credit point per presentation. Note it is possible to earn more than 1 extra credit point per presentation based on its quality and length as determined by the professor. The format for the presentations is open and flexible, but I do encourage you to use PowerPoint slides. You will turn in to me your PowerPoints “notes page” with your presentation comments and references. The time limit of the presentation is 10 min but not to exceed 15 minutes.

Class Participation. Because we will conduct many activities related to the 5 practices of exemplary leadership during scheduled class times, and you will be working in your teams on the leadership project in class; class participation is a significant portion of your class grade. This is not an online or hybrid class; you are expected to arrive to class on time and attend classes. If you are absent from class, you cannot complete the in class activities or work with your team in class and will not receive participation points.

Final Course Grades

Final course grades are earned according to the following table:

Point Range Assigned Grade

90-100 Points A

89-90 Points B

79-70 Points C

69-60 Points D

59-0 Points F

Summary of Graded Activities

Points earned on the assessed activities will be distributed as follows:

Deliverable Total Points

Test 1 15%

Test 2 15%

Test 3 15%

*Team Leadership Project 25%

Personal Leadership Development Journal 15%

1Class Preparation & General Participation 15%

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Deliverable Total Points

Total 100 % pts

Extra Credit (see grading/evaluation criteria) Max 5pts

*Each student's performance on team assignments will be evaluated by his/her group members

at semester's end with a performance appraisal form. The form will be provided by the professor

at the end of the semester. The group's rating of each student member’s performance during

the semester will be averaged and multiplied times the group’s project grades to determine

whether the student receives full credit or partial credit on the group project and exercises.

1Class participation points are based on the quality and quantity of participation during class

discussions and exercises.

TENTATIVE CLASS SCHEDULE1:

Date Day Topic Reading

Part I: Introduction to the Course

January 17 T Professor Introduction & Course Orientation NA

19 R Team Formation CH 1,3 TLC Workbook

Part II: Introduction to The Leadership

Challenge

24 T Leadership and Five Leadership Practices CH 1 TLC and Module 1

SLC Workbook

26 R Teamwork & Class Exercises CH 1-3 TLC Workbook

Part III: Leadership Practices Inventory (LPI)

31 T What is the LPI and How to use It Module 2 SLC Workbook

February 2 R Teamwork & Class Exercises CH 1-3 TLC Workbook

Part IV: Model the Way

7 T Clarifying Values CH 2 TLC

9 R Teamwork & Class Exercises CH 4 TLC Workbook

14 T Set the Example CH 3 TLC

16 R TEST 1 (CH 1,2,3 TLC; Module 1,2 SLC

Workbook; Lectures)

Part V: Inspire a Shared Vision

February 21 T Envision the Future CH 4 TLC

23 R Teamwork & Class Exercises CH 5 TLC Workbook

28 T Enlist Others CH 5 TLC

March 2 R Teamwork & Class Exercises CH 5 TLC Workbook

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Date Day Topic Reading

7 T Spring Break

9 R Spring Break

Part VI: Challenge the Process

14 T Search for Opportunities: Experiment and Take

Risks CH 6,7 TLC

16 R Teamwork & Class Exercises CH 6 TLC Workbook

21 T TEST 2 (CH 4,5,6,7 TLC; Lectures)

23 R Teamwork & Class Exercises CH 6 TLC Workbook

Part VII: Enable Others to Act

28 T Foster Collaboration CH 8 TLC

30 R Teamwork & Class Exercises CH 7 TLC Workbook

April 4 T Strengthen Others CH 9 TLC

6 R Teamwork & Class Exercises CH 7 TLC Workbook

Part VIII: Encourage the Heart

11 T Recognize Contributions: Celebrate Values and

Victories CH 10, 11 TLC

13 R Teamwork & Class Exercises CH 8 TLC Workbook

18 T Team Leadership Project Presentations

20 R Team Leadership Project Presentations

25 T TEST 3 (CH 8,9,10,11 TLC; Lectures)

27 R Study Day

May 4 R Personal Leadership Development Journal due

by 7:30 P.M.

1I have the right to alter this class schedule as circumstances dictate. All changes will be

announced in class. Students not attending class are responsible for obtaining this information.

Students enrolled in this course agree to abide by the class schedule, policies, and course

grading set forth in this syllabus.

Final Exam Schedule

The final exam for this class will be scheduled according to the Registrar’s academic calendar website (opens in new window).

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Course Policies

Adding / Dropping:

If you have questions about adding or dropping classes, please refer to this page on the Registrar’s website (opens in new window).

Academic Integrity:

The University of Memphis has clear codes regarding cheating and classroom misconduct. If interested, you may refer to the Student Handbook section on academic misconduct for a discussion of these codes. Note that using a “Solutions Manual” is considered cheating. Should your professor have evidence that using a “Solutions Manual” has occurred, he/she may take steps as described on the campus’ Office of Student Conduct website (opens in new window). If you have any questions about academic integrity or plagiarism, you are strongly encouraged to review the Fogelman College's Website on Academic Integrity (opens in new window).

Examples of Unacceptable Disruptive Classroom Behaviors1

Usage of Electronic Devices • Using cellular phones, text messaging, wearing ear buds/ear phones, iPods, MP3 players, laptops for any reason besides note taking, etc. while class is in session Unexcused Exits • Leaving to retrieve a soda or other snack items • Leaving to engage in a conversation (i.e. person-to-person or by phone) • Leaving before class is finished for any reason without prior permission from the instructor Non-Permitted Communication During Classroom Instruction • Talking while the instructor is talking • Talking before being recognized by the instructor (i.e. blurting out information) • Talking without permission during classroom instruction (i.e. side conversations with an individual or in a group) • Mimicking and/or consistently repeating an instructor’s words Personal Attacks • Engaging in abusive or mean spirited criticism of another student or an instructor • Questioning an instructor’s authority in front of the class • Continuing to insist on speaking with an instructor during classroom instruction • Telling an instructor to “shut-up” Threatening Behaviors • Verbally abusing an instructor or student (i.e. cursing or extremely loud talking directed at a particular person) • Threatening to physically harm an instructor or student through verbal or body gestures

1 See policies posted by U of M Office of Judicial Affairs. By enrolling and being a student in the class you agree to

abide by the policies stipulated in the syllabus and not engage in disruptive classroom behavior.

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• Intimidating through body gestures and/or posture or persistent staring at an instructor or student Overt Inattentiveness • Sleeping in class • Preventing others from concentrating on classroom instruction • Reading a newspaper, doing homework from another class, eating in class, etc. Other Distracting Behaviors • Arriving late to class, especially on test dates • Persistent Tardiness • Creating excessive noise from packing up before class has ended • Dressing inappropriately as to cause other students or instructor to be distracted (i.e. wearing pajamas, indecent exposure, or offensive words on clothing)

Reporting Illness or Absence:

Due dates and deadlines have been established for each graded assignment. In this course, deadlines are taken very seriously. Please do not wait until the last day to submit assignments or to take quizzes and exams. If an emergency should arise, it is the student’s responsibility to contact the instructor prior to the deadline to discuss the matter. A deadline extension will be considered only if all of the following conditions are met: (1) Extreme emergency and (2) Instructor contacted prior to the due date.

Inclement Weather:

In the event that inclement weather requires the cancellation of classes at The University of Memphis, local radio and television media will be immediately notified. Additionally, The University of Memphis has established an Inclement Weather Hotline at 678-0888 as well as TigerText (opens in new window), an emergency alert text messaging service to students, faculty and staff. This optional service is used in the event of an on-campus emergency, an unscheduled university closing, or a delay or cancellation of classes due to, for instance, inclement weather. Additional information on TigerText (opens in new window).

Syllabus Changes:

The instructor reserves the right to make changes as necessary to this syllabus. If changes are necessitated during the term of the course, the instructor will immediately notify students of such changes both by individual email communication and posting both notification and nature of change(s) on the course bulletin board.

Student Services

Please access the FCBE Student Services (opens in new window) page for information about:

Students with Disabilities

Tutoring and other Academic Assistance

Advising Services for Fogelman Students

Technical Assistance