DDBA 8151 – ORGANIZATIONAL LEADERSHIP: DOCTORAL THEORY AND PRACTICE

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DDBA 8151 – Organizational Leadership: Doctoral Theory and Practice

DDBA 8151 – Organizational Leadership: Doctoral Theory and Practice
DDBA 8151 – Organizational Leadership: Doctoral Theory and Practice
Successful business leaders create a positive organizational culture based on personal ethical behavior, ethical expectations, training, and transparency. Business leaders use a range of leadership styles, including transformational, transactional and servant leadership, based on the organizational situation. Regardless of leadership style, one thing that business leaders have in common is the ability to identify and develop leadership strategies that lend to the success and sustainability of their business. In this four-module course, students cover a wide range of different topics on business leadership. Students focus on the practical application of APA writing, critical thinking, and the integration of professional leadership practice at the doctoral level as they develop sustainable solutions from the perspective of a business leader. Students examine the relationship between leadership and management, evaluate the impact and utility of leadership styles assessments, and analyze different leadership styles. Additionally, students evaluate and investigate various leadership theories, sources of power, and motivation theories to gain a better understanding into the nature and practice of leadership. Students evaluate and assess ethical dilemmas, organizational stress, and craft an organizational strategy to shape a successful business culture. They assess current articles, engage in online discussions, and complete application assignments based on organizational culture, ethics, strategy, stress, and leadership theories.
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DDBA 8151 – Organizational Leadership: Doctoral Theory and Practice
Course Readings
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Albert, L., Reynolds, S., & Turan, B. (2015). Turning inward or focusing out? Navigating theories of interpersonal and ethical cognitions to understand ethical decision-making. Journal of Business Ethics, 130(2), 467–484.
Barbuto, J. E., Jr., & Story, J. S. P. (2011). Work motivation and organizational citizenship behaviors. Journal of Leadership Studies, 5(1), 23–34.
Benson, D. (2015). The five fundamental tasks of a transformational leader. Physician Leadership Journal, 2(5), 58–62.
Buble, M., Juras, A., & Matić, I. (2014). The relationship between managers’ leadership styles and motivation. Management: Journal of Contemporary Management Issues, 19(1), 161–193.
Chatman, J. (2014). Culture change at Genentech: Accelerating strategic and financial accomplishments. California Management Review, 56(2), 113–129.
Dwyer, P. C., Bono, J. E., Snyder, M., Nov, O., & Berson, Y. (2013). Sources of volunteer motivation: Transformational leadership and personal motives influence volunteer outcomes. Nonprofit Management & Leadership, 24(2), 181–205.
Effelsberg, D., Solga, M., & Gurt, J. (2014). Getting followers to transcend their self-interest for the benefit of their company: Testing a core assumption of transformational leadership theory. Journal of Business & Psychology, 29(1), 131–143.
Fehr, E., Herz, H., & Wilkening, T. (2013). The lure of authority: Motivation and incentive effects of power. American Economic Review, 103(4), 1325–1359.
Gustafson, A. (2013). In defense of a utilitarian business ethic. Business & Society Review (00453609), 118(3), 325–360.
Hartog, D., & Belschak, F. (2012). Work engagement and Machiavellianism in the ethical leadership process. Journal of Business Ethics, 107(1), 35–47.
Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124–134.
Hoover, K., & Pepper, M. (2015). How did they say that? Ethics statements and normative frameworks at best companies to work for. Journal of Business Ethics, 131(3), 605–617.
Jenkins, S., & Delbridge, R. (2013). Context matters: Examining “soft” and “hard” approaches to employee engagement in two workplaces. International Journal of Human Resource Management, 24(14), 2670–2691.
Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85–96. Not available in the library.
Latham, J. R. (2013). A framework for leading the transformation to performance excellence part I: CEO perspectives on forces, facilitators, and strategic leadership systems. Quality Management Journal, 20(2), 12–33.
Latham, J. R. (2014). Leadership for quality and innovation: Challenges, theories, and a framework for future research. Quality Management Journal, 21(1), 11–15.
Lawton, A., & Páez, I. (2015). Developing a framework for ethical leadership. Journal of Business Ethics, 130(3), 639–649.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117–130.
Moldovan, O., & Macarie, F. C. (2014). How to change the informal side? A comparative analysis of organizational culture transformation models. Managerial Challenges of the Contemporary Society, 7(2), 40–45.
Nel, J. A. (2014). South African psychology can and should provide leadership in advancing understanding of sexual and gender diversity on the African continent. South African Journal of Psychology, 44(2), 145–148.
Niţă, M. A. (2015). The new intelligence, the new leader and the organizational stress. Review of International Comparative Management / Revista de Management Comparat International, 16(3), 335–342.
Prentice, R. (2014). Teaching behavioral ethics. Journal of Legal Studies Education, 31(2), 325–365.
Raven, B. H. (1993). The bases of power: Origins and recent developments. Journal of Social Issues, 49(4), 227–251.
Ready, D. A. (2014). Is your company failing its leaders? Business Strategy Review, 25(2), 78–81.
Saxena, S. (2014). Are transformational leaders creative and creative leaders transformational? An attempted synthesis through the Big Five Factor Model of personality lens. Aweshkar Research Journal, 18(2), 30–51.
Schriesheim, C. A., Podsakoff, P. M., & Hinkin, T. R. (1991). Can ipsative and single-item measures produce erroneous results in field studies of French and Raven’s (1959) five bases of power? An empirical investigation. Journal of Applied Psychology, 76(1), 106–114.
Schultz, J. R. (2014). Creating a culture of empowerment fosters the flexibility to change. Global Business & Organizational Excellence, 34(1), 41–50.
Skerker, M. (2014). Seeking a variable standard of individual moral responsibility in organizations. Ethical Theory & Moral Practice, 17(2), 209–222.
Thiel, C., Bagdasarov, Z., Harkrider, L., Johnson, J., & Mumford, M. (2012). Leader ethical decision-making in organizations: Strategies for sensemaking. Journal of Business Ethics, 107(1), 49–64.
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17–24.
Westcott, R. (2014). Leadership challenges. Journal for Quality & Participation, 37(1), 8–32.
Wilson, E. (2014). Diversity, culture and the glass ceiling. Journal of Cultural Diversity, 21(3), 83–89.
Zubair, A., & Kamal, A. (2015). Authentic leadership and creativity: Mediating role of work-related flow and psychological capital. Journal of Behavioural Sciences, 25(1), 150–171.
DDBA 8151 – Organizational Leadership: Doctoral Theory and Practice

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