SKEMA Leadership Course Evaluation

A leadership point of view involves seeing what needs to be done, understanding the underlying forces in a situation, and anticipating potential outcomes.

Leadership is managing energy, first in oneself and then in others.

Groups present a leadership topic in the final session. This constitutes 30% of the final grade.

Students analyze a case study in groups, which accounts for 30% of the final grade.

An individual, multiple-choice exam covering course material, including PowerPoint slides, lectures, readings, and videos, which is 40% of the final grade.

Understanding the principles of leadership and applying them in real-world situations. This involves studying concepts, observing leaders, and developing your own leadership approach.

Identifying the reason behind your organization's existence or your role within it. It's about connecting your actions to something larger and meaningful.

Inspiring a clear and compelling future picture for others to follow. This vision should ignite enthusiasm and a desire to achieve it.

Providing individuals with the resources and trust to excel in their roles. This enables them to achieve their potential and contribute to the collective goal.

According to James Clawson, leadership is about managing energy, starting with yourself and then extending it to others.

Students analyze a case study in groups and submit a written report. The case analysis represents 30% of the final grade.

Covers all course material, including lectures, readings, and videos. Students take a multiple-choice exam worth 40% of the final grade.

The video emphasizes that leaders see what needs to be done, understand the forces at play, and anticipate future outcomes.

Groups of students prepare and deliver 10-minute presentations on specific leadership topics during the final session. These presentations count for 30% of the final grade.

General Motors' plan in the 1950s to build factories in the southern and western US, aiming to utilize non-unionized labor in 'right to work' states.

A joint venture between General Motors and Toyota, formed in 1986 to improve manufacturing processes and productivity after struggling with issues at the Fremont plant.

High absenteeism (20%), unresolved grievances (2,000), frequent wildcat strikes (3-4 per year), low productivity, and poor product quality compared to Japanese competitors.

A society where information and knowledge play the main role in power distribution. Power lies with those who have and control information (Key Process Contributors - KPC's).

The need to be understood and valued by employees. This shift signified a change from command-and-control to employee empowerment.

This theory believes leaders are born with innate qualities like charisma, confidence, and intelligence, making them naturally suited for leadership.

Similar to Great Man theories, these theories assume certain personality traits make people better leaders. Traits like extroversion, self-confidence, and courage are often associated with effective leaders.

This theory emphasizes that the best leadership style depends on the situation. No one style is universally effective.

They fail to explain why people with leadership traits don't always become leaders and why some leaders lack those traits.

They focus on how environmental factors determine the best leadership style for a given situation.

A shared set of values, assumptions, beliefs, and expectations (VABEs) among a group of people.

Values, Assumptions, Beliefs, and Expectations that define a culture.

A framework that identifies and compares different cultural dimensions across countries, including power distance, masculinity, uncertainty avoidance, and individualism vs. collectivism.

The extent to which a society accepts unequal distribution of power.

Refers to the degree to which a society emphasizes traditional masculine values like assertiveness and competition versus feminine values like cooperation and quality of life.

The degree to which a society is comfortable with ambiguity and the unknown. High uncertainty avoidance cultures prefer clear rules and structures, while low uncertainty avoidance cultures are more adaptable and tolerant of risk.

A culture where assertiveness, competition, and material success are highly valued. Roles are clearly defined, leading to a competitive and tough social environment.

A culture where cooperation, consensus, and quality of life are highly valued. Roles are less rigidly defined, leading to a more collaborative and nurturing social environment.

Exposure to different cultures and working environments enhances a leader's understanding of diverse perspectives, challenges, and opportunities.

A broader concept that encompasses all ways to affect someone's thoughts, feelings, or behaviors.

A type of influence that uses communication to change someone's attitude.

Thinking mode focused on carefully analyzing arguments and information.

Thinking mode relying on shortcuts and cues to make quick decisions.

Using mental shortcuts and simple cues to persuade.

The four types of organizational culture are Clan, Adhocracy, Market, and Hierarchy. Each culture emphasizes different values and behaviors, leading to unique organizational dynamics.

A Clan Culture prioritizes teamwork, collaboration, and employee development. This type of culture fosters a sense of belonging and shared purpose, promoting a family-like atmosphere.

An Adhocracy Culture emphasizes innovation, risk-taking, and adaptability. This type of culture thrives on creativity and continuous improvement, often found in startups or research-driven organizations.

A Market Culture emphasizes results, competition, and customer satisfaction. This type of culture is driven by performance, with a strong focus on achieving goals and exceeding expectations.

A Hierarchy Culture emphasizes control, stability, and efficiency. This type of culture values order and structure, often found in large corporations or government institutions.