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UNIVERSITYOFMARYLANDUNIVERSITYCOLLEGEADELPHISYLLABUS

DEPM6049020MANAGEMENTAND
LEADERSHIPINDISTANCEEDUCATION&E
LEARNING(2155)DEPM604
Summer2015 Section9020 3Credits 05/18/2015to08/09/2015 Modified05/24/2015

FACULTYCONTACT
DonaldOlcottDonald.Olcott@faculty.umuc.edu

COURSEDESCRIPTION
Anintroductiontotheorganization,management,andadministrationofdistanceeducationandelearningtraining
programsandsystems.Topicsincludemanagementtheoryandpractice,organizationalbehaviorandchange,
leadershiprolesandstyles,andplanningandpolicy.Discussioncoverseducationandtraininginacademicand
corporatesettingsandtheknowledgeandskillsnecessaryforadistanceeducationpractitionertofunctioneffectivelyin
eithertypeoforganizationalenvironment.Assignmentsincludeindividualandgroupcasestudyanalyses,briefessays,
andliteraturesearchesrelatedtodistanceeducationandelearningleadership.

COURSEINTRODUCTION
Thiscourseaddressesleadershipandmanagementprinciplesandissuesinbothgenericsituationsandwithinthe
contextofdistanceeducationandtrainingoperationsinbothacademicandcorporatesettings.Managementand
leadershiptheoriesandpracticeshaveevolvedfromseveraldistinctiveschoolsofthoughtoverthepastcenturyto
thetwentyfirstcentury.Althoughissuesandcontextsmaychange,weseekinthiscoursetoidentifycommonalities
thatcanbeappliedwithinthecontextoftodaysfastchangingdistanceeducationorganizationsandworksituations.
Wewillfirstexamineindividualandgroupperspectives,perceptionandeffectivecommunicationtechniques,and
powerandmotivation.Wewillalsoconsidervariouscontingencytheoriesofmanagementthatmediatedifferent
leaderstylesbetweenthoseapproachesthataremoredirectiveorthosethataremoreparticipativeandtoassess
wheneithermaybemoreeffective.Anothertopicofinterestwillbecharismaticandtransformationalleadershipas
wellastheimportanceofvision.Especialattentionwillbegiventospecificleadershipandmanagerialissuesas:
ethics,diversity,crossculturalandgenderdifferences,aswellaspoliticsintheworkplace.Thelastthirdofthe
courseaddressestheimportanttopicsoforganizationalcultureandstrategiesforbringingaboutconstructive
changeespeciallyindistanceeducationsituations.
Throughoutthiscoursewewillrelyonspecificcasestudiesandconferencediscussionstolinkthetheoretical
materialtomanagementpracticesindistanceeducationoperations.Studentexperiencesincurrentorpast
workplaceorsocialorganizationswillplayanimportantroleinourconversationsandlearning.Amajorgroup
projectwillgivemembersanopportunitytoputsomeofthegroupleadershipandteamdynamicsprocessestowork
inarelativelysafesituationand,followingtheproject,toanalyzewhattookplaceinthegroup.Eachgroupwillfind
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andinteractwithacurrentorpastlivingdistanceeducationleaderofamajorDEorganizationandsharethe
knowledgegainedfromthatleaderwiththerestoftheclass.Studentswillbeencouragedtolinkcontentand
experiencesinthiscoursetoothersinthePolicyandManagementtrackandtotheMDEprogramasawhole.

COURSEOUTCOMES
Atthecompletionofthiscourse,studentsshouldbeableto:
1. Distinguishbetweentraditionalandcontemporaryapproachestoorganizationalleadershipandchange
2. Identifytheroleandrelationshipsofindividualsandgroupsandhowtheyimpactperformanceandoutcomes
3. Recognizethecurrentstateofknowledgewithrespecttoleadershipandleadershipstyles,particularlyas
theseapplytodistanceeducation/elearning.
4. Applytheoperantvariablesinproblemanalysis,decisionmakingandintervention.
5. Practiceeffectivecommunicationtechniquesformotivatingotherstoachievegoals.
6. Examineleadershiprolesmostappropriatetoadvancedistanceeducation/elearninggoals.
7. Relateandapplynewknowledgeandskillsthatbestadvancedistanceeducation/elearninginacademicand
corporatemilieuinthedigitalage.

COURSEMATERIALS
Clicktoaccessyourcoursematerialsinformation(http://webapps.umuc.edu/grcmBook/BPage.cfm?C=DEPM%2060
4&S=9020&Sem=2155)

GRADINGINFORMATION
DEPM604GRADINGSCALE

Forallgradedassignments,includingonlineparticipationinonlinethreadeddiscussions,studentswillbeprovidedwith
timelyanddetailedwrittenfeedback.
Assignment

%Grade

AlignedObjectives

Individualparticipation:ThreadedDiscussion

20%

All

MiniPaper:Leadership/MgtTheorist

15%

1,3,6,7

GroupProject:TeamledConference&Summarypaper

25%

All

IndividualAnalysisofGroupProcess

15%

2,4,5

MajorPaper:LeadershipforDEOperations

25%

1,3,4,6,7

Thegradingcriteriaforthiscourse(DEPM604)aresimpleandstraightforward:Substantiveandarticulateparticipation
inallthreadeddiscussionscompletionandtimelysubmissionoforiginal,wellwritten,errorfreeassignments,reflecting
graduatelevelresearchandwritinganduseofAPAstyle,areexpectedinthiscourse.

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Allgradedassignmentswillbeawardednumericalgradesbasedona100pointscalethefinalcoursegradewillbe
presentedasalettergrade.Allmarksforgradedassignmentswillnormallybepostedwithintheweekfollowingthedue
date.
LateAssignments:Pleasecontactyourinstructorifyouhaveanemergencysituationthatwillnotallowyoutobeable
tocompleteanassignmentontime.Thistaskmustbedonepriortotheassignmentdeadline.Dependingon
circumstances,alatepenaltyof5%eachdaylatemaybeassessedwithamaximumof25%(5dayslate).After5days
late,thegradefortheassignmentgoestozero.Thefacultyfullyunderstandtheremaybeunexpectedhealthor
personalemergenciesthatcouldnotbeknowninadvance.Ifanemergencyoccurspleaselettheinstructorsknow
immediately,andbepreparedtoprovidedocumentation.

PROJECTDESCRIPTIONS
1.PARTICIPATIONIndividual:WeeklyOnlineConferences(20%)
Objectives:1,2,3,4,5,6,7
Weeklyconferencesarethefocalpointofourongoingdiscussion/exchange.Itisherethatyoucan"tryout"your
emergingideasandinterestswithanengagedaudience!Conferencesareinfact,the"core"ofourcollaborative
learningcommunity.DuringWeek9,studentworkgroupswillbeassignedtoleadoneoftheconferencesentitledDE
Leader.
Asnotedabove,overallindividualparticipationintheconferenceswillbeweighted20percentofthecoursegrade.The
12weekswillbebrokenintofourparticipationevaluationperiodsfromwhichyouwillreceivefeedbackonthequalityof
yourparticipation:EvaluationPeriodI(Weeks1/2)II(Weeks3/4/5)III(Weeks6/7/8/9)andIV(Weeks10/11/12).
DuringtheweekyourgroupleadstheclassdiscussionfortheDELeaderConference,yourindividualparticipation
gradewillbeassessedaspartoftheoverallgroupprojectgrade.
Theminimumweeklyindividualpostingis:onesubstantive"newtopic"ormainpostresponseasappropriateto
eachconferenceexerciseorquestion,andatleastonesubstantiveresponsetoyourcolleaguesforthatexercise.
Thestrongestcommentsarethosethatinvolveideas,conceptsandapplications.Eachconferencewillbeopenedby
SundaymidnightEDTofeachweekandclosedbyTuesdaymidnightthefollowingweek.Aimtohaveyourinitialposting
asearlyintheweekaspossiblesothatthediscussionisntjustlefttotheendofthefollowingweekendorMonday.
ParticipationwillbeassessedbasedonthefollowingCriteria:
Content(50):Assessedonthebasistowhichcontributionsdemonstrateagraspofkey
ideas,concepts,andapplicationsandshowcriticalthinking,integration,andreflectionofideas.

Frequency(20):Setwithaminimum(forapassinggradeof16points)ofonesubstantivemain
posttoeachconferencetopicorexerciseandonesubstantiveresponsetoanotherpersonspost
orresponseineachconference.Moreparticipationrateshigherpoints.
Distribution/timelines(10):Scoredbythefollowingscale:substantivepostsandresponsesput
upby11:59EDTThursdaysrate10points11:59EDTSaturdayrate9points11:59EDTSunday
rate8pointsnoonMondayrate7pointsandnoonMondayorafterrate0points.
Collaboration(20):Basedontheextenttowhichonesresponsestothecommentsand
questionsofothersaidsorsupportsthelearningoftheclass
community.
2.MINIPAPER(15%):EvaluationofaLeadershiporManagementTheorist
Objectives:1,3,6,7
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BytheconclusionofWeek1,selectatheoristfromthebelowlistbasedonyourinterestsandinitialresearchandpost
yourchoiceintheWeek1topicTheoristSelection.Frommaterialpublishedbythetheorist,aswellasscholarly
materialaboutthetheoristandhisorhertheory,developapaperof10001250words(45doublespacedpages),
excludingfrontandendmatter).PleaseuseTimesNewRoman12pointorArial11pointfont.Besuretousescholarly
references(atleast5)andincludethefollowinginyourdiscussion:
Giveabriefsummaryofthetheoristswork.Note:Thissummaryshouldnotbeabiographical
sketchitshouldbeashort(c.23paragraph)summaryofthemainthrustofthetheoristsideas
andcontributions.Thesummaryshouldbeinyourownwords.Copyingwhatothershavesaidwill
beconsideredunresponsive.
Describehowthetheoristandhisorhertheoryadvancedourunderstandingof
leadership/management.Bespecific:whatelementsofthetheorydoyouthinkcontributedtoa
newunderstandingaboutleadershipifatall.
Assesswhetherthetheoriesadvancedbythistheoristare,orarenot,relevanttoday.In
particular,howmighttheyberelevant,ornot,toleadersormanagersofdistanceeducation
operationstoday?
TheMiniPaperisduetoyourassignmentfolderbyTuesday,February24,201511:59PMEST.
ManagementTheoristsList:
Argyris,ChrisIndividualandorganizationlearningorganization
Barnard,ChesterFunctionsoftheexecutive
Bass,BernardTransformationalleadership
Bennis,WarrenLeadershipandchange
Bertelanffy,LudwigvonSystemstheorygeneralsystemstheory
Drucker,PeterManagementbyobjectives
Fayol,HenryNatureofmanagerialwork
Follett,MaryParkerNegotiation,power,employeeparticipation
Gilbreth,LillianMollerIndustrialpsychology
Janis,IrvingGroupthinkdecisionmaking
Kanter,RosabethMossChangemanagement
Katz,Daniel&RobertKahnSocialpsychologyoforganizations
Kellerman,BarbaraLeadership/followership
Lewin,KurtChangetheoryforcefieldanalysis
Locke,Edwin&GaryLathamGoalsettingtheory
Mayo,EltonHawthornestudiesonmotivation
Mintzberg,HenryManagerialwork,strategyformation
Nonaka,IkujiroTheknowledgecreatingcompany
Orlikowski,WandaInfotechnologiesandorganizations
Porter,MichaelStrategicmanagementforcesofcompetition
Roethelisberger,FritzWorkerandorganization
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Rousseau,DenisePsychologicalcontracttheory
Schein,EdgarOrganizationalculture
Senge,PeterSystemsthinkingthelearningorganization
Staw,BarryOrganizationalbehavior
Vroom,VictorExpectancytheory
Weick,KarlSocialpsychologyoforganizing

3.GROUPPROJECT:TeamledConferenceandPresentation(25%)
Objectives:1,2,3,4,5,6,7
DuringWeek3,youwillbeassignedtoateamtoidentifyalivingleaderwhohasledorisleadingamajordistance
educationorganizationoroperationeitherinNorthAmericaorsomewherearoundtheglobe.Yourteamwilldevelop
interviewquestionstoserveasacorevehicleforaconversationwiththisleader.Thequestionsmustdealwithmajor
themesrelatedtothiscourseasfollows:
CurrentchallengestoDEorganizationsandtheprofession
TheleadersvisionforhisorherorganizationorfortheDEprofession.
Theleadersperceivedmanagementorleadershipstyle
Strategyforimplementingorganizationalchange
Strategyfororganizationalsurvivalinadynamicenvironment
AdvicetoaspiringprofessionalsintheDEcommunity
Afteryourteamhasdecideduponadistanceeducationleadertointerview,youmustobtainapprovalfromthefacultyof
thiscoursebeforecontactingtheselectedleader.(YoumaynotuseacurrentorpastleaderofUMUC.)
Onceyouobtainapproval,youaretoscheduleaphoneorSkypeinterviewwiththisleaderatherorhisconveniencebut
withinthetimeframeforthisassignment.Followingtheinterview,youwillthendevelopandpostyourresultsfor
discussioninaclassconferencetitledDELeaderConferencebyWednesdayofWeek9).Discusswhatyouhave
learnedfromtheinterviewasrelatedtothecontentofthiscourse.Besureyoudiscusswhyyouselectedthisparticular
leaderandhowthecontentofyourinterviewreinforcesthecontentofthisclass,ornot,andifnot,whydoyouthinknot.
Pleasenote:YourconferencediscussionaboutyourDELeadershouldbeasmuch,ifnotmore,analyticalratherthan
descriptive.Youundoubtedlywillhavetogoouttothepublishedliteraturetobringinadditionalmaterialtoamplifyyour
analysisanddiscussion.
Tomaximizethesuccessofyourproject,youmaywanttoidentifyaheadoftimespecific"lead"individualsfordifferent
tasks:todraftquestions,facilitatediscussion,andwritepartsofthepresentation,aswellastoperformothergroup
functions.Itisuptoyouintermsoftheexactdivisionoflabor,butinthepast,ithasbeenusefultohaveanidentifiable
contactpointforeachsetofactivities.Pleasedopostalldocumentationandgroupcommunicationinyourstudygroup
sincethisisanimportantpartoftheteamevaluationasavirtualteam.
Eachgroupssuccesswillbeassessedaccordingtothefollowingcriteria:
Content(40):TheextenttowhichtheGroupasawholedemonstratedagraspofkey
ideas/concepts/applicationsandshowedcriticalthinking,integration,andreflectionofideas
Facilitation(20):TheextenttowhichtheGroupasawholecontributedtoclassunderstandingof
contemporaryleadershipliteratureandbehavior.
Collaboration(40):Theextenttowhichthegroupasawholeappearedtopulltogetherasa
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workgroup.
4.INDIVIDUALANALYSISOFYOURGROUP'SPROCESS(15%)
Objectives:2,4,5
Writeashortanalysisofyourobservationsandexperiencesinyourgroupduringthegroupprojectphase.Specifically
note,assess,anddiscusstheemergenceofandpresenceofleadershipinthegroup,orlackofit.Whoemergedasa
leaderorleaders?Howdidoneknowthat?Whatcharacterizedleadershipinthegroup?Howeffectivewasit?Couldit
havebeenmoreso?Pleasenotethispaperisananalysis,soitshouldnotbeprimarilydescriptive.Your
observationsmustbeexplainedorassessedonthebasisofthetheoryandconceptsencounteredinthereadingsand
inclass.Youranalysisshouldbeconcise,apaperof10001250words(45doublespacedpages,excludingfrontand
endmatter).
Theindividualanalysispapermaybesubmittedtoyourassignmentfolderanytimefollowingcompletionofyourgroups
project,butnolaterthanTuesday,April14,201511:59PM.
5.MAJORPAPER:LeadershipandDistanceEducation(25%)
Objectives:1,3,4,6,7
Developamajorpaperinwhichyouintegratethematerialyouhaveencounteredinthiscoursewithyourpersonal
experiencesandunderstandingofdistanceeducation(DE)operations.Writethepaperintwoparts,preparedand
submittedasasingledocumentintheAssignmentfolder,usingAPAstyle,doublespaced,15002000words(810
doublespacedpagesexcludingfrontandendmatter).
InPart1,developalistofatleastfiveattributesorapproachesthatyoufeelbestembodyaneffectiveDEleader.
Whetherthesearepeopleskills,technicalskills,organizationalskills,etc.,justifyyourchoicesbyexplainingwhythese
aresocriticaltosuccessfulleadershipinthisdigitalage.Alsoindicateiftheseleadercharacteristicshavechanged
muchinthismorerecenteraofDE,andiftheseareuniversaltomostDEsettingsorarebestsuitedtoparticular
situations.
InPart2,defineanddiscussatleastthreecrucialissuestowhich,inyouropinion,DEleadersmustattendinorderto
successfullyguidetheirorganizations.Howhaveleadersofwhomyouareaware(perhapsincludingyourself?)dealt
withthesechallenges?Identifythosetrends,politics,events,pressures,anddevelopments(bothpositiveandnegative)
withinthefieldofDEthathavebroughttheseissuestotheforeandnowdemandtheattentionandactionofDEleaders,
notonlytodealwithtoday'sDEissues,butalsothoseofthefuture.Mostimportantly,concludewithadiscussion
ofwhatyoumosttakeawayfromthiscoursethatmightbeusefultoyouorotherDEleadersinaddressingthese
issues.
Finally,postabriefexecutivesummaryofyourpaperanditsfindingstotheWEEK12classconference.Inessence,the
ideasyouwillpresentareyourtakeawayideasfromthiscoursethatyoufindmostuseful.Besuretomakea
substantivecommentonatleastoneotherofyourclassmatespresentationsaswell.TheMajorPaperisduetoyour
assignmentfolderbySunday,April19,201511:59PM.PostyourExecutiveSummarytotheclassconference
byTuesday,April21,201511:59PM.

WRITTENDELIVERABLESforthiscoursewillbeevaluatedonthefollowingfourcriteria:
Basics(10):Theauthorfollowedthebasicinstructionsfortheassignmentsuchas:providing
coverpagewithherorhisnameortheteamsname,followedAPAformat,providedthe
requestednumberofpages,references,etc.Inotherwords,theauthorcompleted(this
particular)assignmentasrequested.
QualityoftheAnalysis(40):Writingdemonstratessuperiorwork,showsevidenceoftheability
towriteandconsiderthesignificantimplicationsoftheissuesandtopresenttheissuesandideas
inananalyticalratherthanadescriptiveframework.Thefurtheronemovesfrommerely
describingasituationtoconsideringitsapplications,implications,consequences,andlinkages
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amongideas,etc.,themorelikelytheworkistobesuperior.Theabilitytodothiswellis
inextricablylinkedwithhighqualitywritingandstrong,supportiveresearch.
QualityoftheWriting(40):Theabilitytocommunicateideasclearlyandlogicallyisintegraltoa
topqualityanalysis.Writtendocumentsshouldusecorrectgrammar,spelling,themes,and
paragraphsthatdevelopideassothatthereaderunderstandsthepathwhichtheauthor/s
has/haveundertaken.Effectivewritingincludessuchitemsas:
oFocus:demonstratesanunderstandingoftheassignment
oStructure:organizesanddevelopsideaslogicallyandclearlywritespaperswithastrongintroduction
thatcontainaclearlystatedpurposeandapproach,amainbodythatflowslogically,andconclusionsthat
aremorethanproforma.
oGrammar:useseffectivesentencestructure,paragraphs,correctspelling,propercitationof
resources.
oWriting:constructssentencesandparagraphsthatflowlogically,areanalyticalusesparagraphs
effectively
oDocumentation/evidence:supportspointswithliteratureanddata.
OverallIntegration(10):Thepaperbasicallyhangstogether,(i.e.,basics,content,grammar,
writingallfitwelltogetherinasmoothlyflowing,logicaldocumentthatreadseasily).

ACADEMICPOLICIES
AcademicPoliciesandGuidelines
ACADEMICINTEGRITY
AsamemberoftheUniversityofMarylandUniversityCollege(UMUC)academiccommunitythathonorsintegrityand
respectforothersyouareexpectedtomaintainahighlevelofpersonalintegrityinyouracademicworkatalltimes.
Yourworkshouldbeoriginalandmustnotbereusedinothercourses.
CLASSROOMCIVILITY
Studentsareexpectedtoworktogethercooperatively,andtreatfellowstudentsandfacultywithrespect,showing
professionalismandcourtesyinallinteractions.PleasereviewtheCodeofCivilityformoreguidanceoninteractingin
UMUCclassrooms:https://www.umuc.edu/students/support/studentlife/conduct/code.cfm(https://www.umuc.edu/studen
ts/support/studentlife/conduct/code.cfm).
POLICIESANDPROCEDURES
UMUCiscommittedtoensuringthatallindividualsaretreatedequallyaccordingtoPolicy040.30AffirmativeAction,Equ
alOpportunity,andSexualHarassment(https://www.umuc.edu/policies/adminpolicies/admin04030.cfm).
StudentswithdisabilitieswhoneedaccommodationsinacourseareencouragedtocontacttheOfficeofAccessibility
Services(OAS)ataccessibilityservices@umuc.edu(mailto:accessibilityservices@umuc.edu),orcall800888UMUC
(8682)or2406842287.
ThefollowingacademicpoliciesandproceduresapplytothiscourseandyourstudiesatUMUC.
150.25

AcademicDishonestyandPlagiarism(https://www.umuc.edu/policies/academicpolicies/aa15025.cf
m)UMUCdefinesacademicdishonestyasthefailuretomaintainacademicintegrity.Allcharges
ofacademicdishonestywillbebroughtinaccordancewiththisPolicy.

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Note:YourinstructormayuseTurnitin.com,aneducationaltoolthathelpsidentifyandprevent
plagiarismfromInternetresources,byrequiringyoutosubmitassignmentselectronically.Tolearn
moreaboutthetoolandoptionsregardingthestorageofyourassignmentintheTurnitindatabase
goto:https://www.umuc.edu/library/libresources/turnitin.cfm(https://www.umuc.edu/library/libresour
ces/turnitin.cfm).
151.00

CodeofStudentConduct(https://www.umuc.edu/policies/studentpolicies/stud15100.cfm)
Thefollowingpoliciesdescribetherequirementsfortheawardofeachdegree:
DegreeCompletionRequirementsfortheGraduateSchool(https://www.umuc.edu/policies/academi
cpolicies/aa17040.cfm)
DegreeCompletionRequirementsforaBachelorsDegree(https://www.umuc.edu/policies/academi
cpolicies/aa17041.cfm)

170.40
170.41

DegreeCompletionRequirementsforanAssociatesDegree(https://www.umuc.edu/policies/acade
micpolicies/aa17042.cfm)

170.42
170.71

PolicyonGradeofIncomplete(https://www.umuc.edu/policies/academicpolicies/aa17071.cfm)
ThegradeofIisexceptionalandonlyconsideredforstudentswhohavecompleted60%oftheir
courseworkwithagradeofBorbetterforgraduatecoursesorCorbetterforundergraduate
coursesandrequestanIbeforetheendoftheterm.

170.72

CourseWithdrawalPolicy(https://www.umuc.edu/policies/academicpolicies/aa17072.cfm)
Studentsmustfollowdropandwithdrawalproceduresanddeadlinesavailableathttps://www.umu
c.edu/(https://www.umuc.edu/)underAcademicCalendar.

130.80

ProceduresforReviewofAllegedArbitraryandCapriciousGrading(https://www.umuc.edu/policie
s/academicpolicies/aa13080.cfm)appealsmaybemadeonfinalcoursegradesasdescribed
herein.

205.06

CalculationOfGradePointAverage(GPA)forInclusiononTranscriptsandTranscriptRequests(htt
ps://www.umuc.edu/policies/academicpolicies/aa20506.cfm)Note:UndergraduateandGraduate
SchoolshavedifferentGradingPolicies(i.e.TheGraduateSchooldoesnotawardthegradeofD).
SeeCourseSyllabusforGradingPolicies.

GRADING
AccordingtoUMUCsgradingpolicy,thefollowingmarksareused:

Undergraduate

Graduate

90100

90100

8089

8089

7079

7079*

6069

N/A**

59orbelow

69orbelow

FN

FailureNonattendance

FailureNonattendance

GradePending

GradePending

Passing

Passing

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Satisfactory

Satisfactory

Unsatisfactory

Unsatisfactory

Incomplete

Incomplete

AU

Audit

Audit

Withdrew

Withdrew

*Thegradeof"B"representsthebenchmarkforTheGraduateSchool.StudentsmustmaintainaGradePointAverage
(GPA)of3.0orhigher.ClasseswherefinalgradeofCorFplacesastudentonAcademicProbationmustberepeated.
**TheGraduateSchooldoesnotawardthegradeofD.
COURSEEVALUATIONSURVEY
UMUCvaluesitsstudents'feedback.Youwillbeaskedtocompleteanonlineevaluationtowardtheendoftheterm.
Theprimarypurposeofthisevaluationprocessistoassesstheeffectivenessofclassroominstructioninorderto
providethebestlearningexperiencepossibleandmakecontinuousimprovementstoeveryclass.Responsesarekept
confidential.Pleasetakefulladvantageofthisopportunitytoprovideyourfeedback.
LIBRARYSUPPORT
Extensivelibraryresourcesandservicesareavailableonline,24hoursaday,sevendaysaweekathttps://www.umuc.e
du/library/index.cfm(https://www.umuc.edu/library/index.cfm)tosupportyouinyourstudies.TheUMUCLibrary
providesresearchassistanceincreatingsearchstrategies,selectingrelevantdatabases,andevaluatingandciting
resourcesinavarietyofformatsviaitsAskaLibrarianserviceathttps://www.umuc.edu/library/libask/index.cfm(http
s://www.umuc.edu/library/libask/index.cfm).
LEARNINGMANAGEMENTSYSTEMSUPPORT
TosuccessfullynavigatetheonlineclassroomnewstudentsareencouragedtoviewtheClassroomWalkthroughunder
HelpintheupperrightmenuoftheLEOclassroom.ThoserequiringtechnicalassistancecanaccessHelp@UMUC
SupportdirectlyinLEOundertheHelpmenu.Additionaltechnicalsupportisavailable24hoursaday,sevendaysa
weekviaselfhelpandlivechatathttps://www.umuc.edu/help(https://www.umuc.edu/help)orbyphonetollfreeat888
360UMUC(8682).
SYLLABUSCHANGES
AllitemsonthissyllabusaresubjecttochangeatthediscretionoftheInstructorandtheOfficeofAcademicAffairs.

CLASS&ASSIGNMENTSCHEDULE
DEPM604ManagementandLeadershipinDistanceEducationandeLearning

Topics
WEEK1

Readings
1.Kotter,J.LeadingChangeChapter1

5/185/25
2.Kotter,J.LeadingChangeChapter2

Deliverables
SelectionofYour
MiniPaperTheorist
duetoInstructorby
May25th

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Introduction:What
isLeadership?
Whatis
Management?
Definitions
conceptual
Framework
Leadershipversus
Management
Objectives:1,2,3

Concourse|DEPM6049020ManagementandLeadershipinDistanceEducation&Elearning(2155)

3.Stanley,T.(2012).Management:Ajourneyinprogress.
Supervision,73(8),1821.

LASTDAYTODROP
COURSEMay24th.

4.Carroll,S.J.andGillen,D.J.(1987).Aretheclassical
managementfunctionsusefulindescribingmanagerialwork?
AcademyofManagementReview,12(1),3851.
ThefollowingChaptersarefromPartII:LeadershipConcepts
andTheoriesinHickman,G.R.(Ed.).(2010).Leading
organizations:Perspectivesforanewera(2ndEd.).Thousand
Oaks,CA:SagePublications.

ThesechaptersarelocatedintheeReserves.
5.Burns,J.M(2010).InGillRobinsonHickman(Ed.)Leading
organizationsPerspectivesforanewera(pp.6675).Thousand
Oaks,CA:SagePublications.BurnsinHickmanLeadingCh6
pp6675

6.Greenleaf,R.K.(2010).Servantleadership.InGillRobinson
Hickman(Ed.)LeadingorganizationsPerspectivesforanewera
(pp.8795).ThousandOaks,CA:SagePublications.Greenleafin
HickmanLeadingCh8pp8795
WEEK2

5/256/1

1.Mintzberg,H.(1975).Themanager'sjob:folkloreandfact.
HarvardBusinessReview,53(4),p4961,13p.

LeadershipTraits
&Skills:
Traittheory
LeaderBehaviors
Rolesand
Functions

Endconference
EvaluationPeriodI
(Weeks12)
June1st

2.Phelps,L.Parayitam,SOlson,B.(2007).EdwardsDeming,
MaryP.FollettandFrederickW.Taylor:reconciliationof
differencesinorganiationalandstrategicleadership.Academyof
StrategicManagementJournal,6,p114.

Objectives:1,2,3,
6

3.Lamond,D.(2004).Amatterofstyle:ReconcilingHenriand
Henry.ManagementDecision,42(2),330356.

WEEK3
6/16/8
Leadershipin
DecisionMaking
Groups

1.Malhotra,Majchrzak,&Rosen.(2007).Leadingvirtualteams.
AcademyofManagementPerspectives,6070.

2.Harvey,Jerry.(1974).TheAbileneParadox:Themanagement
ofagreement.OrganizationalDynamics,3(1),p.6380.

Minipaper
(Leadership/Mgt
Theorist)
DueMidnightJune
8th

Task&
Maintenance
FunctionsGroup

3.Kotter,Ch.34.

https://umuc.campusconcourse.com/view_syllabus?course_id=23104&public_mode=1

Groupformation:
Beginworkingin
assignedgroupon
10/14

5/24/2015

Process
ManagingConflict
andAgreement

Objectives:2,4,5,
6
WEEK4

6/86/15
Leadership
Dynamics:

Perceptionand
Communication
IssuesTrust
Power/Influence
Objectives:1,2,3

Concourse|DEPM6049020ManagementandLeadershipinDistanceEducation&Elearning(2155)

4.FacultyhandoutsinCourseContent:LifeCycleofGroups
PowerpointandGroupTaskandMaintenanceFunctions
(ProfessorNickAllen,ProvostEmeritusandProfessor
Management,UMUC).

1.Raven,B.H.(2008).Thebasesofpowerandthe
power/interactionmodelofinterpersonalinfluence.Analysesof
SocialIssues&PublicPolicy,8(1),p122,22pDOI:
10.1111/j.15302415.2008.00159.x

projectduefor
presentationinWeek
9.

WhichMessage
WouldYouPrefer?
(Exercise)

2.Kanter,R.(1981).Power,leadership,andparticipatory
management.TheoryintoPractice.20(4),219.
3.Lewicki,M.andBies.(1998).Trustanddistrust:new
relationshipsandrealities.AcademyofmanagementReview.
23(3),438460.

4.Herzberg,F.(1987).Onemoretime:Howdoyoumotivate
employees?HarvardBusinessReview,65(5),109120.
5.FacultypresentationPerceptionandCommunicationPower
pointPresentations(ProfessorNickAllen,ProvostEmeritusand
ProfessorofManagement,UMUC)

WEEK5

6/156/22
Contingency
Theoriesof
Leadership:

Fiedler
Contingency
TheoryHouse
PathGoalTheory
HerseyBlanchard
LifeCycleTheory
Vroom&Yetton
DecisionProcess
Theory.

1.Sims,H.P.Samer,F.Seokhwa,Y.(2009)Whenshoulda
leaderbedirectiveorempowering?Howtodevelopyourown
situationaltheoryofleadershipInBusinessHorizons.52(2):149
158.DOI:10.1016/j.bushor.2008.10.002.

2.Heller,F.(1973).Leadership,decisionmaking,and
contingencytheory.IndustrialRelations,12(2),p183199,17p.
3.Eisner,S.(2011).Reflectionsonleadership.SAMAdvanced
ManagementJournal,46(2),4762.

Endconference
EvaluationPeriod
II(Weeks3/4/5)June
22

ManagerialStyleSelf
Assessment
(Exercise)

4.Yukl,G.(2012).Leadershipinorganizations(8thed.).New
York:Pearson.Chapter7ContingencyTheoriesandAdaptive
Leadership(pp.162184)YuklLeadershipCh7
5.Hughes,R.L.,Ginnert,R.C.,&Curphy,G.J.(2010).
Contingencytheoriesofleadership.InGillRobinsonHickman

https://umuc.campusconcourse.com/view_syllabus?course_id=23104&public_mode=1

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5/24/2015

Concourse|DEPM6049020ManagementandLeadershipinDistanceEducation&Elearning(2155)

Followership:
TheOtherSideof
Leadership

(Ed.)LeadingorganizationsPerspectivesforanewera(pp.101
121).ThousandOaks,CA:SagePublications.Hughes,Ginnert,
CurphyinHickmanLeadingCh10pp101121

Objectives:1,2,3,
4,5,6

6.KellermanlectureonFollowershipPartIpresentationon
YouTube:http://www.youtube.com/watch?v=kgLcAF5Lgq4
7.Baker,S.D.(2007).Followership:Thetheoreticalfoundationof
acontemporaryconstruct.JournalofLeadership&
OrganizationalStudies,14(1),5060.

WEEK6

6/226/29
Charismaticand
Transformational
Leadershipplus
Ethics:
Whatisit?The
VisionThing

Objectives:1,2,3,
4,5,6

1.Westley,F.Mintzberg,H.(1989).Visionaryleadershipand
strategicmanagement.StrategicManagementJournal,10,p17
32.

2.Kotter,Ch56

3.Yukl,G.(2012).Leadershipinorganizations(8thed).New
York:Pearson.Chapter12CharismaticandTransformational
Leadership(pp.309337).YuklLeadershipCh12

4.Bass,B.M.&Riggio,R.E.(2010).Thetransformationalmodel
ofleadership.InGillRobinsonHickman(Ed.)Leading
organizationsPerspectivesforanewera(pp.7686).Thousand
Oaks,CA:SagePublications.Bass,RiggioinHickmanLeading
Ch7pp7686
5.Conger,J.A.(2010).Charismatictheory.InGillRobinson
Hickman(Ed.)LeadingorganizationsPerspectivesforanewera
(pp.96100).ThousandOaks,CA:SagePublications.Congerin
HickmanLeadingCh9pp96100

6.Gellerman,S.(1989).Managingethicsfromthetopdown.
SloanManagementReview,7379.

WEEK7

1.Ayoko,&Hartel.(2006).Culturaldiversityandleadership:a
conceptualmodelofleaderinterventioninconflicteventsin
culturallyheterogeneousgroups.CrossCulturalManagement,
13(4),345360.

6/297/6

Leadership
Issues:
Diversity,Cross
Cultural,Women
andLeadership

2.Javidan,Dorfman,SullydeLuqueandHouse.(2006).Inthe
eyeofthebeholder:Crossculturallessonsinleadershipfrom
projectGLOBE.AcademyofManagementPerspectives,20(1),
6790.
3.Hadary,S.andHenderson,L.(2010).Howwomenlead.
Women'sWorld,YouTube.

https://umuc.campusconcourse.com/view_syllabus?course_id=23104&public_mode=1

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Concourse|DEPM6049020ManagementandLeadershipinDistanceEducation&Elearning(2155)

4.Sandberg,S.(2010).Whywehavetoofewwomenleaders.
TED.YouTube
WEEK8
7/67/13

Leadershipand
Organizational
Culture:
Whatis
Organizational
Culture?Never
Underestimateits
power.
Objectives:1,2,4,
5,6
WEEK9
7/137/20

1.Kotter,Ch.7,8,9,10

2.Schein,E.H.(1996).Culture:Themissingconceptin
organizationstudies.AdministrativeScienceQuarterly,41(2)
p22940.
3.Tierney,W.G.(1986).Organizationalcultureandleadership.
AcademyofManagementReview,11(3),p677680,4pDOI:
10.5465/AMR.4306282.

LastDaytoWithdraw
fromclass:July10th

4.Butcher,D.andClarke,M.(2003).Redefiningmanagerial
work:smartpolitics.ManagementDecision,41(5/6),477487.

Allgrouppresentationsduethisweekinassignedconference
areas.Noadditionalreadingsthisweek.Group3posts&leads
DELeaderConferencebyJuly16th

Grouppresentations
tobepostedbyJuly
13th.
Endconference
EvaluationPeriodIII
(Weeks6/7/8/9)July
20th.

WEEK10
7/207/27
Leadershipand
Change:
Change
Strategies
resistanceto
change.
Objectives:1,4,7

1.Kotter,Ch.1112.
2.Pietersen,W.(2002).TheMarkTwaindilemma:thetheoryand
practiceofchangeleadership.JournalofBusinessStrategy.23
(5),3239.

IndividualAnalysisof
GroupProcessdue
Midnight
July27th

3.OrlikowskiandHoffman.(1997)Animprovisationalmodelfor
changemanagement.SloanManagementReview.38(2),11+.
4.Dent,E.andGoldberg,S.(1999).Challengingresistanceto
change.TheJournalofAppliedBehavioralScience,35(1),25
41.

5.Ford,J.,Ford,L.,andDAmelio,A.(2008).Resistanceto
change:therestofthestory.AcademyofManagementReview.
33(2),362377.
WEEK11
7/278/3

1.Kanter,R.(2008).Theenduringskillsofchangeleaders.InF.
Hesselbein,A.Shrader(Eds.),Leadertoleader2:Enduring
insightsonleadershipfromtheLeadertoLeaderInstitute's
awardwinningjournal(pp.256265).SanFrancisco,CA,US:
JosseyBass

https://umuc.campusconcourse.com/view_syllabus?course_id=23104&public_mode=1

Majorpaperdue
Midnight,August3rd

13/14

5/24/2015

Concourse|DEPM6049020ManagementandLeadershipinDistanceEducation&Elearning(2155)

Leadershipand
Changeissuesin
Distance
Education:
BringingIt
Together
Objectives:4,6,7

WEEK12
8/38/9

NoAssignedReadingscompletefinalassignmentsandWrapUp
Conferences

Endconference
EvaluationPeriod
IV(Wks10/11/12)

CourseWrapup:
Objectives:3,6,7

2013UniversityofMarylandUniversityCollege
TheGraduateSchool

https://umuc.campusconcourse.com/view_syllabus?course_id=23104&public_mode=1

14/14