Course Detail
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| LEADERSHIP and MOTIVATION | - | Spring Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assoc.Prof. Elif BAYKAL |
| Assistant(s) | Research Emine Gündoğmuş |
| Aim | The primary objective of this course is to improve students' understanding of leadership, leadership theories, motivation, and how leaders succeed and fail. At the end of this course students will understand the characteristics of effective leaders as well as describe the basic principles and theories of leadership and motivation. |
| Course Content | This course contains; Leadership concept and Differences Between Leadership and Management ,Features of Effective Leaders ,Personality, Skills and Styles Approaches in Leadership,Followership and Leader Member Exchange Theory,Behavioral Leadership Approaches ,Situational Leadership Approaches ,Contemporary Leadership Approaches ,Positive Leadership Approaches,Leadership Concept, Leadership and Motivation Relationship,Content Theories of Motivation,Process Theories of Motivation,New Perspectives in Motivation,Leadership, Change Management and Innovation,Strategic Leadership and Crisis Leadership . |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1.2.Explain the concept of manager | 16, 4, 9 | A |
| 3.Evaluate the first period leadership approaches | 16, 4, 9 | A |
| 6.Able to evaluate situational leadership theories | 16, 4, 9 | A |
| 6.2.Explain Hersey and Blanchar's approach | 16, 4, 9 | A |
| 6.3.Describe path-goal theory and normative contingency approach | 16, 4, 9 | A |
| 7.1.Define charismatic leadership style | 16, 4, 9 | A |
| 8.Define positive leadership styles | 16, 4, 9 | A |
| 1. Define leadership and manager concepts. Explain the differences between the concepts of leader and manager. | 16, 4, 9 | A |
| 1.1. Explains the concept of leadership | 16, 4, 9 | A |
| 1.3. Discerns the differences between leader and manager | 16, 4, 9 | A |
| 2. Explain the features of effective leadership. | 16, 4, 9 | A |
| 2.1. Define who is an effective leader | 13, 4, 9 | A |
| 2.2 Explain basic features of effective leader | 16, 4, 9 | A |
| 2.3. Define factors impeding success of leader | 16, 4, 9 | A |
| 3.1. Explains personality theory of leadership | 16, 4, 9 | A |
| 3.2. Explains trait theory of leadership | 16, 4, 9 | A |
| 3.3. Explains styles theory of leadership | 16, 4, 9 | A |
| 4. Defines what is followership and evaluates leader-member exchange relationships. | 16, 9 | A |
| 4.1. Defines what is followership | 16, 4, 9 | A |
| 4.3. Explains leader-member exchange theory | 16, 4, 9 | A |
| 5. Evaluates behavioral leadership approaches | 16, 4, 9 | A |
| 5.1 Explains Ohio State, Michigan and Blake and Mouton's management matrixes | 16, 4, 9 | A |
| 5.2. Explain Rensis Likert System 4 Approach | ||
| 6.1. Explain Fiedler's effective leadership theory. | 16, 4, 9 | A |
| 7. Evaluate contemporary leadership theories | 16, 4, 9 | A |
| 7.2. Define transactional and transformational leadership styles | 16, 4, 9 | A |
| 7.4. Define transformational leadership style | 16, 4, 9 | A |
| 8.1 Explain servant leadership style | 16, 4, 9 | A |
| 8.2. Explain authentic leadership style | 16, 4, 9 | A |
| 8.3. Explain spiritual leadership style | 16, 4, 9 | A |
| 9. Explain the concept of motivation and its relationship with leadership | 16, 4, 9 | A |
| 9.1. Explain the concept of motivation | 16, 4, 9 | A |
| 9.2. Explain the relationship between leadership and motivation | 16, 9 | A |
| 10. Define the content theories of motivation | 16, 9 | A |
| 10.1 Expains Maslow's, Alderfer's, Herzberg's and Mcclelland's motivation theories | 16, 9 | A |
| 10.1 Explains the similarities and differences between content theories of motivation | 16, 4, 9 | A |
| 11. Explain process theories of motivation. | 13, 4, 9 | A |
| 11. 1 Describe equity theory, Vrooms hope theory, goal setting theory and consequential conditioning theory | 16, 4, 9 | A |
| 11.2 Describe the relationship between process theories | 16, 4, 9 | A |
| 12. Evaluate contemporary approaches of motivation | 16, 4, 9 | A |
| 12.1 Evaluate motivation as a strategic management tool | 16, 4, 9 | A |
| 12.2 Evalıate motivation as a tool of strategic human resources management | 16, 4, 9 | A |
| 12.3 Interpret contemporary motivation theories | 16, 4, 9 | A |
| 13. Evaluate the roles of leadership and motivation in times of change | 16, 4, 9 | A |
| 13.1 Define what is change leadership | 16, 4, 9 | A |
| 13.2. Explain roles of leadership and motivation in times of change | 16, 4, 9 | A |
| 13.3. Define best organizational conditions for change. | 16, 4, 9 | A |
| 14. Explain the concepts of strategic leadership and crisis leadership | 16, 4, 9 | A |
| 14.1 Explains strategic leadership concept | 16, 4, 9 | A |
| 14.2 Define the properties of crisis leadership | 16, 4, 9 | A |
| Teaching Methods: | 13: Case Study Method, 16: Question - Answer Technique, 4: Inquiry-Based Learning, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Leadership concept and Differences Between Leadership and Management | |
| 2 | Features of Effective Leaders | |
| 3 | Personality, Skills and Styles Approaches in Leadership | |
| 4 | Followership and Leader Member Exchange Theory | |
| 5 | Behavioral Leadership Approaches | |
| 6 | Situational Leadership Approaches | |
| 7 | Contemporary Leadership Approaches | |
| 8 | Positive Leadership Approaches | |
| 9 | Leadership Concept, Leadership and Motivation Relationship | |
| 10 | Content Theories of Motivation | |
| 11 | Process Theories of Motivation | |
| 12 | New Perspectives in Motivation | |
| 13 | Leadership, Change Management and Innovation | |
| 14 | Strategic Leadership and Crisis Leadership |
| Resources |
| Power point presentations and lecture notes |
| Peter Northouse, Leadership: Theory and Practice. Michigan: Sage Publications. 2013 |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | X | |||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | X | |||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | X | |||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | X | |||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | X | |||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | X | |||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |
| ECTS / Workload Table | ||||||
| Activities | Number of | Duration(Hour) | Total Workload(Hour) | |||
| Course Hours | 14 | 3 | 42 | |||
| Guided Problem Solving | 14 | 3 | 42 | |||
| Resolution of Homework Problems and Submission as a Report | 2 | 8 | 16 | |||
| Term Project | 0 | 0 | 0 | |||
| Presentation of Project / Seminar | 1 | 3 | 3 | |||
| Quiz | 0 | 0 | 0 | |||
| Midterm Exam | 1 | 15 | 15 | |||
| General Exam | 1 | 32 | 32 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 150 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(150/30) | 5 | |||||
| ECTS of the course: 30 hours of work is counted as 1 ECTS credit. | ||||||
Detail Informations of the Course
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| LEADERSHIP and MOTIVATION | - | Spring Semester | 3+0 | 3 | 5 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | Turkish |
| Course Level | First Cycle (Bachelor's Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assoc.Prof. Elif BAYKAL |
| Assistant(s) | Research Emine Gündoğmuş |
| Aim | The primary objective of this course is to improve students' understanding of leadership, leadership theories, motivation, and how leaders succeed and fail. At the end of this course students will understand the characteristics of effective leaders as well as describe the basic principles and theories of leadership and motivation. |
| Course Content | This course contains; Leadership concept and Differences Between Leadership and Management ,Features of Effective Leaders ,Personality, Skills and Styles Approaches in Leadership,Followership and Leader Member Exchange Theory,Behavioral Leadership Approaches ,Situational Leadership Approaches ,Contemporary Leadership Approaches ,Positive Leadership Approaches,Leadership Concept, Leadership and Motivation Relationship,Content Theories of Motivation,Process Theories of Motivation,New Perspectives in Motivation,Leadership, Change Management and Innovation,Strategic Leadership and Crisis Leadership . |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| 1.2.Explain the concept of manager | 16, 4, 9 | A |
| 3.Evaluate the first period leadership approaches | 16, 4, 9 | A |
| 6.Able to evaluate situational leadership theories | 16, 4, 9 | A |
| 6.2.Explain Hersey and Blanchar's approach | 16, 4, 9 | A |
| 6.3.Describe path-goal theory and normative contingency approach | 16, 4, 9 | A |
| 7.1.Define charismatic leadership style | 16, 4, 9 | A |
| 8.Define positive leadership styles | 16, 4, 9 | A |
| 1. Define leadership and manager concepts. Explain the differences between the concepts of leader and manager. | 16, 4, 9 | A |
| 1.1. Explains the concept of leadership | 16, 4, 9 | A |
| 1.3. Discerns the differences between leader and manager | 16, 4, 9 | A |
| 2. Explain the features of effective leadership. | 16, 4, 9 | A |
| 2.1. Define who is an effective leader | 13, 4, 9 | A |
| 2.2 Explain basic features of effective leader | 16, 4, 9 | A |
| 2.3. Define factors impeding success of leader | 16, 4, 9 | A |
| 3.1. Explains personality theory of leadership | 16, 4, 9 | A |
| 3.2. Explains trait theory of leadership | 16, 4, 9 | A |
| 3.3. Explains styles theory of leadership | 16, 4, 9 | A |
| 4. Defines what is followership and evaluates leader-member exchange relationships. | 16, 9 | A |
| 4.1. Defines what is followership | 16, 4, 9 | A |
| 4.3. Explains leader-member exchange theory | 16, 4, 9 | A |
| 5. Evaluates behavioral leadership approaches | 16, 4, 9 | A |
| 5.1 Explains Ohio State, Michigan and Blake and Mouton's management matrixes | 16, 4, 9 | A |
| 5.2. Explain Rensis Likert System 4 Approach | ||
| 6.1. Explain Fiedler's effective leadership theory. | 16, 4, 9 | A |
| 7. Evaluate contemporary leadership theories | 16, 4, 9 | A |
| 7.2. Define transactional and transformational leadership styles | 16, 4, 9 | A |
| 7.4. Define transformational leadership style | 16, 4, 9 | A |
| 8.1 Explain servant leadership style | 16, 4, 9 | A |
| 8.2. Explain authentic leadership style | 16, 4, 9 | A |
| 8.3. Explain spiritual leadership style | 16, 4, 9 | A |
| 9. Explain the concept of motivation and its relationship with leadership | 16, 4, 9 | A |
| 9.1. Explain the concept of motivation | 16, 4, 9 | A |
| 9.2. Explain the relationship between leadership and motivation | 16, 9 | A |
| 10. Define the content theories of motivation | 16, 9 | A |
| 10.1 Expains Maslow's, Alderfer's, Herzberg's and Mcclelland's motivation theories | 16, 9 | A |
| 10.1 Explains the similarities and differences between content theories of motivation | 16, 4, 9 | A |
| 11. Explain process theories of motivation. | 13, 4, 9 | A |
| 11. 1 Describe equity theory, Vrooms hope theory, goal setting theory and consequential conditioning theory | 16, 4, 9 | A |
| 11.2 Describe the relationship between process theories | 16, 4, 9 | A |
| 12. Evaluate contemporary approaches of motivation | 16, 4, 9 | A |
| 12.1 Evaluate motivation as a strategic management tool | 16, 4, 9 | A |
| 12.2 Evalıate motivation as a tool of strategic human resources management | 16, 4, 9 | A |
| 12.3 Interpret contemporary motivation theories | 16, 4, 9 | A |
| 13. Evaluate the roles of leadership and motivation in times of change | 16, 4, 9 | A |
| 13.1 Define what is change leadership | 16, 4, 9 | A |
| 13.2. Explain roles of leadership and motivation in times of change | 16, 4, 9 | A |
| 13.3. Define best organizational conditions for change. | 16, 4, 9 | A |
| 14. Explain the concepts of strategic leadership and crisis leadership | 16, 4, 9 | A |
| 14.1 Explains strategic leadership concept | 16, 4, 9 | A |
| 14.2 Define the properties of crisis leadership | 16, 4, 9 | A |
| Teaching Methods: | 13: Case Study Method, 16: Question - Answer Technique, 4: Inquiry-Based Learning, 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Leadership concept and Differences Between Leadership and Management | |
| 2 | Features of Effective Leaders | |
| 3 | Personality, Skills and Styles Approaches in Leadership | |
| 4 | Followership and Leader Member Exchange Theory | |
| 5 | Behavioral Leadership Approaches | |
| 6 | Situational Leadership Approaches | |
| 7 | Contemporary Leadership Approaches | |
| 8 | Positive Leadership Approaches | |
| 9 | Leadership Concept, Leadership and Motivation Relationship | |
| 10 | Content Theories of Motivation | |
| 11 | Process Theories of Motivation | |
| 12 | New Perspectives in Motivation | |
| 13 | Leadership, Change Management and Innovation | |
| 14 | Strategic Leadership and Crisis Leadership |
| Resources |
| Power point presentations and lecture notes |
| Peter Northouse, Leadership: Theory and Practice. Michigan: Sage Publications. 2013 |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines the theoretical issues in the field of HRM. | X | |||||
| 2 | Describes the necessary quantitative and statistical methods in the field of HRM. | X | |||||
| 3 | Uses at least one computer program in the field of HRM. | ||||||
| 4 | Sustains proficiency in a foreign language required in HRM. | X | |||||
| 5 | Prepares HR projects and leads teams. | X | |||||
| 6 | Constantly updates himself / herself by following developments in science and technology with an understanding of the importance of lifelong learning through critically evaluating the knowledge and skills that s/he has got. | X | |||||
| 7 | Uses theoretical and practical expertise in the field of HRM. | X | |||||
| 8 | Follows up-to-date technology using a foreign language at least A1 level, holds verbal / written communication skills. | X | |||||
| 9 | Adopts organizational / institutional and social ethical values. | X | |||||
| 10 | Within the framework of community involvement, adopts social responsibility principles and takes initiative when necessary. | X | |||||
| 11 | Uses and analyses basic facts and data in various disciplines (economics, finance, sociology, law, business) in order to conduct interdisciplinary studies. | X | |||||
| 12 | Have the necessary skills to ascertain person-job fit and person-organization fit. | X | |||||
| 13 | Have enough knowledge to put forward some ideas in all business functions and have aptitude to collaborate with other departments. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |