Leading with People, 7.5 credits
Leading with People, 7,5 högskolepoäng
Course Syllabus for students Autumn 2020
Course Code: JLPR26
Confirmed by: Council for Undergraduate and Masters Education Aug 10, 2015
Valid From: Jan 18, 2016
Version: 1
Reg number: IHH 2015/2847-313
Education Cycle: Second-cycle level
Disciplinary domain: Social sciences (95%) and natural sciences (5%)
Subject group: FE1
Specialised in: A1N
Main field of study: General Management

Intended Learning Outcomes (ILO)

After completing the course the students should be able to:

Knowledge and understanding

1. Explain different aspects of responsible leadership
2. Explain the role of leadership for collaboration, integration and co-ordination processes in engineering-focused organizations.
3. Recognize and describe the relevance of different leadership perspectives in a global and intercultural environment

Skills and abilities

4. Demonstrate interpersonal communication skills and identify their implications in different roles and contexts
5. Identify and analyze engineering leadership challenges, and demonstrate the ability to lead in complex situations
6. Demonstrate oral and written presentation and writing skills and the use of academic literature in order to identify, analyze and evaluate leadership topics

Judgement and approach

7. Critically assess own leadership style and attitudes in relation to a globalized and diversified world
8. Independently evaluate and provide feedback on colleagues’ leadership abilities
9. Discuss and reflect upon own and colleagues’ academic assignments


The course aims at providing an overall understanding for responsible leadership and to develop the participants’ leadership potential.
The course includes theories, methods, tools, and strategies to develop leadership potential and effective work groups, including sociological and psychological approaches to leadership, and themes such as ethics, power, trust, communication and cultural and emotional intelligence.

Type of instruction

Lectures, guest lectures, cases, and seminars including experienced based learning.

The teaching is conducted in English.


Bachelor’s degree (i.e the equivalent of 180 credits at an accredited university) with at least 90 credits in engineering (or the equivalent).

Examination and grades

The course is graded A, B, C, D, E, FX or F.

ILO 4-8 are examined through seminars and case seminars
ILO 1-4 & 8 are examined through project work
ILO 6, 7 & 9 are examined through diary reflections

Registration of examination:
Name of the TestValueGrading
Examination7.5 creditsA/B/C/D/E/FX/F

Course evaluation

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, evaluators must be identified (elected) among the students. The course evaluation is carried out continuously as well as at the end of the course. On the completion of the course the course evaluators and course examiner discuss the course evaluation and possible improvements. A summary report is created and archived. The reports are followed up by program directors and discussed in program groups and with relevant others (depending on issue e.g. Associate Dean of Education, Associate Dean of faculty, Director of PhD Candidates, Dean and Director of Studies). The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluation.

Other information

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.
Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarizing. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarizing called the Interactive Anti-Plagiarism Guide.
Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Course literature

The final literature list will be announced at the beginning of the course
These are decided so far:
Bennis, W. G., & Shepard, H. A. (2008). A theory of group development. Organization Change: A Comprehensive Reader, 155, 2008441
Bird, A., Mendenhall, M., Stevens, M. J., & Oddou, G. (2010). Defining the content domain of intercultural competence for global leaders. Journal of Managerial Psychology, 25(8), 810-828
Brundin, E., Patzelt, H., & Shepherd, D. A. (2008). Managers' emotional displays and employees' willingness to act entrepreneurially. Journal of Business Venturing, 23(2), 221-243
DeRue, D. S., & Ashford, S. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35(4), 627-647
Hogg, M. A. (2001). A social identity theory of leadership. Personality and social psychology review, 5(3), 184-200
Oke, A., Munshi, N., & Walumbwa, F. O. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics, 38(1), 64-72
Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617-633
Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: some lessons from the past. American Psychologist, 63(3), 182