VIETNAM NATIONAL UNIVERSITY – HCMC

INTERNATIONAL UNIVERSITY

SCHOOL OF BUSINESS

LEADERSHIP

Lecturer: Assoc. Prof. MAI NGOC KHUONG (PhD.)

 COURSE OBJECTIVES
• Enhance developmental and interpersonal skills
• Explore various leadership frameworks and the
leadership profiles of self and others
• Increase awareness of leadership and ways to get
involved, as well as demonstrate leadership on the
University campus.
• Develop personal definition of what it means to lead
and of the role of personal responsibility in leadership
• Develop and demonstrate critical thinking skills
through written and presentation assignments
• Begin building a leadership portfolio that
demonstrates and integrates classroom learning,
leadership experiences, and personal reflections
 Lussier & Achua
(6 Edition, 2016)

Leadership: Theory, Application and Skill

Development
 Course Outline

Course Introduction
Group 1 C1. Who is a leader?
Group 2 C2. Leadership Traits and Ethics
Group 3 C3. Leadership Behavior and Motivation
Group 4 C4. Contingency leadership Theory
Group 5 C5. Influencing: Power, Politics, Networking & Negotiation
Group 6 C6. Communication, Coaching, and Conflict Skills
Review for Midterm Exam – Q&A
Group 7 C7. Leader – Follower Relation
Group 8 C8. Team Leadership and Self-managed Team
Group 9 C9. Charismatic and Transformational Leadership
Group 10 C10. Leadership of Culture, Ethics and Diversity
Group 11 C11. Strategic Leadership and change management
Group 12 C12. Crisis Leadership and the Learning Organization
Review for Final Exam – Q&A
 Your learning styles?
How do you prefer to learn this
subject?
 The teacher talks more than the
students do?
 Interactive quizzes involve?
 A lot of written assignments involve?
 Others?
 My teaching philosophies
Teachers are those who use themselves as bridges,
over which they invite their students to cross; then
having facilitated their crossing, joyfully collapse,
encouraging them to create bridges of their own.
Nikos Kazantzakis

Without mistakes to learn from, there would be

very little to learn at all.
Jody Wood
 My teaching philosophies (Cont.)
To express the conviction that
experiential learning is effective:
 I hear and I forget
 I see and I remember
 I do and I understand
Confucius, Chinese philosopher & reformer (551 BC - 479 BC)
My teaching philosophies (Cont.)
 Class Organization

 Put yourselves in 4 – 5 member teams.

 Elect team leaders.
 Provide team leaders’ email addresses and
phone numbers for communication.
 Provide your class email address (if
applicable).
 Grading System
• Group presentation 20%
• Chapter summary 10%
• Mid term 30%
• Final Exam 40%

Total 100%
Note: 2% of mark reduction for each time of absence.
 Group Presentation
 Each group is assigned to summarize 12 chapters in
the course outline and teach the content of the
chosen chapter(s).
 Word file of chapter summary (maximum 2 pages)
and PowerPoint teaching slides are sent to lecturer’s
email one days (24 hours) before the class for
feedback.
 All members of the group have to participate in the
chapter summary and teaching session.

Note: Students are advised to read all chapters of the

assigned material and be well prepared before each
class.
 Group Work Evaluation Sheet
Group No.: …Class code: … Group Leader:……

Student’s Name
Tasks
Mr. A Miss B Miss C Mr. D Miss E Mr. F Mr. G Miss H

Chapter summary 0 x 0 x 0 x x 0

Chapter presentation x x x x x x x x

Attend group meeting x x x x 0 x x 0

 Guide to Format Research Report

How to name your files

Chapter summary: Group 1 – Chapter 1 summary
Group 1 – Chapter 1 Slides
Note: Group leaders will be in charge of submission of
group chapter summaries, chapter presentations, and the
group work evaluation form through email on the due dates.
 Contact Information

SCHOOL OF BUSINESS ADMINISTRATION

Lecturer: Dr. MAI NGOC KHUONG
Room: A1.310 (Thu Duc campus)
Tel: 0933 679763
Email: mnkhuong@hcmiu.edu.vn
 KEY POINTS

{ Those who are primarily leaders

must also use management skills.

{ Those who are primarily managers

must also use leadership skills.
{ Organizations need people in both
leadership and management.
 Indicators of Leadership
Effectiveness

• Performance and growth of leader’s group or

organization
• Follower attitudes and perceptions of the
leader
• Leader’s contribution to the quality of group
processes
• Extent to which a person has a successful career
as a leader
• Development of a composite measure
Key Variables in Leadership
Theories

• Characteristics of the Leader

• Characteristics of the Follower

• Characteristics of the Situation

Characteristics of the Leader
• Traits (motives, personality, values)
• Confidence and optimism
• Skills and expertise
• Behavior
• Integrity (honesty, behavior
consistent with values)
• Influence tactics
• Attributions about followers
Characteristics of the Follower
• Traits (needs, values, self
concepts)
• Confidence and optimism
• Skills and expertise
• Attributions about the leader
• Trust in the leader
• Task commitment and effort
• Satisfaction with job and leader
 Characteristics of the Situation
• Type of organizational unit
• Size of unit
• Position power and authority of
leader
• Task structure and complexity
• Task interdependence
• Environmental uncertainty
• External dependencies
• National cultural values
 RESEARCH VARIABLES
Independent
Variables
Leadership styles
Transactional leadership
Transformational leadership
Leadership behaviors
Characteristics of leaders
Traits (motives, personality, -
values)
Confidence and optimism -
Attributions about followers -
Skills and expertise -
Behavior -
Integrity (honesty, behavior -
consistent with values)
Influence tactics -
Intervening Dependent
Variables Variables
Subordinate contingency factors Organizational Performance
Traits (needs, values, self concepts) - Organizational Effectiveness
Confidence and optimism - Organizational Growth
Skills and expertise - Group Performance
Attributions about the leader - Group growth
Trust in the leader - Group/Team Effectiveness
- Task commitment and effort Group Quality
Satisfaction with job and leader - Leadership Success
Situation contingency factors Leadership Effectiveness
Type of organizational unit - Leadership Perception
Size of unit - Leadership Satisfaction
Position power and authority of leader - Leadership Performance
Task structure and complexity - Follower Satisfaction
Task interdependence - Follower Loyalty
Environmental uncertainty - Follower Engagement
External dependencies - Follower Commitment
National cultural values - Leader-follower relationship success