Modulhandbuch (Module manual)

M.184.3183 Sustainable Leadership
(Sustainable Leadership)

Koordinator (coordinator):	Prof. Dr. Philip Yang
Ansprechpartner (contact):	Prof. Dr. Philip Yang (philip.yang[at]uni-paderborn.de )
Credits:	10 ECTS
Workload:	300 Std (h)
Semesterturnus (semester cycle):	WS/SoSe
Studiensemester (study semester):	3-6
Dauer in Semestern (duration in semesters):	1

Lehrveranstaltungen (courses):
	Nummer / Name (number / title)	Art (type)	Kontaktzeit (contact time)	Selbststudium (self-study)	Status (P/WP) (status)	Gruppengröße (group size)
a)	K.184.31831 / Sustainable Leadership	Vorlesung			P
b)	K.184.31832 / Sustainable Leadership	Übung			P
c)	K.184.31833 / Sustainable Leadership	Projekt			P
Wahlmöglichkeiten innerhalb des Moduls (Options within the module):
Keine

Empfohlene Voraussetzungen (prerequisites):
Basic knowledge in leadership HRM, and sustainability can be useful.

Inhalte (short description):
In this course, students acquire knowledge of the core theories of leadership through the comprehensive leadership textbook of Northouse (2021) which covers e.g., the trait approach, skills approach, situational approach, path goal theory, leadership-member exchange theory, transformational theory, authentic leadership, and servant leadership. The content related lectures are complemented by methodological parts which will inform them about moderation and mediation as conceptual methods for theoretical extensions as well as measurement, identification, and estimation methods with respect to leadership research. These core leadership contents with be related to the internal and external sustainability of companies through an exercise session which ends in a scientific symposium. In the exercise session, the students are assigned to small groups to deepen their understanding of sustainable leadership through the engagement with one specific research paper within the field. These papers engage with e.g., ethical leadership, abusive supervision, diversity management, green leadership, charismatic leadership, narcissism, and virtual leadership. This course will end in a final symposium, in which the students create scientific posters and present the main ideas of their scientific papers.

Inhalte (short description):

In this course, students acquire knowledge of the core theories of leadership through the comprehensive leadership textbook of Northouse (2021) which covers e.g., the trait approach, skills approach, situational approach, path goal theory, leadership-member exchange theory, transformational theory, authentic leadership, and servant leadership. The content related lectures are complemented by methodological parts which will inform them about moderation and mediation as conceptual methods for theoretical extensions as well as measurement, identification, and estimation methods with respect to leadership research.

These core leadership contents with be related to the internal and external sustainability of companies through an exercise session which ends in a scientific symposium. In the exercise session, the students are assigned to small groups to deepen their understanding of sustainable leadership through the engagement with one specific research paper within the field. These papers engage with e.g., ethical leadership, abusive supervision, diversity management, green leadership, charismatic leadership, narcissism, and virtual leadership. This course will end in a final symposium, in which the students create scientific posters and present the main ideas of their scientific papers.

Lernergebnisse (learning outcomes):

Fachkompetenz Wissen (professional expertise):
Studierende... Students will be able to: summarize the core theories of leadership apply basic theoretical and empirical methods in the field of leadership combine core theories of leadership to novel phenomena in the field of sustainable leadership explain recent topics of sustainable leadership
Fachkompetenz Fertigkeit (practical professional and academic skills):
Studierende... Students will be able to: formulate own theoretical extensions of a main effect through mediation and moderation derive empirically testable hypotheses evaluate the match of theory to empirics identify advantages and limitation of various resear c h designs and empirical studies
Personale Kompetenz / Sozial (individual competences / social skills):
Studierende... Students will be able to: provide constructive feedback to other projects work in teams to create scientific posters and a presentation
Personale Kompetenz / Selbstständigkeit (individual competences / ability to perform autonomously):
Studierende... Students will be able to: develop and organize their own learning and work process illustrate a scientific research poster and presentation create a summary of a scientific paper and evaluate its implication and limitations

Prüfungsleistungen (examinations)
Art der Modulprüfung (type of modul examination): Modulteilprüfungen
	Art der Prüfung (type of examination)	Umfang (extent)	Gewichtung (weighting)
a)	Klausur	60 minutes	75.00 %
b)	Präsentation	15 minutes presentation in groups	15.00 %
c)	Besondere Form der Leistungserbringung. Details siehe Prüfungsumfang 3	Poster at the symposium (1 page Pos	10.00 %

Studienleistung / qualifizierte Teilnahme (module participation requirements)
Nein

Voraussetzungen für die Teilnahme an Prüfungen (formal requirements for participating in examinations)
Keine

Voraussetzungen für die Vergabe von Credits (formal requirements for granting credit points)
Die Vergabe der Credits erfolgt, wenn die Modulnote mindestens „ausreichend“ ist

Gewichtung für Gesamtnote (calculation of overall grade)
Das Modul wird mit der doppelten Anzahl seiner Credits gewichtet (Faktor: 2)

Verwendung des Moduls in den Studiengängen (The module can be selected in the following degree programmes)
B.Sc. International Business Studies, B.Sc. Wirtschaftsinformatik, B.Sc. Wirtschaftswissenschaften

Umfang QT (participation requirements):

Lernmaterialien, Literaturangaben (learning material, literature):

Teilnehmerbegrenzung (participant limit):
Keine

Sonstige Hinweise (additional information):
This is the core leadership book that this lecture is built on: Northouse, P. G. (2021): Leadership: Theory & Practice (9th Edition). Sage Publications. Additional literature for the methods: Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21(6), 1086–1120. Hayes, A. F. (2013). Mediation, moderation, and conditional process analysis. Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach, 1, 20. Muller, D., Judd, C. M., & Yzerbyt, V. Y. (2005). When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology, 89(6), 852. Exercise literature for the symposium: Arvate, P. R., Galilea, G. W., & Todescat, I. (2018). The queen bee: A myth? The effect of top-level female leadership on subordinate females. The Leadership Quarterly, 29(5), 533–548. https://doi.org/10.1016/j.leaqua.2018.03.002 Calabretta, G., Gemser, G., & Wijnberg, N. M. (2017). The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective. Organization Studies, 38(3–4), 365–401. https://doi.org/10.1177/0170840616655483 Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The Role of Leadership in a Digitalized World: A Review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938 De Dreu, C. K. W., & Van Vianen, A. E. M. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22(3), 309–328. https://doi.org/10.1002/job.71 Iqbal, Q., Ahmad, N. H., Nasim, A., & Khan, S. A. R. (2020). A moderated-mediation analysis of psychological empowerment: Sustainable leadership and sustainable performance. Journal of Cleaner Production, 262, 121429. Isensee, C., Teuteberg, F., Griese, K.-M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944. Islam, T., Khan, M. M., Ahmed, I., & Mahmood, K. (2021). Promoting in-role and extra-role green behavior through ethical leadership: Mediating role of green HRM and moderating role of individual green values. International Journal of Manpower, 42(6), 1102–1123. Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Bhutto, N. A. (2020). Unlocking employees' green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation. Journal of Cleaner Production, 255, 120229. Man Tang, P., Koopman, J., McClean, S. T., Zhang, J. H., Li, C. H., De Cremer, D., Lu, Y., & Ng, C. T. S. (2022). When Conscientious Employees Meet Intelligent Machines: An Integrative Approach Inspired by Complementarity Theory and Role Theory. Academy of Management Journal, 65(3), 1019–1054. https://doi.org/10.5465/amj.2020.1516 Nederveen Pieterse, A., van Knippenberg, D., & van Dierendonck, D. (2013). Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation. Academy of Management Journal, 56(3), 782–804. https://doi.org/10.5465/amj.2010.0992 Novita, D., Hidayatulloh, A. N., Renwarin, J. M., Santoso, R., & Mardikaningsih, R. (2022). Relationship Between Eco Transformational Leadership, Eco Training, and Employee Eco Behavior on Sustainable Corporate Performance of SMEs. Frontiers in Psychology, 13, 900787. Nurmohamed, S. (2020). The Underdog Effect: When Low Expectations Increase Performance. Academy of Management Journal, 63(4), 1106–1133. https://doi.org/10.5465/amj.2017.0181 Paterson, T. A., & Huang, L. (2019). Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior. Journal of Management, 45(7), 2837–2860. https://doi.org/10.1177/0149206318771166 Ravid, D. M., Tomczak, D. L., White, J. C., & Behrend, T. S. (2020). EPM 20/20: A Review, Framework, and Research Agenda for Electronic Performance Monitoring. Journal of Management, 46(1), 100–126. https://doi.org/10.1177/0149206319869435 Reitan, T., & Stenberg, S.-Å. (2019). From classroom to conscription. Leadership emergence in childhood and early adulthood. The Leadership Quarterly, 30(3), 298–319. https://doi.org/10.1016/j.leaqua.2018.11.006 Richard, O. C., Triana, M. del C., & Li, M. (2021). The Effects of Racial Diversity Congruence between Upper Management and Lower Management on Firm Productivity. Academy of Management Journal, 64(5), 1355–1382. https://doi.org/10.5465/amj.2019.0468 Schubert, T., & Tavassoli, S. (2020). Product Innovation and Educational Diversity in Top and Middle Management Teams. Academy of Management Journal, 63(1), 272–294. https://doi.org/10.5465/amj.2017.0741 Yang, P., Riepe, J., Moser, K., Pull, K., & Terjesen, S. (2019). Women directors, firm performance, and firm risk: A causal perspective. The Leadership Quarterly, 30(5), 101297.

Sonstige Hinweise (additional information):

This is the core leadership book that this lecture is built on:

Northouse, P. G. (2021): Leadership: Theory & Practice (9th Edition). Sage Publications.

Additional literature for the methods:

Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21(6), 1086–1120.

Hayes, A. F. (2013). Mediation, moderation, and conditional process analysis. Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach, 1, 20.

Muller, D., Judd, C. M., & Yzerbyt, V. Y. (2005). When moderation is mediated and mediation is moderated. Journal of Personality and Social Psychology, 89(6), 852.

Exercise literature for the symposium:

Arvate, P. R., Galilea, G. W., & Todescat, I. (2018). The queen bee: A myth? The effect of top-level female leadership on subordinate females. The Leadership Quarterly, 29(5), 533–548. https://doi.org/10.1016/j.leaqua.2018.03.002

Calabretta, G., Gemser, G., & Wijnberg, N. M. (2017). The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective. Organization Studies, 38(3–4), 365–401. https://doi.org/10.1177/0170840616655483

Cortellazzo, L., Bruni, E., & Zampieri, R. (2019). The Role of Leadership in a Digitalized World: A Review. Frontiers in Psychology, 10, 1938. https://doi.org/10.3389/fpsyg.2019.01938

De Dreu, C. K. W., & Van Vianen, A. E. M. (2001). Managing relationship conflict and the effectiveness of organizational teams. Journal of Organizational Behavior, 22(3), 309–328. https://doi.org/10.1002/job.71

Iqbal, Q., Ahmad, N. H., Nasim, A., & Khan, S. A. R. (2020). A moderated-mediation analysis of psychological empowerment: Sustainable leadership and sustainable performance. Journal of Cleaner Production, 262, 121429.

Isensee, C., Teuteberg, F., Griese, K.-M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944.

Islam, T., Khan, M. M., Ahmed, I., & Mahmood, K. (2021). Promoting in-role and extra-role green behavior through ethical leadership: Mediating role of green HRM and moderating role of individual green values. International Journal of Manpower, 42(6), 1102–1123.

Li, W., Bhutto, T. A., Xuhui, W., Maitlo, Q., Zafar, A. U., & Bhutto, N. A. (2020). Unlocking employees' green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation. Journal of Cleaner Production, 255, 120229.

Man Tang, P., Koopman, J., McClean, S. T., Zhang, J. H., Li, C. H., De Cremer, D., Lu, Y., & Ng, C. T. S. (2022). When Conscientious Employees Meet Intelligent Machines: An Integrative Approach Inspired by Complementarity Theory and Role Theory. Academy of Management Journal, 65(3), 1019–1054. https://doi.org/10.5465/amj.2020.1516

Nederveen Pieterse, A., van Knippenberg, D., & van Dierendonck, D. (2013). Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation. Academy of Management Journal, 56(3), 782–804. https://doi.org/10.5465/amj.2010.0992

Novita, D., Hidayatulloh, A. N., Renwarin, J. M., Santoso, R., & Mardikaningsih, R. (2022). Relationship Between Eco Transformational Leadership, Eco Training, and Employee Eco Behavior on Sustainable Corporate Performance of SMEs. Frontiers in Psychology, 13, 900787.

Nurmohamed, S. (2020). The Underdog Effect: When Low Expectations Increase Performance. Academy of Management Journal, 63(4), 1106–1133. https://doi.org/10.5465/amj.2017.0181

Paterson, T. A., & Huang, L. (2019). Am I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior. Journal of Management, 45(7), 2837–2860. https://doi.org/10.1177/0149206318771166

Ravid, D. M., Tomczak, D. L., White, J. C., & Behrend, T. S. (2020). EPM 20/20: A Review, Framework, and Research Agenda for Electronic Performance Monitoring. Journal of Management, 46(1), 100–126. https://doi.org/10.1177/0149206319869435

Reitan, T., & Stenberg, S.-Å. (2019). From classroom to conscription. Leadership emergence in childhood and early adulthood. The Leadership Quarterly, 30(3), 298–319. https://doi.org/10.1016/j.leaqua.2018.11.006

Richard, O. C., Triana, M. del C., & Li, M. (2021). The Effects of Racial Diversity Congruence between Upper Management and Lower Management on Firm Productivity. Academy of Management Journal, 64(5), 1355–1382. https://doi.org/10.5465/amj.2019.0468

Schubert, T., & Tavassoli, S. (2020). Product Innovation and Educational Diversity in Top and Middle Management Teams. Academy of Management Journal, 63(1), 272–294. https://doi.org/10.5465/amj.2017.0741

Yang, P., Riepe, J., Moser, K., Pull, K., & Terjesen, S. (2019). Women directors, firm performance, and firm risk: A causal perspective. The Leadership Quarterly, 30(5), 101297.

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