|Course set (UE) / Credits (ECTS) / Track / Specialization||Module :Leadership & HRM : 5 ECTS.|
|Open for visitors||yes (5 ECTS)|
|Working language :||English|
|Volume of contact hours :||27 h|
|Workload to be expected by the student :||108 h|
Track : Attendance
The objective of this course is twofold: first, it aims at providing a broad understanding of how leaders can influence behavior and performance in organizations, at the level of the individual employee and of groups. Second, it derives practical implications for the main activities of human resource management. We will discuss theoretical foundations of organizational behavior, focus on different approaches to leadership, and consider aspects of dyadic relationships and group dynamics in relation to leadership.
- Discuss with their group the results of their analyses of real world situations in which leadership affects individual and group behavior
- Apply theoretical concepts to human resource management issues.
- Analyze critically different theoretical approaches from organizational behavior and leadership research.
- Evaluate the contribution of different approaches to inform human resource management.
- Argue strategic choices for human resource policy.
Introduction to leadership and human resource management
Individuals in organizations
Learning and development in organizations
Motivation and performance management
Decision making and problem-solving
Leadership styles: traits, behavior and situations
Dyadic relations between leaders and followers
Leadership in teams
Basic knowledge of human resource management
Griffin, R. W., Phillips, J., & Gully, S. M. (2017). Organizational behavior: Managing people and organizations (Twelfth edition). Boston MA: Cengage Learning.
DeNisi, A. S., & Griffin, R. W. (2017). HR: Human Resources (4th ed.): Cengage Learning
Nahavandi, A. (2014). The art and science of leadership (6th ed., Pearson new international ed). Harlow: Pearson Education Limited.
Yukl, G. (2019). Leadership in organizations, Global Edition (9 ed.). Harlow, England: Pearson Education Limited.
Foss, N. J., Pedersen, T., Reinholt Fosgaard, M., & Stea, D. (2015). Why complementary HRM practices impact performance: The case of rewards, job design, and work climate in a knowledge-sharing context. Human Resource Management, 54(6), 955–976. https://doi.org/10.1002/hrm.21649
Hollenbeck, J. R., & Jamieson, B. B. (2015). Human capital, social capital, and social network analysis: implications for strategic human resource management. Academy of Management Perspectives, 29(3), 370–385. https://doi.org/10.5465/amp.2014.0140
Judge, T. A., & Bono, J. E. (2000). Five-Factor Model of Personality and Transformational Leadership. Journal of Applied Psychology, 85(5), 751–765.
Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: strategic human resource management perspective. Human Resource Management Review, 13(1), 127–152.
David, N., Brennecke, J., & Rank, O. (2020). Extrinsic motivation as a determinant of knowledge exchange in sales teams: A social network approach. Human Resource Management, 59(4), 339–358.
Behaviors such as
may lead to expulsion from the class/course.