Course Code: GFOK090
Number of Credits: 5 HEC
Number of Participants: 16
Dates Spring 2018 2018-1 :
30/1, 12/2, 5/3, 21/3, 16/4, 8/5, 22/5, 13/6
- Johanneberg Fully booked
This course aims to provide PhD students with a comprehensive
understanding of leadership as process that takes place in uncertain and
dynamic situations and specialized contexts. These are situations and
contexts which PhD students currently experience, and will very likely
experience for the remainder of their work careers. The focus of the
course will be on problematising the specificities of these different
contexts. We draw on theory as well as multiple practical examples from
current case studies as well as from the students' own experiences and
reflections. We will examine interactions between leader, followers and
situation, e.g. behavior, language, group dynamics as well as methods
and tools. We will also work with self-reflection and self-development.Intended Learning Outcome
On successful completion of the course the student should be able to:
- understanding the complexity and challenges of leadership in multicultural and interdisciplinary environments: what it means and what it entails, for
example, to be a leader (or follower) in academia or in an R & D department
- develop (demonstrate) theoretical and practical leadership and communicative competence
- evaluate and self-regulate your own managerial and leadership potential
- develop theoretical and practical leadership and communicative competence
relevant to specific contexts and situations: to train flexibility and
interpersonal problem solving
- provide appropriate and encouraging feedback
- to coach your peers
You are required to reach at least 1,5 years of PhD studies in order to be admitted to this course.
course is eligible within the "Generic and Transferable Skills" course
curriculum for PhD students at Chalmers University of Technology
Leadership is much more than a position and title
acquired through years of loyal service or working one's way up the
hierarchical ladder. It is rarely gained only on the basis of an
appropriate mix of charisma and conventional leadership characteristics.
Leadership is an interactive process involving leader, followers and
situations. It can be seen as a science, but it is also an art that
draws on experience, intuition and a sense of judgement. A leader is
constantly dealing with both the rational and the emotional sides of
human experience. In our view, a good leader is first and foremost a
competent communicator and a good learner. Most definitions of a leader
include three key concepts: to rule, to motivate and to mentor. When
stated so bluntly, what strikes us is the inherent incompatibility of
these three acts. How can one person competently juggle the very
different qualities of a ruler, a motivator and a mentor?
leadership, despite the vast amount of theorizing and empirical
research, remains difficult to encapsulate in definitions or models.
This is because leadership, as compared to management, for example, is a
relational and dynamic process; it is an interactional process that is
highly dependent on context, situations and on the people "being led".
In order to be an effective ruler, motivator and mentor for
heterogeneous groups in specific contexts, we need to understand the
historical, social and epistemological grounding of that context, i.e.
what drives the particular groupings in that context and what resources
can a leader tap into in order to enhance engagement, responsibility and
accountability in specific workplaces.
The following themes are included:
Problematising leadership (1)
Empowerment and coaching leadership
Judgement and decision-making
Managing conflicts and negotiating
Leadership, gender and diversity
Leading innovation and creativity
The dark side of leadership
Problematising leadership (2) Dialogue seminar
The course runs over one term and is divided into eight thematic
full-day workshops (09.00 – 16.00) led by different topic experts. Each
workshop is preceded by a reading and writing assignment, on which
participants will receive comments and feedback.
The course is limited to max 16 participants.
Course Leader and Examiner
This will consist of published articles sent out prior to each workshop.Assessment
All reading and writing assignments are obligatory as are the workshops. You may miss no more than one workshop.Examination in the enrolled courses can be acquired within one year from the start. After the expiration date no missing assignments can be admitted and a participant should re-apply to another course occasion.
Stand-By seat means that the course is fully booked but you may be offered a seat if one becomes available.
Cancellation of participation in GTS courses should be notified
as soon as possible and latest one week before start of course by sending an email to email@example.com. In case
of cancellation less than one week before the start your Deputy Head of
Department will be informed to support your future planning.