Management 313X (3808): Contemporary Corporate Leadership
The Good, the Bad, & the Ugly
University of Bridgeport - School of Business
Monday & Wednesday: 3:00 – 4:15 pm
Mandeville Hall Room 216
Fall Semester - 2014
Professor Edward W. McMahon, Jr. M.S., ODP
Contact Information:
Office Building: Mandeville Hall- - Room 216
Email: [email protected]
Office Hours: By Appointment & After Class
Mailing Address: School of Business
230 Park Avenue
University of Bridgeport
Bridgeport, NY 06604
Course Materials
Leadership: Enhancing the Lessons of Experience, 8th Edition
Richard L Hughes, Center for Creative Leadership
Robert C. Ginnett, Center For Creative Leadership
Gordon J Curphy, Curphy Consulting Corporation
Hardcover, 768 pages
©2015, ISBN-13 9780077862404
Howard Schultz: Building Starbucks Community (A)
William W. George, Andrew N. McLean
Product number:
406127-PDF-ENGL
Length:
11p
Michael Eisner at Disney
By Paddy Miller, Jordan Mitchell
Source: IESE
14 pages. Publication date: May 23, 2005. Prod. #: IES151-PDF-ENG
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Making Meaning of Being Bad: Different Forms of Bad Leadership
Barbara Kellerman
Publication Date:
Aug 18, 2004
Source:
Harvard Business Press
Chapters
Product number:
7652BC-PDF-ENG
Length:
25p
The Real Leadership Lessons of Steve Jobs
Walter Isaacson
Publication Date:
Apr 01, 2012
Discipline:
General Management
Source:
Harvard Business Review
Product number:
R1204F-PDF-ENG
Length:
11p
General Course Information
Course Description:
Call it a culture of myopia and greed, but there remains a huge tension between organizations led by CEOs who
demonstrate little concern for employees, shareholders or the environment through bad leadership and
management practices,and a broken moral compass, as opposed to “True North” CEOs who practice corporate
social responsibility. The former cause extraordinary harm but to society, especially when they keep repeating the
same mistakes. The latter, unfortunately, get smeared by the same media brush.
Why do so many CEOS operate in such a harmful way? Unfortunately, the past ten years is littered with the
carnage of myriad blunders. Pick a year or a decade and we will find lots of examples. The recent decade that
launched us into the 21st Century had a long list of horrendous errors, which can be traced back to decisions made
by those in positions of authority, whether in the public sphere or in business.
We will first look the Bad and the Ugly in leadership examples, saving the Good for an uplifting finale, focusing on
what tomorrow’s Business Leaders can learn from Peter Senge’s Seven Learning Disabilities and the wisdom of
“The Fifth Discipline”.
Special Accommodations
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The University of Bridgeport is committed to providing services to qualified students with disabilities so that
they receive an equal educational opportunity. In compliance with Section 504 of the
Act, the American with Disabilities Act and the Connecticut State Laws, we provide reasonable accommodations
to reduce the impact of disabilities on academic functioning or upon other life activities in a University setting.
All accommodations are determined on an individual basis. If a student with a disability would like to be
considered for accommodations, he/she must initiate the request, prior to or at the beginning of the academic
semester and provide supporting documentation. For further information call 203 576-4454 or email
[email protected].
Prerequisites Graduate/Undergraduate Standing
Completion of Management 301 – Exceptions require Professor Greenspan’s approval.
Mode of Instruction
Lectures, Class Presentations, Discussion, & Case Studies
Class Participation:
Students who actively participate learn more than students who do not. Because I believe that students learn
much from the experience of fellow students, I will conduct interactive lecturing and Socratic dialogue to facilitate
full class participation. Because participation is an important part of the course, attendance is critical counted
towards your participation grade. Case discussions and small-group presentations and problem-solving will be an
important part of the course. To ensure lively and relevant discussion, it is important that all assigned readings be
done prior to class. Please be ready to comment on the assigned reading or answer questions related to it. Of
course, if you have any questions about the material in the text, please bring them to class, email me, or, make an
appointment.
Course Learning Outcomes
Upon completion of this course the learner will demonstrate thorough understanding of the following key
concepts:
 Leadership definitions and the leadership process;
 Leader-follower relations, including issues of fairness, trust, and ethical behavior;
 Trait theories of leadership;
 Role of sex and gender in the leadership equation;
 Power, influence and motivation with respect to leadership styles;
 Situational, transformational (including pseudo-transformational), participative, and team leadership;
 Potential dysfunctional aspects of leadership.
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Instructions for Assignments and Papers
a. Typed Assignments. All assignments must be typed
b. Format: Single or Double Spaced
c. Hand-in procedure: Prior to the beginning of class. You must submit your own paper. No one can
submit a paper for you, unless agreed upon in advance. No Emailed papers will be accepted without
the prior approval of the instructor.
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2. Late Work: Penalized one full letter grade for each week that the assignment is late.
3. Study Hours: A minimum of 10 hours per week is suggested.
4. Electronic Devices Cell Phone, IPOD, PDA etc; usage is prohibited, except during break. You may use your
laptops to take notes and do course related work, except during quizzes and exams.
5. Grading Methodology & Rubric
Class Attendance & Participation: 300 pts
Homework: Essays/Quizzes
300 pts
Midterm Exam
200 pts
Final Exam
200 pts
Total:
1000 pts
Letter Grade
A
A-
B+
B
B-
C+
C
C-
D+
D
F
Grade Points
4.0
3.67 3.33 3.00 2.67 2.33 2.00 1.67 1.33 1.00
930
900 870 830 800 770 730 700 670 600 Below
0.00
Grade Range
1000 929 899 869 829 799 769 729 699 669
600
Extra Credit Opportunity: Up to 50 pts
Each student can select and submit 5 articles related to course concepts and issues, along with a 3 page
written critique of each and earn up to 10 extra credit points per critique.
 Date:
Assignment
Homework Due
Mon 8/25
Intro/POLC
None
Hughes Chapter 1
Meaning of Leadership
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Wed 8/27
Hughes Chapter 1
Meaning of Leadership
Mon 9/01
No Class: Labor Day
Wed 9/03
Hughes Chapter 2
Leader Development
Mon 9/08
`
Hughes Chapter 3
Self Development
Mon 9/15
Hughes Chapter 3
Self Development
Mon 9/22
Richard Branson Mini Case
Chapter 1
Hughes Chapter 2
Leader Development
HBR: Howard Schultz
Wed 9/10
Wed 9/17
MBTI
Big 5
Hughes Chapter 4
Power and Influence
UPS Case
Chapter 2
Gaps Analysis/Plan
Chapter 4
Hughes Chapter 4
Power and Influence
Wed 9/24
Hughes Chapter 5
Values & Character
Mon 9/29
Hughes Chapter 5
Values & Character
Wed 10/01
Hughes Chapter 6
Leadership Attributes
Mon 10/6
Hughes Chapter 6
Leadership Attributes
Wed 10/08
Hughes Chapter 7
Leadership Behavior
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Prime Minister Mini Case
Chapter 5
Cliff Bar Minicase
Chapter 6
Ann Fudge Minicase
Chapter 7
Mon 10/13
Midterm Examination
Wed 10/15
Hughes Chapter 8
Skill Building
Mon 10/20
Hughes Chapter 8
Skill Building
Wed 10/22
Hughes Chapter 9
Motivation & Performance
Mon 10/27
Hughes Chapter 9
Motivation & Performance
Wed 11/03
Hughes Chapter 10
Team Leadership
Mon 11/10
Chapter 10
Team Leadership
Wed 11/13
Hughes Chapter 11
None
MBTI
Initech Minicase
Chapter 9
Hernandez Case
Chapter 10
Skills for Developing Others
Mon 11/17
Hughes Chapter 12
The Situation
Wed 11/19
Hughes Chapter 13
Contingency Theory
Mon 11/24
Hughes Chapter 14
Leadership & Change
HBR: Steve Jobs
No Class: Thanksgiving Holiday
Wed 11/26
Mon 12/01
Hughes Chapter 15
The Dark Side of Leadership
HBR: Eisner/Disney
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IKEA Case
Chapter 12
Wed 12/3
Hughes Chapter 16
Minicase
Chapter 15
Change Mgmt
Mon 12/8
Final Exam
Wed 12/10
Final Exam
Policy on Syllabus changes and contractual obligations: This syllabus and course outline is subject to change by the
instructor during the course of the semester. Changes might occur due to student interest, class progression and
emerging topics. It such changes are made, they will be announced in class. This syllabus and any addendums attached
shall not be construed by the student as a contract, implied or expressed, between the student and/or the professor and
the University.
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