Transversal Competencies - Leadership and Performance Management (advanced module)

Code:

CTLGD01

Acronym:

CTLGD

Keywords
Classification	Keyword
CNAEF	Engineering and related techniques

Instance: 2023/2024 - 2S (edição n.º 1)

Active?	Yes
Responsible unit:	Department of Informatics Engineering
Course/CS Responsible:	Transversal Competencies - Leadership and Performance Management (advanced module)

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
CTLGD	0	Syllabus	1	-	1,5	12	40,5
PDEEC	0	Syllabus	1	-	1,5	12	40,5
PDQUI	0	PE_Doctoral Degree Program in Chemistry	1	-	1,5	12	40,5

Teaching language

Portuguese

Objectives

• Identify characteristics and conditions of effective leadership based on theoretical developments and inputs from experts experience.


• Generate and manage leadership processes that ensure the productivity of each work team, increasing the levels of commitment and competence of its collaborators.


• Promote a continuous adjustment between the ability to boost human resources and respond to the specific needs of each professional, seeking to ensure a constant improvement of the leader's performance in the face of the challenges arising from the company's evolution.

Learning outcomes and competences

• Knowledge: styles and applications of effective leadership to improve performance


• Attitudes and behaviours: analysis of the leadership profile and dynamization of human resources

Working method

Presencial

Program

-INTRODUCTION TO LEADERSHIP AND HUMAN RESOURCES MANAGEMENT
Basic concepts, "tasks" and emergency conditions of the leader
Zapping in human resources management and leader characteristics

-APPROACH TO EFFECTIVE LEADERSHIP
Assessment of the level of development: competence and commitment
Application of leadership styles adapted to different people and situations
Practical exercises to increase the performance of human resources

-ANALYSIS OF CASE STUDY ON LEADERSHIP
Presentation of examples of leadership in everyday business and debate in a situation of interaction with several successful leaders

Mandatory literature

MANUEL FIRMINO TORRES; Textos de Apoio / Support Texts

Teaching methods and learning activities

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Participação presencial	40,00
Trabalho escrito	60,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	28,50
Frequência das aulas	12,00
Total:	40,50

Eligibility for exams

Attendance in at least 75% of the classes (with mandatory participation in the moments of evaluation)

Calculation formula of final grade

Observations

Complementary Bibliography

• Blanchard, Ken (2019). Liderança de Alto Nível, Como Criar e Liderar Organizações de Alto Desempenho. Bookman.
• Hersey, P., Blanchard, K. H., (1986). The Essentials of Situational Leadership: Theories, Concepts, Applications: Participant's Manual. Leadership Studies Productions.
• (2019) HBR 10 Artigos Essenciais - Liderança, Harvard Business Review, Actual Editora, Coimbra.

Supplementary Bibliography

• Arvonen, J., & Ekvall, G. (1999). Effective leadership style: both universal and contingent? Creativity and innovation management, 8(4), 242-250.
• Cooper, C.L. (2004). Leadership and Management in the 21st Century: Business Challenges of the Future. Oxford University Press.
• Goleman, D., Boyatzis, R., Mckee, A. (2019). Os Novos Líderes - a inteligência emocional nas organizações. Lisboa.
• Hersey, P., Blanchard, K. H., Johnson, D. E., (2008). Management of Organizational Behavior: Leading Human Resources. Pearson Prentice Hall. Ninth edition.
• Wren, J. Thomas, (1995). The Leader's Companion: Insights on Leadership Through the Ages. The Free Press, New York.
• Yukl, G. A. (2010). Leadership in organizations. 7th Ed. Englewood Cliffs, NJ: Prentice-Hall.