LUBS3955 – Leadership in Organisations

University of Leeds | Leeds University Business School

🎯 Course Overview

This module explores the theoretical and practical dimensions of leadership within organisational contexts. Students will critically examine leadership theories, group dynamics, and the interplay between leaders and followers. The course emphasizes self-awareness of personal leadership styles, strengths, and weaknesses, while addressing contemporary challenges such as ethical leadership, conflict resolution, and organisational sustainability. Through case studies and real-world applications, students will develop skills to analyse and apply leadership theories in diverse settings.

📅 Weekly Lecture Themes

• Week 1: Introduction to Leadership Concepts
• Week 2: Historical Mapping of Leadership Theories
• Week 3: Traits and Behavioural Approaches
• Week 4: Contingency and Situational Leadership
• Week 5: Transformational and Charismatic Leadership
• Week 6: Distributed and Shared Leadership
• Week 7: Authentic and Ethical Leadership
• Week 8: Power, Influence, and Followership
• Week 9: Leadership and Organisational Strategy
• Week 10: Team Leadership and Conflict Resolution
• Week 11: Leadership Development and Identity
• Week 12: Critical Perspectives on Leadership

📚 Key Readings

• Bryman, A. (1986) – Leadership in Organizations
• Burns, J.M. (1978) – Transformational Leadership
• Fiedler, F.E. (1964) – A Theory of Leadership Effectiveness
• Hersey, P. and Blanchard, K.H. (1982) – Situational Leadership Theory
• Greenleaf, R.K. (1977) – Servant Leadership
• Grint, K. (2005) – Leadership: Limits and Possibilities
• Northouse, P.G. (2021) – Leadership: Theory and Practice
• Yukl, G. (2013) – Leadership in Organizations

📝 Assessment

The module assessment consists of a 48-hour open-book exam based on a case study scenario. Students must answer all three questions, with a total word limit of 2000 words (excluding tables/diagrams). Key components include:

• Question 1 (40 marks): Analyse relevant leadership theories (e.g., contingency theory, full-range theory, LMX) and their application to the case.
• Question 2 (40 marks): Evaluate other leadership aspects (e.g., conflict, identity, followership) using at least two theories.
• Question 3 (20 marks): Outline actionable steps derived from the theories in Q1 and Q2, presented in a table format.

Workshops and seminars focus on applying theories to practical leadership challenges.

🔍 Exam Preparation Guide

Key Concepts to Master

• Leadership Theories: Traits, behaviours, contingency, transformational, and distributed leadership.
• Group Dynamics: Conflict resolution, team cohesion, and follower engagement.
• Contextual Factors: How organisational culture and external environments influence leadership.
• Self-Awareness: Personal leadership strengths, weaknesses, and development needs.
• Critical Analysis: Evaluating the limitations and practical applicability of theories.

Exam Answer Structure

For high marks, follow this structure:

1. Introduction: Define key theories/concepts and link them to the case study.
2. Main Body:
   • Detail each theory’s components and relevance to the case.
   • Discuss overlaps or conflicts between theories.
   • Critically evaluate strengths and weaknesses of each theory.
3. Conclusion: Summarize insights and propose actionable recommendations.

📝 Mock Exam Questions