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At the conclusion of this course, students should be able to:

1. Distinguish between leadership and strategic leadership, identify examples of the practice of strategic leadership and reflect on the effectiveness in specific contexts.

2. Identify, diagnose and analyse key business systems in the workplace from a leadership perspective and redesign these systems to maximise people and business performance.

3. Undertake a process of professional leadership transformation through the development of a wide array of strategic leadership skills.

4. Gain and develop insights on self and others in a workplace context and ask deep, probing questions and provide courageous feedback to colleagues that helps them to learn.

5. Identify, source, evaluate, interpret and analyse both primary and secondary data to inform the leadership of a change initiative.

Rainey, D 2014, Full-Spectrum Strategic Leadership, Information Page Publishing, USA.

In addition to the textbook, there will be a range of readings provided in MyUni to reflect the theoretical and applied perspectives of strategic leadership.

D’Souza S & Renna D 2014, Not knowing: The art of turning uncertainty into opportunity, LID, London.

Heiftez RA, Linsky M & Grashow A 2009, The practice of adaptive leadership, Harvard Business Review Press, Boston, Massachusetts.

MyUni is used extensively in this course in a blended learning format, meaning that it is an important aspect of your learning prior to and in between your formal class activities. The most important information for your daily engagement with the course can be found on MyUni, especially information relating to your prepartion for each class and your assignment information. MyUni is also where you will submit all your assignments and receive your feedback and grades on them. You should get in the habit of visiting MyUni several times a week for updates and activities.

Also, important communications will be transmitted both via MyUni and to your student email addres, so please ensure you check your student email regularly or set up a reliable forwarding system to your primary email address.

We have ‘taught’ FOL and other Leadership courses for many years and we have both gone through a learning process as we have worked with many groups in Adelaide, Singapore and Hong Kong as well as in Executive Education and in many companies, not-for-profit organisations and governments. We realised a long time ago that leadership cannot be taught – at least not in the traditional way that we think about teaching. There are two distinctly different types of learning: one is informational – about stuff that you need to know – and the other is transformational – about your thinking and your sense-making. For us leadership requires some information giving, but transformational learning is the key.

So, if leadership cannot be taught why have a core course called ‘Fundamentals of Leadership’ in the MBA? The answer to that is good news for all of us: Leadership can be learned and all of us have daily opportunities to learn as we interact with people at all levels in and beyond our organisations. We see and experience what works and we see and experience what doesn’t work in many different human interactions. Whether we take note of our thinking, whether we consider our stereotypes and biases as we experience human interactions is another question.

Our aim in FOL is to help you to learn by crafting a course that enables you to surface and challenge your thinking and your approach to leadership. We want you to ponder and reflect on leadership generally and your own experience in particular. We want you to have many conversations about leadership and hear and tell many stories – with your FOL colleagues, people at work, family and friends: people you meet formally and people you meet informally. We want you to read widely and critically about leadership and think about its application to your own context. Most importantly we want you to intentionally and mindfully make some decisions about your own approach to leadership and present your thinking through a series of assignments.

Our purpose in this course is your learning. You will learn what you are ready and able to learn at this time, although students also report that learning continues well after the course finishes. For some the course is challenging – both the style of teaching and the workload. Our request is that you ‘hang in there’ – much of what we do becomes clear over time; we read many final assignments which say ‘I just got it… or I think I have…’: there is learning from the heart as well as in the head and this sometimes takes time to work through. ‘Presence’ and ‘mindfulness’ are important aspects of this course, and, we would suggest of leadership in any context. The Chade-Meng Tan Youtube clip explores the concept of mindfulness.

In the FOL intensives we will try to have as little traditional ‘teaching’ as possible. So if you don’t read / watch in advance you may find it challenging to follow the discussion and you may compromise your own learning. This will become increasingly apparent to us in your assignments throughout the course.

This is a standard ‘3 Unit’ MBA course which requires about 156 hours of student effort. These 156 hours includes the time spent in  class, working in your groups and undertaking assessment as well as reading and  assignment preparation. You could well find yourself engaged in thinking and practicing what you are learning for many more hours.

Hopefully as you become familiar with the adaptive leadership framework you will discover that quantifying learning in this way is a rather technical approach.  When it comes to the more aspirational forms of learning we hope to facilitate, your mileage may vary.

Please see MyUni for details on intensive and workshop content.

Assessment Task	Task Type	Weighting	Learning Outcome
Part A: Individual Case Study	Individual	n/a (formative)	1,2,3,4,5,6,7,8,9
Part A: Consultation Report 1	Individual	15%	1,2,3,4,5,6,7,9
Part A: Consultation Report 2	Individual	15%	1,2,3,4,5,6,7,9
Part B: Company Sustainability Strategy Video	Group	10%	3,6,8
Part B: Sustainability Summit	Collaborative	20%	3,6,8,9
Part C: Final Individual Report	Individual	40%	1,2,3,4,5,6,7,9

For further information please see MyUni.

For assessment information please visit MyUni.

For assessment information please visit MyUni.

All assessments are to be submitted via MyUni.