Course Title: Management Development and Leadership

Part A: Course Overview

Course Title: Management Development and Leadership

Credit Points: 12

Course Code




Learning Mode

Teaching Period(s)


City Campus


660H Grad School of Business


Sem 1 2006

Course Coordinator: Michael Thong, PhD

Course Coordinator Phone: +61 3 9925 5586

Course Coordinator

Pre-requisite Courses and Assumed Knowledge and Capabilities


Course Description

Management Development and Leadership in essence is an experiential and active-learning course in leadership and management development, with a particular focus on the soft or less tangible aspects of what it means to be an effective and responsible leader and manager.

Objectives/Learning Outcomes/Capability Development

The key learning outcome is to develop your self-selected soft skills in managing, leading, and working with people within and between different countries or cultures.

You will be able to demonstrate:

Insights into the nature and role of management and leadership so as to improve your personal leadership and management pracitces;

Self awareness of your own emotions impacting on business and life situations, to accurately assess your personal strengths and weaknesses as well as challenge areas, and to effectively self manage these towards improved practice; and

Recognise your ethical duties in making business decisions with a view to reducing potential personal and organisational risk.

Overview of Learning Activities

Your learning activities will commence with pre-MDL residential homework. During the 8-day residential, selected learning experiences based on lectures, individual feedback sessions, small group case studies, class discussions will be implemented. After the end of the residential, your learning experiences will continue in the form of the DLS Learning Hub and a 4-hour work-in-progress class

Overview of Learning Resources

The prescribed text is:
Bolton, R. (1987) People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. East Roseville, NSW: Simon Schuster;

Suggested references are as follows:
Boyatzis, R. (1982) The Competent Manager: a Model for Effective Performance. N.Y: Wiley.

Carlopio, J., Andrewartha, G. and Armstrong, H. (1997) Developing Management Skills in Australia, South Melbourne: Longman.

Dainty, P. and Anderson, M. (1996) The Capable Executive: Effective Performance in Senior Management. London: MacMillan.

Goleman, D. (1995) Emotional Intelligence – why it can matter more than IQ. London: Bloomsbury.

Goleman, D. (1998) Working with Emotional Intelligence. London: Bloomsbury.

Knowles, M. (1986) Using Learning Contracts: Practical Approaches to Individualising and Structuring Learning. San Francisco: Jossey-Bass.

Kolb, D. (1984) Experiential Learning: Experience as the Source of Learning and Development. N.J.: Prentice-Hall.

Quinn, R., Faerman, S., Thompson, M. and McGrath, M (1990) Becoming a Master Manager: a Competency Framework. New York: Wiley.

Weisinger, H. (1988) Emotional Intelligence at Work: The Untapped Edge for Success. San Grancisco: Jossey-Bass.

Whetten, D. and Cameron, K. (1994) Developing Management Skills (3rd ed). New York: HarperCollins.

Woodcock, M. and Francis, D. (1986) The Unblocked Manager. Aldershot: Gower.

Overview of Assessment

The assessment for this course will take the form of a 5000 word Professional Development Report (PDR). This word limit excludes appendices and references. You will have a full semester to undertake this assignment. It will carry a weight of 100%