1024672

Course

Advanced Topics in Leadership Research

Faculty

Magnus Larsson, CBS
Sara Louise Muhr, CBS
Brigid Carroll, University of Auckland

Course Coordinator

Associate Professor Magnus Larsson and Professor Sara Louise Muhr

Prerequisites

The participants are expected to submit a 5 page description of their full PhD project one week before the course, including references to the topic of this course, and potentially to the course literature. This paper will subsequently be used during the course for discussion of the project in relation to the field of leadership studies.

It is a precondition for receiving the course diploma that the student attends the whole course.

Aim

This course offers an overview over current debates and themes in the field of leadership studies, including a broad range of perspectives, ranging from transformational, shared and distributed leadership, leadership and ethics, discursive leadership studies, critical perspectives, leadership development, among others. In particular the course aims to focus existing and potential interfaces, connections and frictions between leadership studies and other fields within organization studies.

Course content

The course will be divided into 2 themes a day, that is, 10 themes in total:

Theme 1: Overview and history of leadership studies
Theme 2: Shared, distributed, complexity leadership
Theme 3: Leadership and identity
Theme 4: Leadership in interaction
Theme 5: Leadership development
Theme 6: Authenticity, ethics and spirituality
Theme 7: Diversity, inclusion and leadership
Theme 8 & 9: Discussion of student projects
Theme 10: The future of leadership studies

Teaching style

The course is organised as a 5 day learning experience. The pedagogy includes teacher and student-presentations, break-out sessions, “PhD trouble shooting” sessions (a half-day session focused on the specific problems or challenges that the participants encounter in their PhD work in relation to the topic of leadership) and intensive reading and discussion of texts. The pedagogical approach reflects that a productive learning experience is co-created; hence, students will be invited to mobilize their knowledge (their PhD research) in relation to not just the texts but also in relation to their colleagues’ work. This interactive learning experience is complemented by concise input and guidance of debates by faculty.

Lecture plan

Day 1
9:00 – 10:00	Welcome	Magnus Larsson & Sara Louise Muhr
10:00 – 12:30	Overview and history of leadership studies	Brigid Caroll & Magnus Larsson
12:30 – 13:30	Lunch
13:30 – 16:00	Shared, distributed, complexity leadership	Brigid Caroll
16:00 – 16:30	Groupwork and discussion: How do the themes from today link with our PhD projects?	Magnus Larsson & Sara Louise Muhr
Day 2
9:00 – 9:30	Wrap up from yesterday	Magnus Larsson
9:30 – 12:00	Leadership and identity	Brigid Caroll
12:00 – 13:00	Lunch
13:00 – 15:30	Leadership in interaction	Magnus Larsson & Sara Louise Muhr
15:30 – 16:15	Groupwork and discussion: How do the themes from today link	Magnus Larsson
Day 3
9:00 – 9:30	Wrap up from yesterday	Sara Louise Muhr
9:30 - 12:00	Leadership development	Magnus Larsson
12:00 – 13:00	Lunch
13:00 – 15:30	Authenticity, ethics and spirituality	Sara Louise Muhr
15:30 – 16:15	Groupwork and discussion: How do the themes from today link with our PhD projects?	Sara Louise Muhr
18.00 -	Dinner
Day 4
9:00 – 9:30	Wrap up from yesterday	Magnus Larsson
9:30 - 12:00	Diversity, inclusion and leadership	Sara Louise Muhr
12:00 – 13:00	Lunch
13:00 – 16:00	Group session: Student presentations with faculty feedback	Magnus Larsson, Sara Louise Muhr & Brigid Carroll
Day 5
9:00 – 9:30	Wrap up from yesterday	Magnus Larsson
9:30 - 12:00	Group session: Student presentations with faculty feedback	Magnus Larsson, Sara Louise Muhr & Brigid Carroll
12:00 – 13:00	Lunch
13:00 – 15:00	The future of leadership studies	Brigid Caroll, Magnus Larsson & Sara Louise Muhr

Learning objectives

After the course, the student is expected to be able to

• Engage with the field of leadership studies, acknowledging the variety of methodological and theoretical approaches, and formulate a valid research contribution to it.

• Critically discuss current issues in the field of leadership studies, particularly concerning the intersection between leadership and organization studies.

• Advance their PhD significantly within a deeper sense of the overall leadership research terrain

Exam

Other

Start date

30/09/2019

End date

04/10/2019

Level

PhD

ECTS

Language

English

Course Literature

Preliminary literature

- Avolio, B. J., and W. L. Gardner. 2005. “Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership.” The Leadership Quarterly 16: 315–38.

- Avolio, Bruce J, Fred O. Walumbwa, and Todd J. Weber. 2009. “Leadership: Current Theories, Research, and Future Directions.” Annual Review of Psychology 60: 421–49.

- Ciulla, J. B. (1995) 'Leadership ethics: Mapping the territory' Business Ethics Quarterly 5(1)_: 5-28.

- Clifton, J. (2017). Taking the (heroic) leader out of leadership. The in situ practice of distributed leadership in decision-making talk. In Cornelia Ilie & Stephanie Schnurr (Eds.), Challenging Leadership Stereotypes through Discourse (pp. 45–68). Singapore: Springer.

- Ford, J., and Harding, N. (2011). The impossibility of the ‘true self’of authentic leadership. Leadership, 7(4), 463-479

- Day, David V, and Michelle M. Harrison. 2007. “A Multilevel, Identity-Based Approach to Leadership Development.” Human Resource Management Review 17: 360–73.

- Denis, Jean-Louis, Ann Langley, and Viviane Sergi. 2012. “Leadership in the Plural.” Academy of Management Annals 6 (1): 211–83.

- DeRue, D. Scott, and Susan J Ashford. 2010. “Who Will Lead and Who Will Follow? A Social Process of Leadership Identity Construction in Organizations.” Academy of Management Review 35 (4): 627–47.

- Fairhurst, Gail T. 2011. “Discursive Approaches to Leadership.” In The SAGE Handbook of Leadership, 495–507. London: SAGE.

- Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15(5), 647–661.

- Ford, J. (2006). Discourses of leadership: Gender, identity and contradiction in a UK public sector organization. Leadership, 2(1), 77–99.

- Fry, L. W. (2003). Toward a theory of spiritual leadership. The leadership quarterly, 14(6), 693-727.

- Gagnon, S. and Collinson, D. (2014) “Rethinking Global Leadership Development Programmes: The Interrelated Significance of Power, Context and Identity”. Organization Studies, 35(5): 645-670.

- Hunt, James G, and George E Dodge. 2000. “Leadership Déjà vu All over Again.” Yearly Review of Leadership 11 (4): 435–58. doi:10.1016/S1048-9843(00)00058-8.

- Larsson, Magnus, and Susanne E Lundholm. 2013. “Talking Work in a Bank: A Study of Organizing Properties of Leadership in Work Interactions.” Human Relations 66 (8): 1101–29. doi:10.1177/0018726712465452.

- Leicht, C., de Moura, G. R,, & Crisp, R. J. (2014). Contesting gender stereotypes stimulates generalized fairness in the selection of leaders. The Leadership Quarterly, 25(5), 1025–1039.

- Lord, Robert G, and Rosalie J Hall. 2005. “Identity, Deep Structure and the Development of Leadership Skill.” The Leadership Quarterly 16: 591–615.

- Mabey, C. (2013) “Leadership Development in Organizations: Multiple Discourses and Diverse Practice, International”, Journal of Management Reviews, 15(4): 359-380.

- Meindl, James R, Sanford B Ehrlich, and Janet M Dukerich. 1985. “The Romance of Leadership.” Administrative Science Quarterly 30 (1): 78–102.

- Muhr, S. L. (2011). Caught in the gendered machine: On the masculine and feminine in cyborg leadership. Gender, Work and Organization, 18(3), 337–357.

- Muhr, S. L., and Sullivan, K. (2013) “None so queer as folk”: Gendered expectations and transgressive bodies in leadership. Leadership, 9(3), 419–435.

- Nicholson, Helen, and Brigid Carroll. 2013. “Identity Undoing and Power Relations in Leadership Development.” Human Relations 66 (9): 1225–48. doi:10.1177/0018726712469548.

- Ospina, S. and Foldy, E. (2010) “Building bridges from the margins: The work of leadership in social change organizations”. The Leadership Quarterly, 21(2): 292-307.

- Pearce, Craig L, Jay A Conger, and Edwin A Locke. 2008. “Shared Leadership Theory.” The Leadership Quarterly 19: 622–28.

- Pondy, Louis R. 1978. “Leadership Is a Language Game.” In Leadership: Where Else Can We Go?, edited by M. McCall and M. Lombardo. Durham: Duke.

- Spoelstra, S. (forthcoming) 'Spirituality, religion and notions of leadership' Routledge Companion to Leadership, ed. J. Storey et al. London: Routledge.

- Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4): 298–318.

- Zaleznik, A. 1977. “Managers and Leaders: Are They Different?” Harvard Business Review 15 (3): 67–84.

Fee

DKK 6,500 (covers the course, coffee/tea, lunch and one dinner)

Minimum number of participants

Maximum number of participants

Location

Copenhagen Business School
Kilevej 14 A
2000 Frederiksberg
Room: K4.74

Contact information

The PhD Support
Katja Høeg Tingleff
Tel.: +45 38 15 28 39
E-mail: kht.research@cbs.dk

Registration deadline

19/08/2019

Please note that your registration is binding after the registration deadline.

In case we receive more registrations for the course than we have places, the registrations will be prioritized in the following order: Students from Doctoral School of Organisation and Management Studies (OMS), students from other CBS PhD schools, students from other institutions than CBS.

Top