SEU MGT560: Leadership Development Credit Hours: 3

SEU MGT560: Leadership Development
Credit Hours: 3
Contact Hours: This is a 3-credit course, offered in a 14-week format. The number of hours
per week that you can expect to spend on each course will vary based upon
the weekly coursework, as well as your study style and preferences. You
should plan to spend 8-12 hours per week in each course reading materials,
participating in discussion questions, completing critical thinking
assignments, quizzes, and conducting research.
Faculty Information
Faculty contact information will be provided via an announcement posted in the course.
Course Description and Outcomes
Course Description:
The course material includes an introduction to leadership, covering such topics as the definition and meaning
of leadership, processes involved in leadership, contemporary issues in leadership, and theories and approaches
to leadership. The latter include the Traits, Skills, and Style approaches to leadership as well as situational and
contingency methods and such leadership theories as Path-Goal, Leader-Member Exchange (LMX), Charismatic,
Transformational, and Team leadership. Each of these will be addressed from multiple perspectives. Students
explore leadership with a focus on how managers can leverage an understanding of leadership for organizational
success. Useful topics such as facilitation, negotiation, teamwork, communication, presentation, interpersonal,
and conflict management skills are covered in terms of various leadership theories. The difference between
leadership and management will be underscored in organizational terms as well as personal leadership skills.
Students will also address topics of gender and culture in leadership including the role that gender and culture
play in leadership style and organizational effectiveness. Multiple cultures will be compared in relationship to
leadership styles and approaches. Along with the case of gender, the case for diversity in the workplace is
supported by a cost savings argument of reduced costs associated with less turnover, and absenteeism, the fact
that a diverse workforce attracts and maintains the most talented workers, and that business growth is fostered
through diversity.
Learners will examine ethical issues in leadership. Fairness, trust, and ethical behavior will be explored in
addition to multiple perspectives on ethical leadership.
Course Learning Outcomes:
1. Analyze multiple leadership approaches and theories to determine the strengths, weaknesses, and
tendencies as a leader.
2. Write a report effectively on leadership in organizations.
3. Analyze the role that leaders play in critical thinking, decision making, innovation, and change within an
organization.
4. Evaluate the role that culture and gender play on leadership practices and styles in an organization.
Participation & Attendance
Prompt and consistent attendance in your online courses is essential for your success. If for some reason you
would like to withdraw from the course, please contact your college at Saudi Electronic University.
Online classes have deadlines, assignments, and participation requirements just like on-campus classes. Budget
your time carefully and keep an open line of communication with your instructor. If you are having problems
with your assignments, or other problems that are impeding your progress, let your instructor know as soon as
possible.
If you have technical issues, contact SEU Technical Support.
Course Materials
Required:
Northouse, P. G. (2022). Leadership: Theory and practice (9th ed.). Sage Publications. Print ISBN:
9781544397566, 1544397569 eText ISBN: 9781071834473, 1071834479
Course Schedule
Due Dates
The Academic Module begins on Sunday and ends the following Saturday.
Critical thinking assignments: Each critical thinking assignment will require students to apply their knowledge
learned in the module to real-world scenarios.
Critical thinking assignments are due by Saturday at midnight of the Module assigned.
The following additional information is provided specific to late submission of critical thinking assignments:
● Critical thinking assignments may be submitted through Day 7 after the initial due date (grace period)
without penalty.
● Critical thinking assignments submitted after Day 7 (Day 8) through Day 14 after the initial due date, will
be subject to a 10% point penalty.
● Critical thinking assignments submitted Day 15 or later after the initial due date will be assigned a grade
of zero.
● As a matter of policy, SEU students may not resubmit their critical thinking assignments to better their
initial grade.
Discussion Activities: Application of knowledge is an important step in the learning experience and every course
has key discussions wherein students can apply and analyze content as well as move toward synthesis. This
course has Discussion Forums that provide learners an extended opportunity to interact with one another in an
instructor-facilitated dialogue that focuses on key course themes. Students will apply and synthesize knowledge
to real-world decision-making.
Important:
● The primary posting must be submitted by Wednesday at 11:59 p.m. and peer and instructor
responses must be posted by Saturday at 11:59 p.m.
● No late postings, primary or additional, will be accepted or graded.
● No critical thinking assignments, discussion board assignments, labs, or quizzes can be submitted for
credit after the final day of the course, Saturday, Module 14.
Quizzes: These graded exercises will assess students’ knowledge in specific topic areas and help prepare them
for their midterm and final examinations. Quizzes are available to take throughout the session but students are
strongly recommended to take the quizzes when scheduled on the syllabus. Quizzes must be taken in
Blackboard for credit.
Live Sessions: Attending all required live sessions helps students prepare for the midterm and final
examinations, and gain a better understanding of the course materials.
Module Readings Assignments
1
• Chapter 1 in Leadership: Theory and Practice
• Ionescu, V-C., & Bolcas, C. (2019). Leadership and
organizational development. Review of International
Comparative Management, 20(5), 557-564.
• Dimitrov, A. (2018). The digital age leadership: A
transhumanistic perspective., Journal of Leadership
Studies, 12(3), 79-81.
• Wallace, D.M., Torres, E. M., & Zaccaro, S. J. (2021). Just
what do we think we are doing? Learning outcomes of
leader and leadership development. The Leadership
Quarterly, 32(5), 1-13.
• Discussion (10 points)
2
• Chapters 2, 3, & 4 in Leadership: Theory and Practice
• Aun, I. I., Olota, O. O., Ajayi, O., & Sanusi, S. I. (2019).
Effect of leadership styles on employees’ performance: A
study of Seven-up plc. Global Management Review, 13(1),
9-23.
• Arikan, C. L. (2020). An overview on leadership styles for
organizations. Romanian Economic and Business Review,
15(3), 45-54.
• MindTools. (n.d.). What’s your leadership style: Learn
about the strengths and weaknesses of the way you like to
lead.
• Critical Thinking
Assignment (100 points)
• Quiz (15 points)
• Live Session (0 points)
https://www.mindtools.com/pages/article/leadershipstyle-quiz.htm
3
• Chapter 5 in Leadership: Theory and Practice
• Negro, A. R., & Mesia, R. (2020). Situational leadership and
leader versatility. Journal of Leadership, Accountability
and Ethics, 17(3), 109-121.
• Weber, J. M. (2020). Individuals matter, but the situation’s
the thing: The case for a habitual situational lens in
leadership and organizational decision making.
Organizational Dynamics, 49(1), 1-8.
• Critical Thinking
Assignment (100 points)
• Live Session (0 points)
4
• Chapters 6 & 7 in Leadership: Theory and Practice
• Olowoselu, A., Mohamad, M., Aboudahr, S. M. F. M.
(2019). Path-Goal theory and the application in
educational management and leadership. Educational
Quarterly Reviews, 2(2), 448-455.
• Kucuk, B. A. (2020). Workflow experience in the light of
leader-member exchange and person-job fit theories.
Psychological Reports, 1-34.
• Discussion (10 points)
• Modules 3-4 Quiz (15
points)
5
• Chapter 8 in Leadership: Theory and Practice
• Sudibjo, N., & Prameswari, R. K. (2021). The effects of
knowledge sharing and person–organization fit on the
relationship between transformational leadership on
innovative work behavior. Heliyon, 7(6), 1-8.
• Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the
relationship between transformational leadership, trust in
leadership and employee championing behavior during
organizational change. Asia Pacific Management Review,
26(2), 95-102.
• Critical Thinking
Assignment (100 points)
• Live Session (0 points)
6
• Chapter 16 in Leadership: Theory and Practice
• Allahar, H. (2019). An integrated model of team leadership
for emerging economies. Management Research and
Practice, 11(4), 43-52.
• Purvanova, R. K., Charlier, S. D., Reeves, C. J., & Greco, L.
M. (2020). Who emerges into virtual team leadership
roles? The role of achievement and ascription antecedents
for leadership emergence across the virtuality spectrum.
Journal of Business and Psychology, 36(4),713-733.
• Super, J. F. (2020). Building innovative teams: Leadership
strategies across the various stages of team development.
Business Horizons, 63(4), 553-563.
• Critical Thinking
Assignment (100 points)
• Quiz (15 points)
7
• Chapter 14 in Leadership: Theory and Practice
• Rink, F., Stoker, J. I., Ryan, M. K., Steffens, N.K., & Pieterse,
A. N. (2019). Gender differences in how leaders determine
succession potential: The role of interpersonal fit with
followers. Frontiers in Psychology, 10, 752.
• Discussion (10 points)
• Live Session – midterm
exam review (0 points)
8 Midterm Exam
9 • Chapter 12 in Leadership: Theory and Practice • Critical Thinking
Assignment (120 points)
• Qi, L., Liu, B., Wei, X., & Hu, Y. (2019). Impact of inclusive
leadership on employee innovative behavior: Perceived
organizational support as a mediator. PLoS ONE, 14(2), 1-
14.
• Thompson, H., & Matkin, G. (2020). The evolution of
inclusive leadership studies: A literature review. Journal of
Leadership Education, 19(3), 15-31.
• Live Session (0 points)
10
• Chapter 10 in Leadership: Theory and Practice
• Giolito, V. J., Liden, R. C., van Dierendonck, D., & Cheung,
G. W. (2021). Servant leadership influencing store-level
profit: The mediating effect of employee flourishing.
Journal of Business Ethics, 172(3), 503-524.
• Sun, M., Chen, Z., & Yang, Q. (2021). Servant leadership
and civil servants’ service attitude: The role of basic needs
satisfaction. Social Behavior and Personality, 49(9), 1-9.
• Discussion (10 points)
• Quiz (15 points)
11
• Chapter 11 in Leadership: Theory and Practice
• Wilson, J., North, M., Morris, D., & McClellan, R. (2020).
Rethinking implicit leadership theories: Tomorrow’s
leaders are collective, generative, and adaptive. Journal of
Leadership Studies, 14(3), 24-32.
• Ali, A., Wang, H., & Johnson, R. E. (2019). Empirical
analysis of shared leadership promotion and team
creativity: An adaptive leadership perspective. Journal of
Organizational Behavior, 41(5), 405-423.
• Discussion (10 points)
• Live Session (0 points)
12
• Chapter 9 in Leadership: Theory and Practice
• Alshammari, F., Pasay-an, E., Gonzales, F., & Torres, S.
(2020). Emotional intelligence and authentic leadership
among Saudi nursing leaders in the Kingdom of Saudi
Arabia. Journal of Professional Nursing, 36(6), 503-509.
• Critical Thinking
Assignment (120 points)
• Modules 11-12 Quiz (15
points)
13
• Chapter 13 in Leadership: Theory and Practice
• Bastardoz, N., & Van Vugt, M. (2019). The nature of
followership: Evolutionary analysis and review. The
Leadership Quarterly, 30(1), 81-95.
• Pietrszewski, D. (2020). The evolution of leadership:
Leadership and followership as a solution to the problem
of creating and executing successful coordination and
cooperation enterprises. The Leadership Quarterly, 31(2),
1-14.
• Discussion (10 points)
• Live Session – final exam
review (0 points)
14
• Chapter 15 in Leadership: Theory and Practice
• Almarshoud, N. (2021). Implications of ethical leadership
to the corporations of Saudi Arabia in terms of employee
performance, trust, and commitment. PalArch’s Journal of
Archeology of Egypt/ Egyptology, 18(14), 394-405.
• Schwepker, C. H., & Dimitriou, C. K. (2021). Using ethical
leadership to reduce stress and improve performance
quality in the hospitality industry. International Journal of
Hospitality Management, 94, 1-11.
• Discussion (10 points)
• Quiz (15 points)
Assignment Details
This course includes the following assignments/projects:
Module 2
Critical Thinking: Leadership (100 points)
Understanding our leadership styles will help us maximize our skills. This will also help us evaluate our
effectiveness in specific leadership situations.
Not all leadership styles are as effective in the same situations. Understanding the best leadership style for each
situation will help us create effective strategies to achieve what goals?
As part of this assignment, you are asked to take the following self-assessment from MindTools website
(https://www.mindtools.com/pages/article/leadership-style-quiz.htm) to determine your leadership style.
Once you have completed the self-assessment, please answer the following questions:
1. Based on the self-assessment, what is your leadership style? Do you agree or disagree with the results
presented? Explain.
2. Describe three characteristics and skills associated with your leadership style.
3. Describe a situation where your leadership skills helped you.
4. How can your leadership style create a stronger workplace environment during the COVID-19
pandemic?
5. How can you enhance your leadership style to better improve the workplace culture?
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published
within the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Module 3
Critical Thinking: Leadership Practice (100 points)
You are the HR manager of a hospital and have noticed that performance has become lower among a few
employees after COVID-19. Although the organization has made changes to make sure employees feel safe and
can do their work, some employees are still not responding as expected.
Dr. Hassan who has been at the hospital for twenty years used to be one of the most engaged and motivated
employees at the hospital. He was the first to arrive and the last to leave. He usually worked extra time when
needed. He was attentive and communicative but now he seems distant. During the last few months Dr. Hassan
has been absent at least twice a Module.
Kareem, who has been with the hospital for five years and works as the director of the finance department, was
always enthusiastic and encouraged his employees to become better. Since the pandemic started, Kareem has
become hostile to employees and peers. He is constantly arguing about excessive expenses and blaming the
nursing department for not caring about the organization’s success.
Amal, who is the director of the nursing department, has worked with the hospital for three years. She was a
very kind employee and nurse. She enjoyed helping others and was very proud of the job she did. During the last
six months, specifically, Amal has been moody and irritable. She evades employees and patients and when she
must face them, she mistreats them and then blames them for her behavior saying they are the ones
mistreating her.
Using a situational leadership approach, answer the following:
1. How can a situational leadership approach help you change behaviors and enhance performance?
2. Explain potential reasons for the behavior of the three employees and how these behaviors might
impact the workplace culture.
3. Select one of the employees and explain what leadership styles you could utilize to address the
employee’s behavior.
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in
the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Module 5
Critical Thinking: Leadership Style (100 points)
As we have studied during this Module, transformational leaders encourage their employees to share ideas. This
type of leader motivates employees and seeks collaboration to achieve goals. They take the time to listen to
employees and evaluate ideas. Open communication, cooperation, and risk-taking are characteristics that often
describe transformational leaders.
When COVID-19 began, Salam, the general manager of XYZ’s chain restaurant, conducted a meeting with all
employees. During the meeting, Salam shared COVID-19 related information and expressed the critical
importance of customer safety.
As a transformational leader, Salam wanted to involve all employees in the decision-making process to
determine if masks and gloves should be used by employees, the number of customers to be served inside the
restaurant at one period of time, how sanitation efforts could be encouraged, and more. Since the
transformational leadership approach was used, the process of determining what was best for the organization
took countless meetings and over one month to agree upon. While waiting to make a final decision, employees
became ill with COVID-19 and the restaurant needed to close for longer than anticipated.
Thinking about the case presented above:
1. Determine if the transformational leadership style was the best approach to use.
2. Explain what leadership approach you would have used if you were in Salam’s position (i.e.,
transactional leadership, charismatic leadership, or transformational leadership).
3. Explain the advantages and disadvantages with using the transactional leadership approach as
compared to the transformational leadership approach.
4. If you were Salam, what would you have done differently and why.
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in
the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Module 6
Critical Thinking: Leadership and Teams (100 points)
As we learned throughout this Module, team leadership involves monitoring a team to help individuals achieve
goals and to enhance performance. Please refer to the image below from Northouse (2022, pp. 464).
Jamal works for a technology firm in the KSA. He has been assigned as the team leader of a group of five
engineers, from different countries, responsible for creating new phone technology. This organization favors the
team leadership approach and has given Jamal the responsibility to monitor and act as needed, to ensure the
team is effectively performing.
During the first Module of work, Jamal evaluates the overall situation in relation to the team’s needs and he
discovers that the team is not focusing on the goals, there is conflict between three of the engineers due to
communication issues, and there is not enough sharing of information among several of the engineers due to
professional competition and a fear of being left behind.
Thinking about the above situation, please answer the following:
1. Explain what the team leadership approach is and how it impacts the decision-making process.
2. Identify the current issues Jamal is encountering. Explain the best way to address these issues based
on the team leadership approach.
3. Determine how a country’s culture and the culture of each team member impacts the team
leadership approach.
4. If you were Jamal, what team model would you use to make the team more successful? Explain why
you selected this team model.
Source: Northouse, P. G. (2018). Leadership: Theory and practice (9th ed., pp. 464). Sage Publications.
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in
the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Module 9
Critical Thinking: Culture and Leadership (120 points)
You have been selected to open two subsidiaries of organization XYZ. The headquarters of the organization is in
the KSA. The organization is dedicated to the production of mobile devices. One of these new subsidiaries will be
located in Mexico and the other one will be located in Denmark.
As you can see in the image below, which is from Hofstede’s Cultural Dimension Theory, there are differences
and similarities among the countries. Leaders should attempt to understand these differences to create effective
organizational strategies. Specifically, these cultural dimensions can help leaders determine business
approaches, how to address negotiations, and can aid in creating strong management and leadership styles.
Source: Hofstede Insights. (2021). Country comparison. https://www.hofstede-insights.com/countrycomparison/denmark,mexico,saudi-arabia/
In additional to Hofstede’s Cultural Dimension Theory, the GLOBE research has identified six global leadership
behaviors that are considered important in different cultures. These leadership behaviors are as follows:
● Charismatic/ Value-Based
● Team-Oriented
● Participative
● Humane-Oriented
● Autonomous
● Self-Protective
Now, thinking about the above information:
1. Based on Hofstede’s cultural dimensions, briefly describe the similarities and differences between the
dimensions in Denmark, the KSA, and Mexico.
2. Analyze how the cultural dimensions of the three countries (i.e., Denmark, the KSA, and Mexico)
impact leadership styles, leadership behaviors, and the decision-making process of leaders. What
factors most greatly impact leadership qualities?
3. Explain which type of leadership behaviors, based on the GLOBE research, should be understood and
how these leadership behaviors may impact the different cultures (Mexico and Denmark).
4. Explain why it is important for leaders to understand cultural differences before doing business in
other countries.
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in
the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Module 12
Critical Thinking: Authentic Leadership (120 points)
Authentic leaders are led by their convictions. The experiences of these leaders are critical in their development
and perceptions (Northouse, 2022, p. 222).
Authentic leaders are genuine, lead with their heart while working toward a vision, and are consistent. Thinking
about authentic leadership, address the following:
1. What are five characteristics of authentic leaders?
2. Of the characteristics noted, why are these characteristics important for authentic leaders to possess?
3. Identify an authentic leader and describe how he/she inspires followers.
4. Explain how emotional intelligence impacts an authentic leader’s behavior.
5. Identify three steps that you can take to become an emotionally-intelligent, authentic leader.
Your well-written paper should meet the following requirements:
● Be 4-5 pages in length (double-spaced), which does not include the title and reference pages, which are
never a part of the content minimum requirements.
● Use Saudi Electronic University academic writing standards and APA style guidelines.
● Support your submission with course material concepts, principles, and theories from the textbook and
at least three current, scholarly, peer-reviewed journal articles. Current articles are those published in
the last five years.
● It is strongly encouraged that you submit all assignments to the Turnitin Originality Check prior to
submitting it to your instructor for grading. If you are unsure how to submit an assignment to the
Originality Check tool, review the Turnitin Originality Check–Student Guide for step-by-step instructions.
● In advance of submission, review the grading rubric to see how you will be graded for this assignment.
Course Policies
Course Grading
11% Quizzes
9% Discussion Participation
80% Critical Thinking Activities
No critical thinking assignments, discussion board assignments, labs, or quizzes can be submitted for credit
after the final day of the course, Saturday, Module 14.
Critical Thinking Assignment Cover Page
All critical thinking assignments need to include a cover page containing the following information:
Course Code with CRN Code: (i.e., CS507-12345)
Course Name: (i.e., Introduction to Cyber Security and Digital Crime)
Assignment Name and Module #: (i.e., Risk Assessment Module 11)
Maximum Points on Assignment: (i.e., 110 points)
Student ID
Student Name
Submission Date __/__/____
Example cover page: