COMPETENCES FOR TEAMWORKING AND LEADING IN A GLOBAL CONTEXT

SHE Level 1
SCQF Credit Points 10.00
ECTS Credit Points 5.00
Module Code M1N124771
Module Leader n/a
School Glasgow School for Business and Society
Subject Management
Trimester
  • C (May start)

Summary of Content

The aim of this module is to develop the students appreciation of, and ability in, key cross- and inter-cultural competences for global leadership. Working with students in transnational/international contexts, the module builds understanding of the student's and others' cultural characteristics from national and international perspectives. From this it develops insights into the main cross- and inter-cultural competences for effective teamwork, then it explores the competency implications for leadership in diverse organisational and global communities.

Syllabus

The content of the module syllabus directly relates, in turn, to each of the three learning outcomes (LO) as stated in full below. LO1: Models of national culture: e.g. exploration of elements within national cultures; understanding the advantages and disadvantages of key models and dimensions of national culture e.g. French, Hofstede. LO2: Frameworks and types of cross-cultural competences: e.g. insights into the nature, impact and value of key competences e.g. Meyer, GLOBE; key principles and practices in managing cultural differences e.g. inclusion, diversity management. LO3: Models of leadership from the old and new psychology of leadership and the advantages of knowledge sharing in leading teams within culturally diverse global communities.

Learning Outcomes

On successful completion of this module, students should be able to:1. demonstrate an understanding of their own and others' principal cultural characteristics from national and international perspectives; 2. indicate development of their insights into key cross- and inter-cultural competencies for effective teamwork; and3. evidence an exploration of the competency implications of culturally diverse teamwork for leadership in organisations and global communities.

Teaching / Learning Strategy

A blended learning approach will be used, which combines lectures, seminars and practical workshops. Practical sessions and seminars will be linked to the lecture; incorporating problem-based learning strategies and e-learning materials. Learning will be a mix of classroom- based activities alongside experiential exercises. Guest speakers will be incorporated into the programme as will visits to some of Scotland's rich heritage sites. Students will be encouraged to work in inter-cultural and inter-disciplinary groups, reflecting the reality of global workplaces. Students who undertake the week 3 assessment will maintain a learning diary and submit a reflective essay based on what they have learnt during their period of study. Support from our Learning and Development Centre and library staff will be provided. The first assessment is a group presentation about the development of the group's understanding of, and insights into, effective teamwork competences. This will be informed by individual students maintaining their own learning diary throughout the module delivery, focusing on group based seminar and practical activities in particular. The second assessment is a personal reflective narrative on the competency implications of culturally diverse teamwork for leadership in organisations and global communities. This will be informed by, and extend, the module lecture material in particular and include reference to academic literature.

Indicative Reading

Allio, R.J. 2013, "Leaders and leadership many theories, but what advice is reliable?" Strategy and Leadership, vol. 41, no. 1, pp. 4-14. Anderson M.H. and Sun P.Y.T. 2015, Reviewing Leadership Styles: Overlaps and the Need for a New 'Full Range' Theory, International Journal of Management Reviews , pp. 1-21. Badshah S. 2012, Historical Study of Leadership Theories, Journal of Strategic Human Resource Management, vol. 1, no. 1. Banutu-Gomez, M.B. 2013, "The Pivotal Importance of Leadership, Knowledge Sharing and Organization Culture", The Journal of American Academy of Business , Cambridge, vol. 18, no. 2, pp. 238-244. Bildstein, I., Gueldenberg, S. and Tjitra, H. 2013, "Effective leadership of knowledge workers: results of an intercultural business study", Management Research Review , vol. 36, no. 8, pp. 788-804. Browaeys M.-J. and Price R. (2011) 2nd edition, Understanding Cross-cultural Management , London: Financial Times/ Prentice Hall. Chin J.L., Desormeaux L. and Sawyer K. 2016, Making way for paradigms of diversity leadership, Consulting Psychology Journal: Practice and Research, vol. 68, no. 1, 49-71. French R. (2015) 3rd edition, Cross-Cultural Management in Work Organisations , London: CIPD. Haslam S.A., Reicher S.D. and Platow M.J. 2011, The New Psychology of Leadership, Identity, Influence and Power , Psychology Press, N.Y. Kumra S. and Manfredi S. (2012) Managing equality and diversity: theory and practice, Oxford: Oxford University Press. Meyer E. (2015) The Culture Map: Decoding how people think, lead, and get things done across cultures , New York: Public Affairs. Mor Barak M.E. (2014) 3 rd edition, Managing Diversity: Towards a Globally Inclusive Workplace , CA: Sage Publishing. Moran R.T., Abramson N.R. and Moran S.V. (2014) 9th edition, Managing Cultural Differences , London and New York: Routledge. Primecz H., Romani L. and Sackmann S. (editors) (2012) Cross-cultural Management in Practice: Culture and Negotiated Meanings , Cheltenham: Edward Elgar Publishing. Steers R.M., Nardon L., Sanchez-Runde C.J. (2016) 3 rd edition, Management across cultures: developing global competences , Cambridge UK: Cambridge University Press. Syed J. and Ozbilgin M. (editors) (2015) Mana ging Diversity and Inclusiveness: An International Perspective , London: Sage.

Transferrable Skills

Information: analysis, retrieval, evaluation, knowledge contextualisation and interpretation Cognitive self: creativity, decision making, self-awareness and ethical responsibility, intellectual capacity Communication: oral, written, networking, digital Collaboration: social capital, people management, project management

Module Structure

Activity Total Hours
Independent Learning (FT) 36.00
Seminars (FT) 10.00
Lectures (FT) 10.00
Assessment (FT) 34.00
Practicals (FT) 10.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 30.00 35% Group Presentation (3-4) 15 minutes
Coursework 2 n/a 70.00 35% Individual Reflective Essay (1,000 words)