What you can learn from psychology about good leadership: description

 Defining and developing effective leaders is a major challenge for all organizations in today’s workplace. This course gives an overview of psychological approaches, models and theories dealing with successful leadership. Empirical evidence and – as far as available – respective diagnostic instruments are presented and discussed. Implications for the behaviour of leaders and the development of leadership skills will be derived and discussed especially with respect to their practical applicability. The following central topics and theories in the study of successful leadership will be covered by the course:- General perspectives on effective leadership behaviour- Personal traits, motives and characteristics and effective leadership - Contingency and situational leadership theories- Leader-member-exchange theory- Charismatic & transformational leadership- Implicit leadership theories, cultural aspects of leadership and leading diversity- Participative leadership, supervisory support, delegation & empowerment- Power, politics & influence tactics - Ethics and leadership- Leading commitment and identification - Leading groups and teams- Women and leadership- Strategic leadership and leading change

 Goals
- Acquiring an in-depth understanding of theories and models, empirical evidence, methods and skills in the field of psychological leadership research- Application of basic methodological competencies and scientific critical use of relevant tools in diagnostics and intervention- Application and critical use of methods and empirical evidence from applied scientific research (e.g., field studies, evaluations, experiments) in the domain of leadership and leadership effectiveness- Application of psychological theories for finding solutions to practical problems- Ability to reduce the complexity of core findings in industrial, organisational, and social psychology in order to derive statements of practical use in business and organisations
 
 Methods
individual & group-presentations, discussions, group work, case studies

 Bibliograghy
Basic literature:Northouse, P.G. (2003). Leadership: Theory and practice (3rd ed.). Thousand Oaks , CA : Sage.Yukl, G. A. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Education.Selected additional literature:Brodbeck, F. C., Frese, M. & 44 co-authors (2000). Cultural variation of leadership prototypes across 22 European countries. Journal of Occupational and Organizational Psychology, 73, 1-29. Brown, M. E., Trevino, L. K. & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behaviour and Human Decision Processes, 97, 117-134.Collins, D.B., Holton, E.F. (2004): The Effectiveness of Managerial Leadership Development Programs: A Meta-Analysis of Studies from 1982 to 2001. Human Resource Development Quarterly, 15 (2), 217-248.Judge, T. A. & Piccolo, R. F. (2004) Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89 (5), 755-768.Judge, T. A., Piccolo, R. F. & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89 (1), 36-51.Higgins, C. A., Judge, T. A. & Ferris, G. R. (2003). Influence tactics and work outcomes: A meta-analysis. Journal of Organizational Behavior, 24, 89-106.House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7 (3), 323-352. Mathieu, J. E., Gilson, L. L. & Ruddy, T. M. (2006) Empowerment and team effectiveness: An empirical test of an integrated model. Journal of Applied Psychology, 91 (1), 97-108. Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10 (1), 63-113.Van Knippenberg, D., De Dreu, C. K. & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89 (6), 1008-1022. Van Knippenberg, D., van Knippenberg, B., De Cremer, D. & Hogg, M. A. (2004). Leadership, self, and identity: A review and research agenda. The Leadership Quarterly, 15, 825-856.