American PUAD650 Leadership for a Changing Workplace

PUAD650Course description

Multiple authors over the years have agreed that Martin Luther King was not successful because he stood up somewhere and said “I have a plan!” Yet how many times have we seen this annoying proclamation made by individuals assuming leadership roles? Leadership is not about having a plan, or for that matter, having the answers. It’s far more complex.


Patrick S Malone, Spring 2015

Source, accessed 26 December 2015.

Link to syllabus uploaded to the Atlas

Additional material from the syllabus

An internet article once posed the question “If you were stripped of your title – the politics of leadership, the power to punish and reward people – would people still follow you? Would you still get results from them?” When we view these questions through the unique lens of the public sector, we begin to understand the significant challenges inherent in leading in a changing workplace.

This course is about letting go, letting go of ingrained perceptions of leadership and problem solving – psychic prisons that we’ve built over the years that limit our mind’s ability to see and solve. This course is not so much about taking a step away and viewing a leadership challenge from the outside. Oh, we’ll cover the theories, the models, etc….. But we’ll do more. We’ll learn to observe ourselves observing leadership challenges. We’ll embrace unlearning, undiscussables, questioning – all in pursuit of discovering the leader within us. But wait, there’s more.

In keeping with the tenets of adult learning theory, we will use a variety of modalities including lecture, readings, discussions, debate, experiential activities, team projects, individual projects, written assignments, film, peer review, and of course, instructor feedback. As a result, you will discover and expand your own leadership style through individual and collective learning:

  • Foundational learning – knowing the history and development of leadership theories, understanding the components of each leadership model or approach, and identifying the strengths and weaknesses of each model.
  • Application learning – critical and creative thinking about case studies and debates, identifying practical uses of leadership theory in other contexts, and recognition of one’s own skills relative to the leadership approach being studied.
  • Integration learning – the ability to connect leadership concepts and behaviors to other ideas, people and realms of life. For example, in conducting interviews, how are leaders different from other people? In what ways, if any, are all leaders the same? How does the context of leadership (such as medicine, music or sports) affect the expectations and behaviors of leaders?
  • Experiential learning – learning through exercises that will fuel individual and class discussion—raising issues about the practicality of your own leadership style when you are in a position of influence over others.
  • Reflective learning – learning about how we view leadership and followership through our own world view. You will explore how your own perspective shapes your view and enactment of leadership, and what—if anything—could be enhanced.

I may, on occasion, introduce an additional required reading for a given class but I will try to keep this to a minimum. You may expect many in9class exercises and discussion as a normal course of events.

Upon successful completion of this course you will be able to:

  • Understand and recognize various approaches and theoretical bases of leadership.
  • Identify the unique challenges posed in leading and in learning to lead public sector organizations, especially in technical versus adaptive contexts.
  • Understand various phases of human intellectual development along with strategies for leading followers at each phase.
  • Conceptualize, self9evaluate, and apply the major components of emotional intelligence in a leadership capacity.
  • Recognize and evaluate your VABEs, prisms, perception, and your willingness to unlearn.
  • Explore and apply tools for: surfacing taken-for-granted VABEs; inquiring about and unpacking an ill-structured organizational problem; acting to resolve the problem; learning, unlearning and relearning from your actions; and increasing your headroom.   
  • Analyze and understand your personal authenticity along with your preferred approaches to leadership.
  • Identify and practice skills to assist in building commitment; diagnosing and creating change in a diverse organizational culture; managing conflict for positive results; leading change efforts; and understanding organizational power and politics.
  • Recognize and discuss real-life experiences that will provide opportunities to deal with a variety of leadership problems.


Harvard Business Review. 2011. On Leadership. Harvard Business Review Press. ( link at

Hammond, S. and A. Mayfield. 2004. The Thin Book of Naming Elephants: How to Surface Undiscussables for Greater Organizational Success. Thin Book Publishing.

Week-by-week listing of topics and assigned readings

Week 1: Leadership? Yeah, I’ve heard of it

HBR – Kotter, J. 1990. “What Leaders Really Do.” p37-55

Goffee, R. and Jones, G. 2009. “Authentic Leadership – 3 Tenets and 4 Practices.” Leadership Excellence. p17-18

Goffee, R. and Jones, G. 2010. “What Makes a Leader.” Business Strategy Review. 3rd Quarter: p64-68

Rosenbloom, D. 1983. “Public Administrative Theory and the Separation of Powers.”   Public Administration Review 43: 219-27

Stewart, Matthew. 2006. “The Management Myth.” Atlantic Monthly. June.

Week 2: Who am I? Diagnosis of the Leadership Self

HBR – Goleman, D. 1996. “What Makes a Leader?” p1-21

Langer, Ellen. 2014. “Mindfulness in the Age of Complexity.” Harvard Business Review. p1-7

Bush, Mirabai. 2013. “Knowing Every Breath You Take.” The New York Times. January 5

Vigoda-Gadot, Eran and Meisler, Galit. 2010. “Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees.” Public Administration Review 70 (1): 72    

Week 3: Enough about me, let’s talk about me  Traits and Skills Approaches to Leadership

Wynn, Susan R. 2006. “Trait Theory.” Encyclopedia of Educational Leadership and Administration. Thousand Oaks, CA: SAGE: p1029930

Spinks, Nigel. 2007. “Skill.” International Encyclopedia of Organization Studies. Thousand Oaks, CA: SAGE: p1415-19

Week 4: Isn’t that necktie rather wide? The Style Approach to Leadership

HBR – Heifetz and Laurie. 1997. “The Work of Leadership.” p57-78

Leadership Style. 2014. Community Toolbox. University of Kansas.

Cherry, K. A. 2006. Leadership styles. Retrieved from

Week 5: I guess it sort of depends! The Situational Approach to Leadership

HBR – Bennis, W. and Thomas, R. J. 2002. “Crucibles of Leadership.” p97-113

Tannenbaum, R. and Schmidt, W. 1958. “How to Choose a Leadership Pattern.” In Leadership Classics ed. J. Timothy McMahon. Waveland Press. p276-286

Reddin, W. J. 1970. “3D Theory of Managerial Effectiveness.” In Leadership Classics ed. J. Timothy McMahon. Waveland Press. p306-312

Week 6: Fiedler on the roof. The Contingency Theory of Leadership

Seyranian, Viviane. 2009. “Contingency Theories of Leadership.” Encyclopedia of Group Processes & Intergroup Relations. Thousand Oaks, CA: SAGE: p152-56

Schriesheim, Chester A., and Linda L. Neider. 2006. “Least Preferred Coworker Theory.” Encyclopedia of Industrial and Organizational Psychology. Thousand Oaks, CA: SAGE: p451-53

Week 7: How we get there from here, with commitment! The Path-Goal Theory of Leadership

HBR – Goffee, R and G. Jones. “Why Should Anyone be Led by You?” p79-95

Perry, J. and Wise, L. 1990. “The Motivational Bases of Public Service.” Public Administration Review 50 (3): 367-373

House, R. 1996. “Path Goal Theory of Leadership – Lessons, Legacy, and a Reformulated Theory.” Leadership Quarterly 7 (3): 323-352

Coget, J. 2011). “Does managerial motivation spill over to subordinates?” Academy of Management Perspectives 25: 84-85

Week 8: Midterm exam

Week 9: Communication is the problem to the answer. Leader-Member Exchange Theory

HBR – Drucker, Peter. 2004. “What Makes an Effective Executive.” p23-36

Long, Shawn D., and Laura Vaughan. 2006. “Interpersonal Communication.” Encyclopedia of Industrial and Organizational Psychology. Thousand Oaks, CA: SAGE: p363-67

Cooper, James Fenimore., and John Nirenberg. 2004. “Leadership Effectiveness.” Encyclopedia of Leadership. Thousand Oaks, CA: SAGE: p845-54

Week 10: I have three daughters, a wife, and two female dogs. Women and Leadership

Benko, C. & Pelster, B. 2013. “How Women Decide.” Harvard Business Review 91 (9): 78-86

Ibarra, H., Ely, R., & Kolb, D. 2013. “Women Rising: The Unseen Barriers.” Harvard Business Review 91 (9): 60-66

“Women in the Workplace: A Research Roundup.” 2013. Harvard Business Review 91 (9): p 86-91

Woolley, A., & Malone, T. 2011. “What makes a team smarter – More women.” Harvard Business Review 89 (6): 32-33

Bellou, V. 2011. “Do Women Followers Prefer A Different Leadership Style Than Men?” The International Journal of Human Resource Management 22 (13): 2818–2833

Week 11: What was that? Leadership and the Art of the Question

Hammond and Mayfield – entire book

Marquardt, M. 2000. “Action Learning and Leadership.” The Learning Organization 7 (5): 33-240

Sofo, F., Yeo, R. 2010. “Optimizing the Learning in Action Learning: Reflective Questions, Levels of Learning and Coaching” Advances in Developing Human Resources (12): 205

Leonard, S., Lang, F. 2010. “Leadership Development via Action Learning” Advances in Developing Human Resources 12): 225

Week 12: Am I a Learning Leader? Organizational Culture and Leadership

HBR – Ancona, D, Malone, T, Orlikowski, W., and Senge, P. “In Praise of the Incomplete Leader” p179-196

Aitken, P. 2007. “Walking the Talk – The Nature and Role of Leadership Culture within Organization Culture.” Journal of General Management 32 (4): 17937

Schein, E. 1996. “Three Cultures of Management: The Key to Organizational Learning.” Sloan Management Review. Fall 38 (1): 9-12

Malone, P. 2013. “Enhance Your Leadership by Tapping into Staff Attitudes.” Public Management November: 17-19

Week 13: The Machiavellians among us The Dark Side of Leadership

Long, N. 1949. “The Concept of Administrative Power.” Public Administration Review 9 (4): 257-264

Zauderer, D. 2002. “Workplace Incivility and the Management of Human Capital.” The Public Manager, Spring: 36-42.

Malone, P. 2014 “Dealing With Selfies – Narcissists and the Public Manager.” Public Management 14-18

Lubit, R. 2002. “The Long-Term Organizational Impact of Destructively Narcissistic Managers.” The Academy of Management Executive, 16 (1):127-138

Raven, Bertram H. 2004. “Six Bases of Power.” Encyclopedia of Leadership. Thousand Oaks, CA: SAGE: p1242-49

Week 14: They left something off my bill! Values and Ethics in Public Leadership

Conger, Jay, and Robert Hooijberg. 2008. “Organizational Ethics—Acting Wisely While Facing Ethical Dilemmas in Leadership.” Handbook of Organizational and Managerial Wisdom. Thousand Oaks, CA: SAGE: p133-51

Zauderer, Donald. 1994. “Winning With Integrity.” The Public Manager. Summer 57960

Malone, P. 2011 “Keeping Your Lens Clean Amidst Ethical Challenges.” The Public Manager. Winter.

Kim, Daniel. 2002. “Foresight as a Central Ethic of Leadership.” The Greenleaf Center for Servant Leadership

Allison, Graham T. 1979. “Public and Private Management: Are They Fundamentally Alike in all Unimportant Respects?” in Classics of Public Administration. Boston. Wadsworth.

Week 15: Let’s be real. Authentic Leadership

HBR 9 George, B., Sims, P., McLean, A.N., & Mayer, D. “Discovering Your Authentic Leadership.” p163-178

Goysberg, B. & Slind, M. 2012. Leadership is a Conversation.” Harvard Business Review. June 90 6): 76-84

Fernandez, S., Cho, Y., Perry, J., 2010. “Exploring the Link Between Integrated Leadership and Public Sector Performance.” The Leadership Quarterly 21 2), 3089323

Wright, B.E. Pandey, S.K. 2010. “Transformational Leadership in the Public Sector: Does Structure Really Matter?” Journal of Public Administration Research and Theory 20 (1): 75-89

Goffee, R. 2005. “Managing Authenticity – The Paradox of Great Leadership.” Harvard Business Review. p86-96

Week 16 – Final exam – Nothing funny about that! 

Page created by: Ian Clark, last updated 26 December 2015.