I. General Information

1. Course Title:
Frontline Leadership

2. Course Prefix & Number:
BUSN 2110

3. Course Credits and Contact Hours:

Credits: 3

Lecture Hours: 3

4. Course Description:

This course is an examination of people as the most valuable asset in any business with an emphasis on understanding the leadership role of management and developing core interpersonal skills to deal effectively with employees on the job.

5. Placement Tests Required:

6. Prerequisite Courses:

There are no prerequisites for this course.

9. Co-requisite Courses:

There are no corequisites for this course.

II. Transfer and Articulation

1. Course Equivalency - similar course from other regional institutions:

Anoka Ramsey Community College, BUS 1103 Human Relations in the Workplace, 3 credits
Southwest MN State University, MGMT 332 Interpersonal Skills in Organizations, 3 credits
Northwest Technical College, SUPL 1120 Supervisory Leadership, 3 credits

3. Prior Learning - the following prior learning methods are acceptable for this course:

• Written
• Oral
• Demonstration
• Portfolio

III. Course Purpose

1. Program-Applicable Courses – This course is required for the following program(s):

Business Management, AAS Degree

IV. Learning Outcomes

1. College-Wide Outcomes

College-Wide Outcomes/Competencies	Students will be able to:
Demonstrate interpersonal communication skills	Complete core interpersonal skills practice sessions.
Work as a team member to achieve shared goals	Complete role plays as a coaching partner.

2. Course Specific Outcomes - Students will be able to achieve the following measurable goals upon completion of the course:

• Define and apply leadership principles.
• Demonstrate how to lead those with varied personality traits.
• Understand emotional intelligence.
• Implement techniques for motivating, empowering, and creating a vision.
• Develop strategies for communicating effectively.
• Formulate strategies for developing high performing teams.
• Prepare strategies to encourage and support diversity within organizations.
• Define various types of influential leadership.
• Construct a personal leadership vision.
• Design healthy values in an organization's culture.
• Identify the need for leading change.

V. Topical Outline

Listed below are major areas of content typically covered in this course.

1. Lecture Sessions

1. Introduction to leadershipWhat does it mean to be a leader
• Why we need leadership
• The new reality for leaders
• How leadership differs from management
• Evolving theories of leadership
• Leadership can be learned
• Mastering the art and science of leadership
2. Research perspectives on leadership
• Traits, behaviors, and relationships
• The trait approach
• Know your strengths
• Behavior approaches
• Individualized leadership
• Entrepreneurial traits and behaviors
3. Contingency approaches to leadership
• The contingency approach
• Hersey and Blanchard’s situational theory
• Fiedler’s contingency model
• Path-goal theory
• The vroom-jago contingency model
• Substitutes for leadership
4. The personal side of leadership
• The leader as an individual
• The secret ingredient for leadership success
• Personality and leadership
• Values and attitudes
• Social perception and attributions
• Cognitive differences
• Working with different personality types
5. Leadership mind and emotion
• Leading with head and heart
• Mental models
• Developing a leader’s mind
• Emotional intelligence
• Leading with love versus leading with fear
6. Courage and moral leadership
• Moral leadership today
• Acting like a moral leader
• Becoming a moral leader
• Servant leadership
• Leading with courage
7. Followership
• The art of followership
• What your leader wants from you
• Styles of followership
• Strategies for managing up
• The power and courage to manage up
• What followers want from leaders
8. The leader as a relationship builder
• Motivation and empowerment
• Leadership and motivation
• Needs-based theories of motivation
• Other motivation theories
• Empowering people to meet higher needs
• Giving meaning to work through engagement
• New ideas for motivation
9. Leadership communication
• How leaders communicate
• Leading strategies conversations
• Communicating to persuade and influence
• Selecting the correct communications channel
• Nonverbal communication
• Current communication challenges
10. Leading teams
• The value of teams
• The dilemma for team members
• Leading a team to high performance
• Team processes
• What team members must contribute
• Leading a virtual team
• Handling team conflict
11. Developing leadership diversity
• Leading people who aren’t like you
• Diversity today
• Challenges minorities face
• Ways women lead
• Global diversity
• Becoming an inclusive leader
• Ways to encourage the advancement of women and minorities
12. Leadership power and influence
• Four kinds of influential leadership
• Using hard versus soft power
• Increasing power through political activity
• Don’t take power personally
13. The leader as social architect
• Creating vision and strategic direction
• The leader’s job:looking forward
• Leadership vision
• Mission
• The leader as strategist-in-chief
14. Shaping culture and values
• Organizational culture
• Culture strength, responsiveness, and performance
• Cultural leadership
• The competing values approach to shaping culture
• Ethical values in organizations
• Values-based leadership
15. Leading change
• Leadership means leading change
• A framework for change
• Using appreciative inquiry
• Leading creativity for change
• Implementing change