EXSP506-17R (BLK)

Relational Leadership

15 Points

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Waikato Management School
Te Raupapa
Executive Education

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: danial.hilson@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: kathryn.mercer@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5 or 9 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
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Paper Description

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A large part of leadership is relational. Leaders need to create higher leader-direct report exchange relationships, as well as encourage leadership to be shared/distributed within teams. Relational leadership is also required in a context where hierarchical authority cannot be exercised. Higher relational leadership has been found to create greater employee engagement and commitment.

Successful leaders have the following attributes:

  • The creation of high performing teams
  • Team selection, composition and building
  • Diversity and inclusion
  • Team culture and engagement
  • Managing conflict, power and politics
  • Persuasion
  • Negotiation
  • Innovation and change management.

PRE-WORK REQUIRED: It is expected you have read all the readings prior to attending the first workshop. Links to these
can be found under the Resources tab/Paper Resources link.

NOTE: All assignment dates are confirmed as per moodle outline. Please dis-regard assignment dates as per paper outline.

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Paper Structure

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There will be two workshops for this paper - a two day workshop, followed a month later by a one day workshop.

All course material will be provided via MyWeb. Reading resources can be found under the Resources tab/Paper Resources link, and further resources may be provided from time to time under the Files link. Communication throughout the paper will be via email/Announcements – please check these regularly.

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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Identify areas for development in your relational leadership practice
    Linked to the following assessments:
    Application of Theory to Practice - individual (1)
    Multi-party negotiation - group (2)
    Reflective Essay - individual (3)
  • Clarify the role of leaders in building high performing teams
    Linked to the following assessments:
  • Identify causes of conflict and apply some tools for resolution
    Linked to the following assessments:
    Reflective Essay - individual (3)
  • Manage conflict and negotiation to build sustainable relationships with key stakeholders
    Linked to the following assessments:
    Multi-party negotiation - group (2)
    Reflective Essay - individual (3)
  • Develop appropriate negotiation plans and strategies for multi-party situations
    Linked to the following assessments:
    Multi-party negotiation - group (2)
    Reflective Essay - individual (3)
  • Apply innovative and collaborative ideas to a group situation and use social influence to encourage others to buy into these.
    Linked to the following assessments:
    Multi-party negotiation - group (2)
    Reflective Essay - individual (3)
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Assessment

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All assessment is compulsory.
It is expected you have read the Corporate & Executive Education Policies.

PLEASE NOTE: The University has zero-tolerance for Plagiarism.

All assessment must be submitted as a Word document, unless otherwise stated.
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 1:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 1:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Application of Theory to Practice - individual
2 Apr 2017
11:30 PM
35
  • Online: MyWeb
2. Multi-party negotiation - group
14 Apr 2017
5:30 PM
35
  • In Class: In Workshop
3. Reflective Essay - individual
30 Apr 2017
1:00 PM
30
  • Online: MyWeb
4. Online Evaluation
14 May 2017
11:30 PM
0
  • Other: Click on the link provided
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Relational Leadership

Haslam, S.A., Reicher, S.D., & Platow, M.J. (2011). Identity leadership at large: Prejudice, practice, and politics. The new psychology of leadership: Identity, influence and power. (pp. 197-218). Hove, East Sussex: Psychology Press.

Komives, S., Lucas, N., & McMahon, T. (1998). The relational model. Exploring leadership for college students who want to make a difference. San Francisco: Jossey-Bass.

Manz, C.C., Shipper, F., & Stewart, G.L. (2009). Everyone a team leader: Shared influence at W.L. Gore & Associates. Organizational Dynamics, 38(3), 239-244.

Building and Maintaining High Performing Teams

Campany, N., Dubinsky, R., Vanessa, U. D., Mangino, M., & Flynn, E. (2007). What makes good teams work better: Research-based strategies that distinguish top-performing cross-functional drug development teams. Organization Development Journal, 25(2), 179-186.

Edmondson, A. C. (2012). Teamwork on the fly. Harvard Business Review, 90(4), 72-80.

Team Selection, Composition and Building

Levi. D. (2011). Team building and team training. Group dynamics for teams (3rd ed.). (pp. 295-313). Thousand Oaks, CA: Sage.

Pentland, A.S. (2012). The new science of building great teams, Harvard Business Review, 90(4), 61-70.

Johnson Vickberg, S.M. & Christfort, K. (2017). Pioneers,drivers, integrators, and guardians, Harvard Business Review, 95(2), 50-57.

Maximising Team Decisions

Kahneman, D. (2011, November). Beware the "inside view". The McKinsey Quarterly. Retrieved from www.mckinsey.com

Zenger, J., & Folkman, J. (2014, September 1). 9 habits that lead to terrible decisions. Harvard Business Review. Retrieved from https://hbr.org/

Lovallo, D.P., & Sibony, O. (2006, February). Distortions and deceptions in strategic decisions. McKinsey Quarterly, (1). 18-29.

Understanding conflict

Spaho, K. (2013). Organizational communication and conflict management. Journal of Contemporary Management Issues, 18(1), 103-118.

Wilmot, W.W., & Hocker, J.L. (2007). Styles and tactics. Interpersonal conflict (7th ed.). (pp. 130-176). NY: McGraw-Hill.

Conflict Management and Resolution

Abigail, R.A. & Cahn, D.D. (2011). Responding to conflict: The S-TLC system. Managing conflict through communication (4th ed.). (pp. 68-83). Boston, MA: Pearson.

Folger, J.P., Poole, M.S. & Stutman, R.K. (2013). Managing conflict. Working Through Conflict: Strategies for Relationships, Groups, and Organizations (7th ed.). (pp. 228-252). Boston: Pearson.

Negotiation

Fisher, R., Ury, W., & Patton, B. (1999).Getting to yes: Negotiating an agreement without giving in (2nd ed.). (pp. 17-40). London: Random House Business.

Fisher, R., Ury, W., & Patton, B. (2011).Getting to yes: Negotiating agreement without giving in (3rd ed.). (pp. 42-57). London: Random House Business.

Lewicki, R.J., Saunders, D.M., & Barry, B. (2011). Strategy and tactics of integrative negotiation. Essentials of negotiation (5th ed.). (pp. 62-88). Boston: McGraw Hill.

Negotiation Case Study

Graham, J.L. & Requejo, W.H. (2009). Managing face-to-face international negotiations. Organizational Dynamics, 38(2), 167-177.

Persuasion, Influence and Politics

Cialdini, R., & Martin, S. (2006). The power of persuasion. Training Journal, December, 40-44.

Hackman, M.Z., & Johnson, C.E. (2013). Leadership and power. Leadership: A communication perspective (6th ed.). (pp.135-164). Long Grove, IL: Waveland.

Innovation and Change Management

Barsh, J., Capozzi, M.M., Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 2008, Issue 1, 37 - 47.

Thompson, L. (2013). Debunking the Myths of Creativity. Creative Conspiracy. The new rules of breakthrough collaboration. (pp. 11-36). Boston, MA; Harvard Business Review Press.

Multi-party Negotiation

Crump, B. (2006). Multiparty negotiation: What is it? ADR Bulletin, 8(7), 1-10.

Case: WhistleblowingNegotiation

Useful resources:

Appelbaum, S.H., Habashy, S., Malo, J-L., Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model. Journal of Management Development, 31(8), 764-782.

Bjorkelo, B. (2013). Workplace bullying after whistleblowing: Future research and implications. Journal of Managerial Psychology, 28(3), 306-323. doi:10.1108/02683941311321178 .

Courtney, H., Lovallo, D. & Clarke, C. (2013). Deciding how to decide. Harvard Business Review, 91(11), 62-70.

De Maria, W. (2006). Common law – common mistakes?: Protecting whistleblowers in Australia, New Zealand, South Africa and the United Kingdom. International Journal of Public Sector Management, 19(7), 643-658. doi: 10.1108/09513550610704671.

Eales-White, R. (2012). Building high-performing teams rapidly. Industrial and Commercial Training, 44(7) 424-428.

Evans, C., & Richardson, M. (2010). How to negotiate effectively. The British Journal of Administrative Management, Winter, 32-33.

Frisch, B. (2008). When teams can’t decide. Harvard Business Review, 86(11), 121-126.

Gornall, J. (2009). The price of silence. British Medical Journal, 339(7728), 1000-1004.

Gunesakara, G. (2012, November 28). Let's make it easy for whistleblowers. The New Zealand Herald. Retrieved from http://www.nzherald.co.nz

Hofstede, G. (n.d.). National cultural dimensions. Retrieved from http://geert-hofstede.com

Hunt, L. (2010). The challenges women whistleblowers face. International Business Research, 3(2), 3-8.

Jaca, C., Viles, E., Tanco, M., Mateo, R., & Santos, J. (2013). Teamwork effectiveness factors in healthcare and manufacturing industries. Team Performance Management, 19(3/4), 222-236.

Keenan, J.P. (2007). Comparing Chinese and American managers on whistleblowing. Employee Responsibilities and Rights Journal, 19(2), 85-94. doi: 10.1007/s10672-007-9036-0

Lachman, V.D. (2008). Whistleblowers: Troublemakers or virtuous nurses? Dermatology Nursing, 20(5), 390-393.

Mansbach, A., & Bachner, Y.G. (2010). Internal or external whistleblowing: Nurses' willingness to report wrongdoing. Nursing Ethics, 17(4), 483-490.

Medical Council of New Zealand (2013, April). Good medical practice. Wellington: MCNZ. Retrieved from http://www.mcnz.org.nz

Miceli, M.P. (2004). Whistle-blowing research and he insider: Lessons learned and yet to be learned. Journal of Management Inquiry, 13(4), 364-366.

Moore, L., & McAuliffe, E. (2012). To report or not to report? Why some nurses are reluctant to whistleblow. Clinical Governance: An International Journal, 17(4), 332-342.

O'Dowd, A., Hayes, J., & Cohen, D. (2010). Whistle while you work. British Medical Journal, 340(7756), 1110-1113.

Oetzel, J.G., McDermott, V., Torres, A., & Sanchez, C. (2012). The impact of individual differences and group diversity on group interaction climate and satisfaction: A test of the effective intercultural workgroup communication theory. Journal of International and Intercultural Communication, 5(2), 144-167.

Rahim, M.A. (2002). Toward a theory of managing organizational conflict. International Journal of Conflict Management, 13(3), 206-235.

Stains, R.R. (2012). Reflection for connection: Deepening dialogue through reflective processes. Conflict Resolution Quarterly, 30(1), 33-51.

Thompson, L.L., Wang, J., & Gunia, B.C. (2010). Negotiation. Annual Review of Psychology, Vol. 61, 491-515.

Tourish, D. (2013). Coercive persuasion, power & corporate culturism. The Dark Side of Transformational Leadership: A Critical Perspective. (pp. 40-58). Hove, East Sussex: Routledge.

Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. Leadership Institute Faculty Publications, Paper 19, pp. 654-676. Retrieved from http://digitalcommons.unl.edu

Wheelan, S.A. (2013). From groups to teams: The stages of group development. Creating effective teams: A guide for members and leaders (4th ed.). (pp. 7-20). Thousand Oaks, CA: Sage.

Additional readings/resources

http://www.dailymail.co.uk/news/article-1278533/The-nurse-victimised-whistleblower-Trainee-thrown-exposing-abuse-shamed-hospital.html

http://www.dailymail.co.uk/news/article-2283530/Stafford-Hospital-scandal-Im-fighting-job-I-love-says-whistleblower-nurse.html

Team Trust Survey – Oestrich Associates: http://www.teamtrustsurvey.com/documents/TeamTrustSurvey.pdf

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Online Support

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Online support can be provided from the Waikato Management School Helpdesk

wms_helpdesk@waikato.ac.nz

0800 WAIKATO, extn 4599

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Workload

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As a general guide 12-15 hours per week is required over the whole period of the paper.

PRE-WORK REQUIRED: It is expected you have read all the readings prior to attending the first workshop. Links to these
can be found under the Resources tab/Paper Resources link.
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Linkages to Other Papers

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Note any linkages to other papers where the linkage is of importance.
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Prerequisite(s)

Corequisite(s)

Equivalent(s)

EXLD570

Restriction(s)

EXLD515, EXLD504 and EXLD528

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