Leadership Dynamics (YZZZ0220)

Leadership Dynamics, 5 cr - YZZZ0220

Leadership Dynamics (YZZZ0220-3036), 16.01.2023 – 14.05.2023,
5 cr (YSY22SK, ...) — Online learning + -
Language of instruction

Finnish

Timing

16.01.2023 - 14.05.2023

Lecturer(s)

Kari Jaatinen

Planned learning activities, teaching methods and guidance

Contact and/or e-learning.
Online and contact teaching, assignments, small group work, independent work and literature.
The implementation option can also be the study of work or a Future Factory project.

Learning materials and recommended literature

Englanniksi
Northouse, P. 2016. Leadership: Theory and Practice. Sage Publications.
Goleman, D. 1999. Tunneäly työelämässä. Otava tai
Goleman, D. 2005. Emotional intelligence. Bantam Books tai
Goleman, D. 2007. Sosiaalinen äly. Otava.
Pitkänen, L. 2017. Nuorten johtajien eettiset profiilit - Q-metodologinen tutkimus eettisestä johtajuudesta uuden sukupolven määrittämänä. Acta Wasaensia, 385.
Rakentavan dialogin käytännön taidot. https://www.eratauko.fi/
An up-to-date non-personal guide to people management.
Suitable article from e.g. The Leadership Quarterly, Journal of Change Management, Journal of Organizational Change Management, Työelämän tutkimus, Hallinnon tutkimus -journal.

Exam dates and re-exam possibilities

Ei tenttiä.

Learning assignments and student workload

Lähipäivät tai verkkotapaamiset 15-35 h
Itsenäinen työskentely ja ryhmätyöt 100-120 h
Yhteensä 135 h (not translated)

Enrollment

01.11.2022 - 05.01.2023

Content scheduling

The first webinar instructs and stages the progress of the course and assigns a preliminary task to the first contact.
The central learning task of the course is a work-based development task performed by the student in his / her own (or imagined) work organization during the course. The student can choose a topical development topic related to the themes of the course from his / her own organization. The aim is to apply theoretical knowledge to solve a practical problem and to write a project plan-type reflective essay or project report on it.
Groups
- YSY22SK
- ZJAYSY22SJ
- ZJAYSY22SK
- YSY22SJ
Alternative learning methods

Studyfication is an alternative method of course implementation according to JAMK degree regulation.

Assessment methods

The assessment of the course is based on the assessment criteria derived from the learning objectives.

Tasks are assessed as accepted / rejected, except for the work-based development task (see above), which is assessed with grades 0-5.

The evaluation of the entire course (0-5) thus consists in practice of the grade of the development task.

Degree Programme

Master’s Degree Programme in Business and Financial Management, Master's Degree Programme in Project Management, Master’s Degree Programme in Digital Supply Chain Management, Master’s Degree Programme in High-Technology Business Management, Master's Degree Programme in Sustainable Energy, Master's Degree Programme in Project Management, Master’s Degree Programme in Logistics, Master’s Degree Programme in Tourism and Hospitality Management, Master's Degree Programme in Business Network Management, Master's Degree Programme in Business Network Management, Master’s Degree Programme in Health Care and Social Services

Mode of delivery

Online learning

Share of virtual studies

5 cr

Unit

School of Health and Social Studies
Leadership Dynamics (YZZZ0220-3045), 02.01.2023 – 31.03.2023,
5 cr (YSV22S1, ...) — Face-to-face + -
Language of instruction

Finnish

Timing

02.01.2023 - 31.03.2023

Lecturer(s)

Kirsi Kemell

Planned learning activities, teaching methods and guidance

Contact lessons, online working, group work and individual assignments.
Target group: Master's degree program, group YTV22S1

Learning materials and recommended literature

Seville, E. 2017. Resilient Organizations. How to Survive, Thrive and Create Opportunities Through Crisis and Change.
Northouse, P. 2016. Leadership: Theory and Practice. Sage Publications.

Contact lessons materials.

Alternative support references:

Åhman, H. & Gustafsberg, H. 2017. Tilannetaju - päätä paremmin. Alma Talent. Amabile, T. & Kramer, S. 2012. Pienet suuret teot. Opi johtamaan kehitystä. Alma Talent. Hougaard, R., Kalajo, T., Ora, H. 2018. Ajatteleva johtaja. Alma Talent.
Jackson, B. & Parry, K. 2011. A Very Short Fairly Interesting and Reasonably Cheap Book About Studying Leadership. Wilthire: CPI Antony Rowe. Goleman, D. 1999. Tunneäly työelämässä. Otava. Goleman, D. 2007. Sosiaalinen äly. Otava. Goleman, D. 2005. Emotional intelligence. Bantam Books.
Gromov, A. & Brandt, T. 2011. Transformationaalinen johtajuus muutoksessa. Tapaustutkimuksen kohteena organisaatiomuutos. Liiketaloudellinen Aikakauskirja 1 (11), 65- 83. Yahaya, R. & Ebrahim, F. 2016. Leadership styles and organizational commitment: literature review 35 (2), 190-216.
Aura, O., Eskelinen, J., Ahonen, G. ja Kuosmanen, T. 2019. Johtaminen ja tuottavuus - henkilöstön johtaminen menestystekijänä. https://www.ossiaura.com/julkaisut.html
Soveltuva artikkeli esim. The Leadership Quarterly, Journal of Change Management, Journal of Organizational Change Management

Campus

Main Campus

Learning assignments and student workload

One credit corresponds to an average of 27 hours of work, which means that the load of five credits is approximately 135 hours.

Enrollment

01.11.2022 - 05.01.2023
Groups
- YSV22S1
- ZJAYSV22S1
- YTV22S1
- ZJAYTV22S1
- ZJA22STVEJ
Alternative learning methods

The admission procedures are described in the degree rule and the study guide. The teacher of the course will give you more information on possible specific course practices.

Seats

0 - 35

Degree Programme

Master's Degree Programme in Business Network Management

Mode of delivery

Face-to-face

Unit

School of Technology
Leadership Dynamics (YZZZ0220-3048), 16.01.2023 – 14.05.2023,
5 cr (ZJK23KS, ...) — Online learning + -
Language of instruction

Finnish

Timing

16.01.2023 - 14.05.2023

Lecturer(s)

Kari Jaatinen

Planned learning activities, teaching methods and guidance

Contact and/or e-learning.
Online and contact teaching, assignments, small group work, independent work and literature.
The implementation option can also be the study of work or a Future Factory project.

Learning materials and recommended literature

Englanniksi
Northouse, P. 2016. Leadership: Theory and Practice. Sage Publications.
Goleman, D. 1999. Tunneäly työelämässä. Otava tai
Goleman, D. 2005. Emotional intelligence. Bantam Books tai
Goleman, D. 2007. Sosiaalinen äly. Otava.
Pitkänen, L. 2017. Nuorten johtajien eettiset profiilit - Q-metodologinen tutkimus eettisestä johtajuudesta uuden sukupolven määrittämänä. Acta Wasaensia, 385.
Rakentavan dialogin käytännön taidot. https://www.eratauko.fi/
An up-to-date non-personal guide to people management.
Suitable article from e.g. The Leadership Quarterly, Journal of Change Management, Journal of Organizational Change Management, Työelämän tutkimus, Hallinnon tutkimus -journal.

Exam dates and re-exam possibilities

Ei tenttiä.

Learning assignments and student workload

Lähipäivät tai verkkotapaamiset 15-35 h
Itsenäinen työskentely ja ryhmätyöt 100-120 h
Yhteensä 135 h (not translated)

Enrollment

01.11.2022 - 15.01.2023

Content scheduling

The first webinar instructs and stages the progress of the course and assigns a preliminary task to the first contact.
The central learning task of the course is a work-based development task performed by the student in his / her own (or imagined) work organization during the course. The student can choose a topical development topic related to the themes of the course from his / her own organization. The aim is to apply theoretical knowledge to solve a practical problem and to write a project plan-type reflective essay or project report on it.
Groups
- ZJK23KS
- YSU23KM
- ZJAYSC23KM
- YSC23KM
- ZJAYSU23KM
- ZJA23KSY
Alternative learning methods

Studyfication is an alternative method of course implementation according to JAMK degree regulation.

Seats

15 - 30

Assessment methods

The assessment of the course is based on the assessment criteria derived from the learning objectives.

Tasks are assessed as accepted / rejected, except for the work-based development task (see above), which is assessed with grades 0-5.

The evaluation of the entire course (0-5) thus consists in practice of the grade of the development task.

Degree Programme

Master’s Degree Programme in Business and Financial Management, Master's Degree Programme in Project Management, Master’s Degree Programme in Digital Supply Chain Management, Master’s Degree Programme in High-Technology Business Management, Master's Degree Programme in Lifecycle Management, Master's Degree Programme in Sustainable Energy, Master's Degree Programme in Project Management, Master’s Degree Programme in Logistics, Master’s Degree Programme in Tourism and Hospitality Management, Master's Degree Programme in Business Network Management, Master's Degree Programme in Business Network Management, Master’s Degree Programme in Health Care and Social Services

Mode of delivery

Online learning

Share of virtual studies

5 cr

Unit

School of Health and Social Studies
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Purpose of the course
The purpose of the course is to learn to understand and master the means provided by leadership competence and emotional intelligence, as well as the interaction skills with which organisations and their staff succeed in an international and digital operating environment.

Course competences
Organisational and financial management
Service business management
Ethical competence
Internationalisation and communications competence
Learning and information management competence
Entrepreneurship, innovation and working community competence

Course learning outcomes:
You understand different theories and models of leadership and the differences between them, and are able to apply them in actual working practice. You define key leadership practices and describe them from the perspective of your work role. You understand the significance of equitable and ethical leadership. You recognise and evaluate your competence in, and the benefits of, leadership, emotional intelligence and interaction skills and name your principal development target. You experiment with practical dialogue skills in interaction and in discussions.

Theories of leadership
Current trends in leadership
Ethical aspects of leadership
Emotional intelligence and emotions
Manager’s interaction skills
Dialogism and dialogue tools

0-5

Adequate 1
You understand the differences between different theories and models of leadership. You differentiate between and classify key concepts of leadership. You discuss the subject from different perspectives. You recognise the key skills in, and benefits of, emotional intelligence, as well as methods for developing them. You define key leadership practices and describe them from the perspective of your work role. You understand the significance of equitable and ethical leadership. You evaluate your leadership and interaction competence and recognise your principal development target. You write in an illustrative manner, but the text contains illogicalities and shortcomings.

Satisfactory 2
You apply the theory of leadership you have delineated. You select and define the key concepts. You utilise key emotional intelligence skills and development methods. You find a solution to the problem and illustrate the results with examples. The examples exhibit understanding and independent thinking that is connected to theory. You are able to cooperate in a responsible manner in a problem-solving situation and take responsibility for a colleague’s work. You understand the significance of equitable and ethical leadership. You evaluate and substantiate your own leadership and interaction competence with examples. You write in a logical and illustrative manner, but the text exhibits certain shortcomings. You write text that is partly unstructured and exhibits numerous different language and style errors.

Good 3
You analyse essential and well-delineated theory and concepts of leadership and justify their choice. You demonstrate an ability to follow and analyse the development and/or research in your area of expertise. You analyse key emotional intelligence skills and development methods and understand how you can control your own emotions. You lead or plan a research, development or innovation project in which you apply new methods. You develop the operations of the organisation by finding an alternative solution. You combine theory and practice. You analyse and substantiate the significance of equitable and ethical leadership. You analyse and substantiate your own leadership and interaction competence and are capable of developing it. You write in a logical and illustrative manner, substantiating the points you make. You write structured text with occasional language and style errors.

Very good 4
You outline a coherent whole from the key theories and concepts of leadership and emotional intelligence, which you reflect upon critically. You analyse, follow and discuss the development of, and international research in, your area of expertise. You develop key emotional intelligence skills, interpreting and managing emotions. You lead or plan a research, development or innovation project in which you resolve a practical problem. You assess the process and the outcome by mirroring them against usability and theory. You reflect upon leadership and ethicality from the point of view of equality. You analyse and substantiate your own leadership and interaction competence and are capable of developing it. You write in a logical, analytical and competent manner. You write structured text in a fluent and almost error-free formal style.

Excellent 5
You produce new perspectives or new knowledge about leadership and emotional intelligence for your own organisation. You assess and interpret critically the development of professional fields and international research knowledge on leadership. You define the key concepts related to the specialised competence in theories of leadership in relation to one other. You show development responsibility for increasing new knowledge and practices in your own professional field and for goal-oriented learning in your own organisation from the leadership point of view. You create a plan to test how your own emotional intelligence or that of your organisation can be improved. You lead a research, development or innovation project in which you produce and analyse new knowledge and revise operating practices in the changing operating environment of your field. You assess, analyse, compare and substantiate the leadership and emotional intelligence development process, its outcome and its action proposals that are linked to the set objectives and criteria. You reflect upon leadership and ethicality at the societal level. You assess the development of your own leadership and interaction competence critically, comprehensively and in a diverse way. You write convincingly, presenting a logically coherent whole in which you combine things in a new way. You show an ability for critical and argumentative writing.

Leadership Dynamics, 5 cr - YZZZ0220

Upcoming implementations