Syllabus for Leadership, Master Course
A revised version of the syllabus is available.
- 7.5 credits
- Course code: 2FE819
- Education cycle: Second cycle
Main field(s) of study and in-depth level:
Business Studies A1N
Explanation of codes
The code indicates the education cycle and in-depth level of the course in relation to other courses within the same main field of study according to the requirements for general degrees:
- G1N: has only upper-secondary level entry requirements
- G1F: has less than 60 credits in first-cycle course/s as entry requirements
- G1E: contains specially designed degree project for Higher Education Diploma
- G2F: has at least 60 credits in first-cycle course/s as entry requirements
- G2E: has at least 60 credits in first-cycle course/s as entry requirements, contains degree project for Bachelor of Arts/Bachelor of Science
- GXX: in-depth level of the course cannot be classified
- A1N: has only first-cycle course/s as entry requirements
- A1F: has second-cycle course/s as entry requirements
- A1E: contains degree project for Master of Arts/Master of Science (60 credits)
- A2E: contains degree project for Master of Arts/Master of Science (120 credits)
- AXX: in-depth level of the course cannot be classified
- Grading system: Fail (U), Pass (G), Pass with distinction (VG)
- Established: 2007-01-24
- Established by:
- Revised: 2018-02-07
- Revised by: The Department Board
- Applies from: Spring 2020
A Bachelor's degree, equivalent to a Swedish Kandidatexamen, from an internationally recognised university. Also required is 90 credits in business studies. Proficiency in English.
For incoming exchange students, exceptions can be made from the requirement of 90 credits in business studies, provided that special reasons are considered to exist. Proficiency in English.
- Responsible department: Department of Business Studies
Decisions and guidelines
Master's Programme in Business and Management - specialisation Marketing, International Business, Organisation. Master's Programme in Accounting and Financial Management - specialisation Management Control.
Leadership is becoming increasingly demanding for several reasons, and there is a constant call from both internal and external actors for strong leaders. Managers need to navigate among different logics, and sometimes contradictory and incompatible demands, rather than play-out their individualised solutions or personalities. Task-oriented activities for internal efficiency is one aspect that might go against the relation-oriented expectations from employees, peers or corporate governance. Specific behaviours need to be included to advocate change as well as encourage innovation and development to ultimately remain competitive in the organisational landscape. To lead start-ups differs from leading and developing established companies or public organisations. Particularly challenging is the activity that encourages change, innovation and development, in other words, successful leadership in a competitive environment.
The main objectives are to:
- Develop the student’s analytical ability of understanding the multifaceted role of leaders, and the change and development task in particular.
- Interpret and apply central dimensions and skills related to different leadership tasks and situations.
- Prepare students for finding their own value-based leadership and style, related to employees, external stakeholders, superiors or owners.
After the course the students will be able to:
- Account for different theoretical perspectives and models on leadership and management.
- Distinguish between and compare the applicability in practice of different analytical models.
- Understand and reflect on how the external organisational context influences the potential to lead.
- Analyse practice-based contexts from different relevant theoretical perspectives, and reflect upon in which optional ways leaders could handle leadership challenges.
- Analyse how actors, internally and externally related, limit and open for different leadership activities.
- Formulate principles for an ethically and socially responsible value-based leadership.
Since leadership is not to be understood from a single theoretical perspective the design is composed by four main dimensions:
- Context and contingencies (situational contexts & diverse legal and organisational contexts)
- Leadership behaviour and activities (styles, traits, skills, roles, and dependence of the external context)
- Followership (interaction and expectations from followers, including their own leadership responsibility)
- Ethical and social responsibilities (corporate social responsibilities, diversity, ethics).
The course is designed to develop students' analytical skills to evaluate possible management options in different contexts. A composition of teaching methods is used in theory-related discussions on real-life leadership challenges. Literature, seminars, lectures, individual submissions and different exercises performed in small groups as well as individual reflective submissions are all elements to support active participation in the course, and individual knowledge development. Participation is mandatory and seminar activities are assessed. The course is taught in English.
The student will get one single grade, equivalent to 7.5 credits.
The examination of this course includes active participation in seminars, lectures and in groups exercises as well as written and oral assignments. All parts are mandatory. Examination includes both individual and team work elements. The grade for the entire course is based on an assessment of all parts of the examination.
Grading criteria are presented in the study guide that applies to the course section. The following grades will be used: pass with distinction (VG), pass (G), and fail (U). Examinations handed in late will not be assessed except under special circumstances. Any remaining supplemental work must be completed and handed in by the deadline specified in the study guide. Otherwise the entire course (all examinations included) must be retaken during subsequent course sections, pending availability of a place in the course.
If there are special reasons for doing so, an examiner may make an exception from the method of assessment indicated and allow a student to be assessed by another method. An example of special reasons might be a certificate regarding special pedagogical support from the University's disability coordinator.
Uppsala University does not accept cheating or plagiarism. Suspected incidents of cheating or plagiarism are reported to the Vice-Chancellor, which may issue a formal warning to the student or suspend the student from studies for a certain period.
NOTE: Only completed courses can count toward a degree.
- Latest syllabus (applies from Spring 2021)
- Previous syllabus (applies from Spring 2020)
- Previous syllabus (applies from Spring 2019)
- Previous syllabus (applies from Spring 2018)
- Previous syllabus (applies from Autumn 2015)
- Previous syllabus (applies from Autumn 2013)
- Previous syllabus (applies from Spring 2011)
- Previous syllabus (applies from Autumn 2009)
- Previous syllabus (applies from Spring 2009)
- Previous syllabus (applies from Spring 2008)
- Previous syllabus (applies from Autumn 2007)
Applies from: Spring 2020
Some titles may be available electronically through the University library.
Hill, Linda A.
Becoming a manager : how new managers master the challenges of leadership
2 uppl.: Boston, Mass.: Harvard Business School Press, 2003
Studying leadership : traditional and critical approaches
Second edition: Los Angeles: SAGE Publications, 2018