MGST 453 L01, L02

Ethical Leadership

Course Outline Part A – Spring 2021

Instructor Dr. Naor Cohen

Telephone Email preferred
Office SH 451
Email Naor.cohen@haskayne.ucalgary.ca
Office hours Tuesday/Thursday 3pm-4pm
Website http://d2l.ucalgary.ca
Lecture location Online

Lecture times Tuesday/Thursday 9:00-11:45pm L01

Tuesday/Thursday 12:00pm-2:45pm L02

Course content will be delivered through a blend of both synchronous and asynchronous online
learning. Some course material will be covered in real-time online sessions held during registrar-
scheduled class times for the course, and other content will be covered through asynchronous online
learning, which students can access at times convenient to them. Students are responsible for all
content covered in both types of delivery. Students are expected to attend synchronous class sessions
at the designated time, and to engage with asynchronous material in a timely manner in order to keep
up with course content and deliverables. Please see the following pages for details on the delivery of
course content.

Course Description
Students will develop skill in applying a variety of different leadership frameworks
to problems and an understanding of when various frameworks are most
applicable. Critical thinking skills will be honed using film, short cases, readings,
class discussions, and written opinion. Students will be able to identify components
of leadership behaviours in self and others. Students will witness, experience, and
“consume” leadership as it progresses from individual to team to organizational to
community levels.

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 1
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Course Objectives
By the end of this course, students will be able to
1. Apply and critically analyse concepts of leadership in different contexts by
reading and thinking about published academic research;
2. Reflect critically on their own and leadership experiences of others to
enhance their own effectiveness as leaders;
3. Examine how leadership development happens through education,
training, and experience by reading and seeing narratives of leaders;
4. Produce an analysis of the practice and development of leadership by a
close reading and interpretation of a leader’s biography;
5. Assess the ethical consequences of leadership practice in the form of social
influence tactics.

Textbook and/or Required: MGST453 Harvard simulations course pack (links will be provided)
Other Materials MGST453 Ivey case studies course pack (links will be provided)

Required: The White Tiger: A Novel by Aravind Adiga

The book is available for free as a digital book through the UofC library. The book is
also available for purchase as an e-book and/or an audiobook on Amazon, Google
Play, or Audible.

You can also access it free of charge through the Calgary Public Library (CPL) as an
audiobook. To open a free CPL account visit: https://calgarylibrary.ca/. Once
registered, navigate to Digital Library and then to OverDrive. Search the book via
OverDrive.

In addition to the above readings, there are several academic peer-reviewed

journals specifically in the field of leadership studies (e.g., The Leadership
Quarterly, Leadership) that you may find helpful in supplementing course
assignments described below. Peer-reviewed articles journals can be challenging to
read--you have several to read as part of “required reading” --but are wonderful
resources for you to think with.

Optional textbooks:
Pete G. Northouse, (2018) Leadership: Theory and Practice. Thousand Oaks, CA,
Sage Publications
Cialdini, R.B. (2009). Influence: Science and practice. (5th ed.). Toronto: Pearson

Course Workload Generally, it is understood that students should spend two hours per week outside
of class time for every hour of lecture. This means that for each course, students
should expect to spend approximately 9 hours per week total on course work and
lectures. This may vary by week depending on both the assessment schedule and
on students’ ability to manage their time.

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 2
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Grade Scale The Haskayne School of Business endeavours to ensure consistency of final grades
across courses and sections. Variations in distribution will always be considered by
the instructor where called for by the performance in each individual class. The
student does not have any ‘right’ to a certain grade, but is responsible for earning
grades. The instructor has unfettered discretion to evaluate student performance
and assign all grades.

A+ ≥ 96.0 Outstanding
A ≥ 92.0 Excellent
A- ≥ 88.0 Approaching excellent
B+ ≥ 85.0 Exceeding good performance
B ≥ 80.0 Good performance
B- ≥ 76.0 Approaching good performance
C+ ≥ 72.0 Exceeding satisfactory performance
C ≥ 68.0 Satisfactory performance
C- ≥ 65.0 Approaching satisfactory performance
≥ Marginal pass. Insufficient preparation for subsequent
D+ 60.0
courses in the same subject
≥ Minimal pass. Insufficient preparation for subsequent
D 55.0
courses in the same subject
F ≥ 0% Failure. Did not meet course requirements.

Grade Distribution Due Date Assessment Weighting Course Outcomes

Assessed
Ongoing Critical evaluations 15% Course objectives 1-5
Ongoing 3 Reading quizzes 30% Course objectives 1-5
June 17th Final paper 30% Course objectives 1-5
June 17th Take-home case study 25% Course objectives 1-5

Total 100%

Missed Assessment Students must follow the guidelines outlined in Part B of the outline to request a
Policy deferral for missed work during the term, including quizzes, assignments, and
exams.

Late Policy In fairness to students who complete work on time, works submitted after the due
date will not be accepted.

Critical evaluations Throughout the course, you will be encouraged to think critically about how to use
ideas and theories to develop insight about leadership. Students are expected to be
(15%)
an active participant in the learning process. This will be achieved through online
discussions such as virtual Zoom groups, zoom discussions and discussion boards

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 3
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 on D2L. Engaged students devote time and energy to prepare before class, actively
listening to others during class discussions and contributing to class discussions.
Students are expected to read the assigned text chapters and the material
provided on D2L before class. During class time, students will participate in class
activities, discuss cases, questions, news article, etc., in small groups.
Your instructor may not necessarily cover all the materials in the chapter, but it is
the responsibility of the student to understand the concepts presented in the
textbook and lectures. If you are unsure of any of the concepts, please take the
initiative to ask the instructor during class.

Reading quizzes There will be three D2L reading quizzes\responses worth 10% each. The aim of the
(30%) reading quizzes is both to help ensure that you do the reading and to give us a
“head start” on our class discussion.

• Quizzes are timed online quizzes and will be completed via D2L during
lecture time
• Please ensure you have access to a stable internet connection for the
duration of the exam
All 3 quizzes are to be completed individually

Please note that 50% extra time is no longer provided on online assessments, with
Delivery of quizzes
exception to Final exams. Students who encounter technical difficulties during a
timed synchronous assessment must email the instructor immediately.

Students who cannot write the quizzes at the designated time due to illness or
domestic affliction must go through the regular process for requesting a deferral,
as outlined in Part B of the course outline. Students who cannot write at the
designated time for any other reason, including caregiving responsibilities or time
zone differences, must send an email request to the instructor no later than 72
hours in advance of the assessment. The instructor will consider the request and
advise of his/her decision no later than 48 hours prior to the assessment.
The purpose of the final paper is to help you clarify and chronicle your own
Final paper (30%)
perspective of moral leadership, as it has evolved during the course. You will base
your paper on the novel The White Tiger by Aravind Adiga. This assignment consists
of three parts:

• A description of a situation that you believe demonstrates the aspects of

(im)moral leadership
• Analysis of why you believe this - the reasons behind your assumption, and
your assessment of the decisions and actions of the protagonist.
• Reflection and lessons - implications you draw from the
protagonist/situation and the course that inform your understanding and
your own definition of moral leadership

This deliverable consists of up to 2500 words paper and is due on D2L no later

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 4
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 than 11:59 pm, June 17th

Take-home case The Take-home case study assessment is designed to support your understanding,
study (25%) analysis, synthesis and application of course materials. You will be given an unseen
case study and asked to write a solution for the case. You will have 24 hours to
complete and submit your case study.
Unlike final exams, which may focus primarily on memory, this assignment focuses
mostly on your critical thinking about course concepts and practical applications.
Therefore, you are allowed to use your course slides, lecture notes, and other
reference materials to complete this assignment.
This deliverable consists of up to 1500 words paper and is due on D2L no later
than 11:59 pm, June 17th

Cutting Edge When a course is organized on a percentage basis, there are always students who
Assignment end up only one percentage point away from the next highest letter grade. The knife-
edge assignment gives you the opportunity to avoid this situation.
(~1%)
You may submit an optional report which, in the event you are within one
percentage point of the next highest letter grade, will raise your point total to the
necessary level. Note that the optional report will not be used to place you on the
borderline. It will only be used to raise your grade should your regular total of points
fall within one point of the next highest letter grade. Students who opt out of this
report and find themselves within one point of the next highest grade have no basis
for appeal.

The report consists of a review of an article from an academic journal (not book
chapters, not mass media, and not business periodicals such as Harvard Business
Review or California Management Review) listed in the References section of either
Cialdini (2009) or Northouse (2018). It should be one that catches your interest
(reading academic articles that don’t catch your interest can induce sleep).
The report should be divided into two parts:
1. your summary of the author's message, and
2. a discussion of the relevance of the article understanding leadership in
organizations.

Part (1) should constitute approximately 50% of the report and part (2)
approximately 50%. All reports must be typed, no more than two pages, double-
spaced. For it to be assessed, please include your name and student number in the
page header, The article you have reviewed must be referenced appropriately in the
report.

Due date: Uploaded to D2L no later than 11:59 pm, June 19th

Assessment of The University supports the belief that throughout their University careers,
Writing students should be taught how to write well so that when they graduate their

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 5
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 writing abilities will be far above the minimal standards required at entrance.
Consistent with this belief, students are expected to do a substantial amount of
writing in their University courses and, where appropriate, members of faculty can
and should use writing and the grading thereof as a factor in the evaluation of
student work. The services provided by the Writing Support, part of the Student
Success Centre, can be accessed by all undergraduate and graduate students who
feel they require further assistance. In this course, your writing will be assessed as
part of your grade in the following assessments: Class participation, reading
quizzes, final paper, and final exam.

Email Please specify the course name and section number in the subject line of all emails
Communication (MGST 453 Lxx) I will not respond to emails that do not contain this information.
Although email is commonly used by students to communicate with their
instructors, it does limit the effectiveness of communication and may not be the
best way for me to answer student questions. If I feel that communicating via
email is not optimal, I may request a telephone call or a Zoom meeting.

Internet & Electronic This course is an online course. The use of personal technology (cell phones,
Communication personal computers, etc.) is required; it is conducive to your learning and
Devices communication with your peers and instructor. In addition, to respect the
intellectual property and integrity of materials presented in class, all recording of
online sessions in are prohibited.

Your instructor will share class slides, and lecture notes with you at the end of each
week.

Academic Integrity Academic integrity and rigor are critical components of a University degree.
and Rigor Academic integrity is the foundation of the development and acquisition of
knowledge and is based on values of honesty, trust, responsibility, and respect. The
Haskayne School of Business values ethical leadership and personal integrity, and
expects its faculty, staff, and students to live these values. In the online
environment, certain additional measures will be put in place to help safeguard the
integrity of online assessments and the intellectual property of the instructors.

Attendance and Active engagement in class and with course material is essential in any course. In
Engagement in the online context, students must take increased ownership of their learning.
Synchronous
Expectations for attendance at synchronous sessions are the same as they are in a
Sessions
face-to-face course. Students are expected to actively attend synchronous sessions
and adhere to class norms. These include:
• Having the camera on during synchronous sessions (unless advised
otherwise by the instructor)
• Keeping the microphone on mute unless called on by the instructor (or
participating in oral discussion)

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 6
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 • Using the features and tools in Zoom as requested by the instructor
If it appears that you are not actively engaged in the class (for example, not
responding to the instructor, not joining breakout rooms, etc.), your instructor
reserves the right to remove you from the Zoom session.

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 7
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
Class Schedule & Topics

Please note that lecture topics and readings are tentative and subject to change. The dates of assessments will not be changed.

Important dates (e.g. Block Week, Lecture start dates, Reading Week, etc.) can be found at the following web site:
http://ucalgary.ca/pubs/calendar/current/academic-schedule.html

COURSE SCHEDULE (MGST453 L01-L02)

DATE DETAILS Class Preparation (readings, reviews, etc.)
Read: Course outline
Introduction to MGST453 Watch: Why ethics pay and how to make it pay more: https://youtu.be/fThsuTTeMaQ (30
Week 1 minutes)
Thursday, May 6 What do we know about Watch: Chapter 1: Introduction: https://youtu.be/UMifxreW4vU
ethical leadership? Watch: Chapter 12: Followership: https://youtu.be/8MdyjP6wvss
Listen: Why smart people make bad decisions (HBR podcast) – 12 minutes
Add/Drop Date
Romantic leadership Read: Wong, L., & Gerras, S. (2017, February 15). Beware the Romance of Leadership. War on the
Week 2
Social construction of Rocks. https://warontherocks.com/2017/02/beware-the-romance-of-leadership/
Tuesday, May 11
leadership Watch: Chapter 2: Trait approach: https://youtu.be/GgllfdT1jtA
Watch: Chapter 4: Behavioural approach: https://youtu.be/EkNSwnLVaA0

Week 2 Read: Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9),
The psychology of influence:
72–81.
Thursday, May tactics of influence
Read: Cialdini, R., & Cliffe, S. (2013). The uses (and abuses) of influence. Harvard Business Review,
13
91(7–8), 76–81.

Read: Cialdini, R. B. (2001). Harnessing the science of persuasion. Harvard Business Review, 79(9),
72–81.
The psychology of influence:
Week 3 Read: Cialdini, R., & Cliffe, S. (2013). The uses (and abuses) of influence. Harvard Business Review,
tactics of influence
Tuesday, May 18 91(7–8), 76–81.

Reading quiz #1

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 8
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.
 Week 3
Leveraging networks Read: TBD
Thursday, May
simulation Read: TBD
20

Read: Learning with cases (on D2L, under Guidelines)

Week 4
Library workshop Read: Book essay assignment_A guideline (on D2L, under Guidelines)
Tuesday, May 25
Read: MGST 453_Final paper grading rubric (on D2L, under Guidelines)
Week 4
Case study & Ethical Read: Case study - Patricia Coulter’s Dilemma (A) - read only case A.
Thursday, May Watch: Chapter 9: Authentic leadership: https://youtu.be/ywX3V69EbA8
perspectives
27 Watch: Chapter 13: Leadership ethics: https://youtu.be/T2-pHatE7Pk
Case study & Power and Read: Keltner, D. (2016). Don’t let power corrupt you. Harvard Business Review, 94(10), 112–115.
Week 5
Influence Read: Pfeffer, J. (2010). Power play. Harvard Business Review, 88(7/8), 84–92.
Tuesday, June 1
Reading quiz #2 Listen: Telling the Truth About Power (HBR podcast)
Read: Grint, K. (2005). Problems, problems, problems: The social construction of ‘leadership.’
Week 5 Leadership simulation: Human Relations, 58(11), 1467–1494.
Thursday, June 3 Mount Everest Watch: Chapter 5: Situational approach: https://youtu.be/ZjSwov19ubQ
Watch: Chapter 6: Path-Goal theory: https://youtu.be/Zub6tdiLX04
Week 6 Read: TBD
Case study
Tuesday, June 8 Read: TBD
Week 6 Transformational leadership Read: Antonakis, J., Fenley, M., & Liechti, S. (2012). Learning charisma. Transform yourself into the
Thursday, June and charisma person others want to follow. Harvard Business Review, 90(6), 127–30.
10 Watch: Chapter 8: Transformational leadership: https://youtu.be/4xlmPU3OZVQ
Week 7 Simulation Read: Morse, G. (2016). Designing a bias-free organization. Harvard Business Review, 94(7), 15.
Tuesday, June 15 Listen: A new way to combat bias at work (HBR podcast) – 12 minutes

Week 7 Read: TBD

Case study
Thursday, June Read: TBD
17

Final exams are scheduled by the Registrar’s office

This is Part A of the course outline, which is specific to MGST 453 L01-L02. Bachelor of Commerce | 9
Please ensure you review Part B for policies and procedures applicable to all Haskayne undergraduate courses.