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Hi all,

I have been tasked with developing a doctoral level course on "Leadership Theory and Development" for our new doctoral program in Leadership Studies.  I will be grateful if you could share your syllabi, readings lists, and teaching strategies or perhaps direct me to some web-based resources.

Thanks in advance!

Sanjay

Sanjay T. Menon, Ph.D.

India Studies Super Professor

Department of Management & Marketing

Louisiana State University Shreveport

1 University Place

Shreveport, LA 71115.

Tel: (318) 797 5186

Fax: (318) 797 5176

e-mail: Sanjay.Menon@lsus.edu

Hello Sanjay.

If you are not already familiar with the International Leadership Association, they may be a possible source of information and guidance. In fact, they are offering a workshop on developing leadership curriculum during their next conference at the end of October. ILA may also be a possible (and friendly) venue for student presentations of their work.

Best of luck with the 'task'!

Kelly

Texas A&M University Kingsville

College of Business Administration

MSC 182, 700 University Blvd

Kingsville, Texas 78363-8202

Air Force Culture and Language Fellow

(m) 904 305 8445

Hi all,

I have been tasked with developing a doctoral level course on "Leadership Theory and Development" for our new doctoral program in Leadership Studies.  I will be grateful if you could share your syllabi, readings lists, and teaching strategies or perhaps direct me to some web-based resources.

Thanks in advance!

Sanjay

Sanjay T. Menon, Ph.D.

India Studies Super Professor

Department of Management & Marketing

Louisiana State University Shreveport

1 University Place

Shreveport, LA 71115.

Tel: (318) 797 5186

Fax: (318) 797 5176

e-mail: Sanjay.Menon@lsus.edu

This message is intended only for the use of the Addressee(s) and may contain information that is PRIVILEGED, CONFIDENTIAL, and/or EXEMPT FROM DISCLOSURE under applicable law.  If you are not the intended recipient, you are hereby notified that any disclosure, copying, distribution, or use of the information contained herein is STRICTLY PROHIBITED.  If you received this communication in error, please destroy all copies of the message, whether in electronic or hard copy format, as well as attachments and immediately contact the sender by replying to this email.

Sanjay,

I second Kelly's suggestion!

In fact, I copied the announcement here for the upcoming conference.  You will find the ILA a great resource with a long list of colleagues who will be able and willing to share.

Rodger

This email was sent to radair@devry.edu by conferences@ila-net.org

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Hello Sanjay.

If you are not already familiar with the International Leadership Association, they may be a possible source of information and guidance. In fact, they are offering a workshop on developing leadership curriculum during their next conference at the end of October. ILA may also be a possible (and friendly) venue for student presentations of their work.

Best of luck with the 'task'!

Kelly

Texas A&M University Kingsville

College of Business Administration

MSC 182, 700 University Blvd

Kingsville, Texas 78363-8202

Air Force Culture and Language Fellow

(m) 904 305 8445

Hi all,

I have been tasked with developing a doctoral level course on "Leadership Theory and Development" for our new doctoral program in Leadership Studies.  I will be grateful if you could share your syllabi, readings lists, and teaching strategies or perhaps direct me to some web-based resources.

Thanks in advance!

Sanjay

Sanjay T. Menon, Ph.D.

India Studies Super Professor

Department of Management & Marketing

Louisiana State University Shreveport

1 University Place

Shreveport, LA 71115.

Tel: (318) 797 5186

Fax: (318) 797 5176

e-mail: Sanjay.Menon@lsus.edu

This message is intended only for the use of the Addressee(s) and may contain information that is PRIVILEGED, CONFIDENTIAL, and/or EXEMPT FROM DISCLOSURE under applicable law.  If you are not the intended recipient, you are hereby notified that any disclosure, copying, distribution, or use of the information contained herein is STRICTLY PROHIBITED.  If you received this communication in error, please destroy all copies of the message, whether in electronic or hard copy format, as well as attachments and immediately contact the sender by replying to this email.

Session 2-3: What is effective managerial and leadership influence, what skills areneeded, and how does it work across levels?

1. Demerjian, P., Lev, B., & McVay S. (2012). Quantifying Managerial Ability: A New Measure and Validity Tests, Management Science, 58(7), 1229–1248.

2.Owens, B., & Hekman, D. (2012). Enacting Humble Leadership: AnInductive Examination of Humble Leader Behaviors, Outcomes, and Contingencies. Academy of Management Journal, 55(4), 787-818.

3. Chun, J., Yammarino, F. J., Dionne, S. D., Sosik, J., & Moon, H. K. (2009). Leadership across hierarchical levels:Multiple levels of management and multiple levels of analysis. The Leadership Quarterly, 20(5), 689-707.

4. Sy, T., Coté, S., Saavadra, R. (2005). The Contagious Leader: Impact of the Leader's Mood on the Mood of Group Members, Group Affective Tone, and Group Processes, Journal of Applied Psychology, 90(2), 295–305.

Session 4-5: How can we develop managerial and leadership skills?

1.Ohlott, P., Ruderman, M., McCauley, C. (1994). Gender differences in managers´developmental experiences. Academy of Management Journal, 37(1), 46-67.

2. DeRue, D.S., & Wellman, N. (2009). Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability

Journal of Applied Psychology, 94(4), 859–875.

3. Seifert, C. & Yukl, G. (2010). Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment. The Leadership Quarterly, 21, 856–866.

Session 6-7: How does culture affect managerial/leadership influence?

1. Elenkov, Detelin S., Judge, William, & Wright, Peter. (2005).Strategic leadership and executive innovation influence: an international multi-cluster comparative study. Strategic Management Journal, 26(7), 665-682.

2.Fu, P.P., Kennedy, J., Tata, J.,  Yukl, G., Bond, M., Peng, T. Srinivas, E., Howell, J., et al. (2004) The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach, Journal of International Business Studies 35, 284-305.

3. Gupta, V., MacMillan, I.C., & Surie, G. (2004). Entrepreneurial leadership: developing and measuring a cross-cultural construct. Journal of Business Venturing, 19(2), 241-260.

Session 8-9: What are some other ways that managerial influence is studied?

1.Mackey, A. (2008) The Effects of CEOs on FirmPerformance. Strategic Management Journal, 29,1357-1367.

2. Ensley, M.D., Pearce, C.L., & Hmieleski, K.M. (2006). The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance. Journal of Business Venturing, 21(2), 243-263.

SESSIONS 13 AND 14. How does LEADERShip develop over time?

1. Arvey, R. D., Rotundo, M., Johnson, W., Zhang, Z., & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17(1), 1-20. 

2. de Vries, M., Vrignaud, P., & Florent-Treacy, E. (2004). The Global Leadership Life Inventory: development and psychometric properties of a 360-degree feedback instrument. The International Journal of Human Resource Management, 15(3), 475-492. 

3. Maurer, T. J., E. M. Weiss, et al. (2003). A model of involvement in work-related learning and development activity: the effects of individual, situational, motivational, and age variables. Journal of Applied Psychology, 88(4): 707-724.

4. Ruderman, M., Ohlott, P., Panzer, K., & King, S. (2002). Benefits of Multiple Roles for Managerial Women. Academy of Management Journal, 45(2), 369-386. 

SESSIONS 15 AND 16. DEVELOPING AUTHENTIC LEADERSHIP

1.Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T., & Peterson, S. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126.

2.Roberts, L. M., Dutton, J. E., Spreitzer, G. M., Heaphy, E. D., & Quinn, R. E. (2005). Composing the reflected best-self portrait: Building pathways for becoming extraordinary in work organizations. Academy of Management Review, 30(4), 712-736.

3.Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors. Journal of Applied Behavioral Science, 44(1), 48-70.

4.Walumbwa, F.O., Luthans, F., Avey, J.A., & Oke, A. (2009) Authentically leading groups: The mediating role of collective psychological capital and trust, Journal of Organizational Behavior.

SESSIONS 17 AND 18. IMPLICIT THEORIES

1.McCauley, C. D., Drath, W. H., Palus, C. J., O'Connor, P. M. G., & Baker, B. A. (2006). The use of constructive-developmental theory to advance the understanding of leadership. The Leadership Quarterly, 17(6), 634-653.

2.Heslin, P. A., Latham, G. P., & Walle, D. V. (2005). The Effect of Implicit Person Theory on Performance Appraisals. Journal of Applied Psychology, 90(5), 842-856.

3.Heslin, P. A., Vandewalle, D., & Latham, G. P. (2006). Keen to help? Managers' implicit person theories and their subsequent employee coaching. Personnel Psychology, 59(4), 871-902.

4.Epitropaki, O., & Martin, R. (2005). From Ideal to Real: A Longitudinal Study of the Role of Implicit Leadership Theories on Leader-Member Exchanges and Employee Outcomes. Journal of Applied Psychology, 90(4), 659-676.

SESSIONS 19 AND 20. STRATEGIC AND TEAM LEADERSHIP

1.Berson, Y., & Avolio, B. J. (2004). Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm. Leadership Quarterly, 15(5), 625-646.

2.DeChurch, L.A., & Marks, M.A. (2006). Leadership in multiteam systems. Journal of Applied Psychology, 91(2), 311-329.

3.DeShon, R., Kozlowski, S., Schmidt, A., Milner, K., & Wiechmann, D. (2004). A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance. Journal of Applied Psychology, 89, 1035-1056.

4.Chen, G.,Kanfer, R., DeShon, Mathieu, & Kozlowski, S. (2009). Motivating Potential of Teams: Test and extension of Chen and Kanfer's (2006) cross-level model of motivation in teams, Organizational Behavior and Human Decision Processes, 110, 45-55.

SESSIONS 17 AND 18. EMPLOYEE TRAINING

1. Mesmer-Magnus, J.  & Viswesvaran, C. (2010). The role of pre-training interventions in learning: A meta-analysis and integrative review. Human Resource Management Review, 20, 261-282.

2. Maurer, T. J., E. M. Weiss, et al. (2003). A model of involvement in work-related learning and development activity: the effects of individual, situational, motivational, and age variables. Journal of Applied Psychology, 88(4): 707-724.

3. London, M., Mone, E., & Scott, J. (2004). Performance management and assessment: Methods for improved rater accuracy and goal setting. Human Resource Management, 43(4), 319–336.

4. Heslin, P. A., Vandewalle, D., & Latham, G. P. (2006). Keen to help? Managers' implicit person theories and their subsequent employee coaching. Personnel Psychology, 59(4), 871-902.

SESSIONS 19 AND 20. MANAGERIAL DEVELOPMENT

1. DeRue, D.S., & Wellman, N. (2009). Developing Leaders via Experience: The Role of Developmental Challenge, Learning Orientation, and Feedback Availability

Journal of Applied Psychology, 94(4), 859–875.

2. Seifert, C. & Yukl, G. (2010). Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment. The Leadership Quarterly, 21, 856–866.

3. Zaccaro, S., & Banks, D. (2004). Leader visioning and adaptability: Bridging the gap between research and practice on developing the ability to manage change. Human Resource Management, 43 (4), 367–380.

4. Ohlott, P., Ruderman, M., McCauley, C. (1994). Gender differences in managers´developmental experiences. Academy of Management Journal, 37(1), 46-67.