Leadership Models And Practices Course: Student Perceptions And Development Of Leadership Skills And Incorporation Of A New Leadership Course
Author(s) -
Andrew Gerhart,
Melissa Grunow
Publication year - 2020
Publication title -
2009 annual conference and exposition proceedings
Language(s) - English
Resource type - Conference proceedings
DOI - 10.18260/1-2--4979
Subject(s) - capstone course , teamwork , mindset , psychology , shared leadership , creativity , leadership development , leadership style , curriculum , leadership studies , perception , entrepreneurship , pedagogy , management , public relations , political science , computer science , social psychology , artificial intelligence , neuroscience , law , economics
As one part of a larger required leadership curriculum, a new course covering leadership models and practices was developed and administered. The course addresses many of the aspects of the entrepreneurial mindset including communication, teamwork, leadership, ethics and ethical decision-making, opportunity recognition, persistence, creativity, innovation, creative problem solving, and critical thinking. Through in-class activities and games, as well as assigned collaborative work, the course explores the various theories on leadership including relational, shared, global, and organizational models. Along with these models, integrity, character, diversity, entrepreneurship, intrapreneurship, and sustainable change are studied. In addition, each student began development of his/her own leadership philosophy through various projects and personal reflection assignments. Team work is emphasized and all students’ leadership skills are both self-assessed and assessed by each team member. Near the beginning of the course, the students were surveyed on their general perceptions of leadership skills including problem solving, teamwork, self-confidence, group management, ethics, organization, social awareness, and confidence. After the course, the same survey was administered. A comparison of the pre and post-course surveys yields some shift in perceptions. The students were also surveyed pre and post-course on their motivation for being a leader. Again, comparison yields a shift in perception. Upon completion of the course, the students completed a course evaluation survey to aid the course developer in determining if the course is meeting the university’s leadership education goals. In addition, the students completed a peer assessment of leadership skills and characteristics near the beginning and at the conclusion of the course. The peer assessment yields some shifts in leadership development. Finally, as a final assessment at the conclusion of the final team course project, the students completed a peer performance evaluation, and the results are reported.
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