Leadership and Organizational Change

Code:

2MEAE10

Acronym:

LMO

Keywords
Classification	Keyword
OFICIAL	Management Studies

Instance: 2024/2025 - 2S

Active?	Yes
Responsible unit:	Management
Course/CS Responsible:	Master in Economics and Business Administration

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
EAE	48	Official Syllabus after 2021-2022	1	-	6	42	162

Teaching language

Portuguese

Objectives

- to analyse leadership and organizational change as joint, unseparate processes of mutual implication;
- to analyse leadership and organizational themes as complex and disputed territories, in which very different discourses coexist, with diverse origins, interests and agendas, which frequently translate in reinforcing power assimetries in organizations;
- to analyse how different modes of thinking translate in distinctive conceptualizations of leadership and ways of conducting processes of change, and generate different organizational dynamics;
- to develop critical thinking in the analysis of organization, change and leadership phenomena
- to contribute to an enriched understanding of what managing and being managed mean, especially in the context of change processes.

Learning outcomes and competences

Students are expected to develop competencies of analysis, reflexivity and critical thinking in relation to organization, change and leadership, the different approaches to these themes, and the alternative ways of intervening in processes of change in organizations.

Working method

Presencial

Pre-requirements (prior knowledge) and co-requirements (common knowledge)

n.a.

Program

1. Modes of thinking
2. Perspectives on leadership
3. Leading teams and organizations
4. Perspectives on organizational change
5. Communication and resistance to change
6. Leading and managing change processes

Mandatory literature

Doris Schedlitzki; Studying leadership. ISBN: 978-1-4462-0797-0
John Kotter; Leading change. ISBN: 0-87584-747-1
Muayyad Jabri; Managing organizational change. ISBN: 978-0-230-24408-5

Comments from the literature

The full bibliographic list will be provided to students in the first lecture.

Teaching methods and learning activities

Presentation of the theoretical elements, case analysis and group exercises, combining different teaching-learning approaches. Students are stimulated to think in a process, critical way.

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Teste	70,00
Trabalho de campo	30,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	163,50
Frequência das aulas	39,00
Trabalho de campo	20,00
Total:	222,50

Eligibility for exams

The distributed assessment regime requires attendance of at least 75% of classes, there existing control of attendance.

Calculation formula of final grade

* NORMAL: distributed assessment only

Final mark =0.15 T1 + 0.15 T2 + 0.4 T3 + 0.3 PA

T = Test; PA = Practical Assignment

Minimum mark of 8 in test 3 and in the practical assignemnt.


* RESIT: final exam only

Final mark = 0.7 Written Exam + 0.3 Oral Exam 

Minimum mark of 9 in the Written Exam, in order to have access to the Oral Exam. In case the minimum mark is not achieved, the Written Exam mark is the final mark.

Examinations or Special Assignments

n.a.

Internship work/project

n.a.

Special assessment (TE, DA, ...)

The assessment criteria is the same to all students, regardless of the status (TE, DA, outro) they may have.

Classification improvement

By final exam, at época de recurso: 0.7 Written Exam + 0.3 Oral Exam

Minimum mark of 9 in the Written Exam, in order to have access to the Oral Exam.

Observations

n.a.