Leadership in organisations

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About the subject

Course description

The course in Leadership in organisations focuses the manager’s behaviour as a leader within the organisational setting. The emphasis falls on behavioural aspects such as authoritarianism or task orientation versus people orientation, outlining the factors that make one leadership style more or less appropriate. Because leadership is based on influence upon other people, an important space is dedicated to power in organisations.

Since the target students do not study Organisational behaviour, this course in Leadership in organisations is extended to cover other important topics related to human behaviour in organisational setting. Thus, the content of this course is rather Leadership and organisational behaviour.

Course objectives

Upon completion of this course, students should be able to:

  • Explain the concepts of leader and leadership.
  • Explain the difference between leader/leadership and manager/management.
  • Define power, enumerate its sources, and explain how one can gain power in the organisation.
  • Outline personality traits associated with a great leader.
  • Analyse leaders by their behaviour (leadership style).
  • Explain the relationship between leadership and the characteristics of the situation.
  • Depict cultural factors that make societies to require different leadership styles.

The material covered will be relevant to, but not only to, students studying management. As future employees, they will certainly become subordinates or even managers, and some knowledge about leadership and power may prove to be extremely helpful. Ultimately any person has to influence others, so he/she my benefit from studying this subject.


  • Management – mandatory. Leadership in organisations is a component of management and requires understanding its relationship with other components. Students should also own concepts as hierarchy, authority etc.
  • Organisational behaviour – not mandatory but useful for a true understanding of leadership. The most important components are perception, personality, values and attitudes, organisational culture, motivation, communication, group management and… leadership 🙂

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Delivering the subject

Course lecturer (seminar included): Dan C. Lungescu, PhD, assistant professor.
Target programs: IBM 1, MDAE 1.
Credits: 6.

Grade reports

Student grades will be available:

  • On the Academic Info platform (login required). Every student may see his own grades here, but only after the examinations session is over. Of course, the only grades available there will be the final, official grades (integers from 10 to 1).
  • In the Note | Grades page of this blog. Both the final grades and their component scores will be available there.


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Course outline

Part I. Introduction
Ch. 01. Leadership defined

Part II. The group
Ch. 02. Culture
Ch. 03. Organisational culture
Ch. 04. Cultural dimensions

Part III. The individual
Ch. 05. Personality and learning
Ch. 06. Perception and individual decision making
Ch. 07. Values, attitudes, and job satisfaction
Ch. 08. Motivation

Part IV. The leader
Ch. 09. Power
Ch. 10. Leadership traits
Ch. 11. Leadership styles
Ch. 12. Contingent leadership
Ch. 13. Contemporary issues in leadership

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Weekly topics

Week Chapter Topics Activities
1 Course presentation Creating the name tents
Student presentation
2 1 What is a leader?
The nature of leadership
Drawing: “I, as a leader, and my subordinates”
3 1 Leadership and management
Manager’s roles
Leadership as part of Organisational behaviour
“My favourite leader”
A leader is | is not | does | does not
A list of famous leaders
4 2 The concept of culture
5 3-4 Organisational culture
Cultural dimensions
6 5 Personality
7 6 Perception
Trust and organisational support
Individual decision making
8 7 Values
Job satisfaction
Organisational commitment
9 8 The nature of motivation
Need theories of motivation
Process theories of motivation
Motivation in practice
10 9 Power in organisations
Acquiring power in organisations
Influence tactics
11 10 Leadership traits
12 11 Theory X and Theory Y
Iowa studies
Leadership continuum
Ohio State studies
Michigan studies
Leadership grid
13 12 Hersey and Blanchard’s Situational leadership theory
Fiedler’s Contingency model
Vroom’s Normative leadership model
14 13 Neutralisers of leadership
Substituents of leadership
Gender issue in leadership

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Grade structure

  • 5.5 points: final examination (test with open-ended questions)..
  • 1.5 points: part-time examinations (3 multiple-choice tests, 10 minutes each).
  • 2.0 points: class activity:
    • 1.5 points: portfolio (seminar application papers);
    • 0.5 points: active involvement in discussion.
  • 1.5 points: home assignments (5 × 0.3 points).
  • 1.0 points: ex officio.

Other specifications

Grades are integers ranging from 1 to 10.
The final test has a pass point of 2.0 (out of 5.5); lower scores will result in exam failure, without regard to other partial scores. Nevertheless, that 2.0 is necessary, but not sufficient, for passing!

Home assignments

» Instructions to submit your home assignments.

Class attendance

Class attendance is not a condition for passing the exam, but it is still monitored. Class attendance has a certain influence on the final grade, through the portfolio and the active involvement in discussion.

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Teaching materials

Presentations (lectures)

Lecture presentations (pdf files in a rar pack).
Chapter 13 is missing and it is not required for the examination.

Speaking Romanian? I strongly recommend you to take a look at The lectures in Romanian as well, in order to get used to Romanian terminology and make the necessary cross-language connections.

Worksheets (seminar)

Students are asked to download, print and have the following worksheets at the seminar.

Seminar Worksheets
1 (none)
2 Worksheet no. 1: ??? (???)

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Sample test questions

» Alte exemple, în română.
Antenție, în română disciplina se rezumă la leadership, fără alte elemente de comportament organizațional.

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Dissertation topics

The list below is only indicative.
Basically, any topic in the course – formal leaders, emergent leadership, power, power tactics, trait theories, leadership styles, women as leaders etc. – may become a topic for the disertation paper, provided it is approached practically. Usually, such a practical approach is porformed within an organisation; nevertheless, there may be studies unrelated to one certain organisation, such as focusing a country, o branch/industry, a kind of organisations and so forth.
The elements below are ideas, not titles.
Therefore, some examples:

  • Power tactics within organisation X.
  • Leadership in Romanian organisations.
  • Contrasting Romanian and foreign managers (American, German etc.) on the basis of leadership.
  • Women in leadership (world-wide or in Romania/Germany/…).
  • The approapiate leadership in a certain industry (in a certain activity).
  • Verifying a certain leadership theory in organisation X.
  • The balance between leadership and bureaucracy in organisation X.
  • The contribution of emotional intelligence in leadership.
  • The relationship between leadership and organisational culture.
  • The relationship between national culture and leadership.
  • The impact of the leader’s exercised power onto subordinate performance.
  • Delegating authority in organisation X.
  • The relation between leadership and motivation in organisation X.
  • The relation between leadership and communication in organisation X.
  • Ethical leadership issues in organisation X.
  • Using sience for depicting a real leader in terms of traits or behavior (military leader, head of state, entrepreneur/senior manager of company, coach, civil rights activist, religious leader etc.).
  • Informal (emergent) leadership in organisation X.
  • The appropiate leadership during a crisis.

One may also propose a subject that goes beyond the areas in the list above but are related to leadership, e.g.:

  • Employee motivation.
  • Organisational communication.
  • Group management.
  • Emotional intelligence.
  • Stress management.
  • Conflict management.
  • Human behavior in organisations.
  • Employee values and beliefs.
  • Organisational culture.
  • Leader/manager professional background.
  • Leadership in politics.
  • Leadership in education/hospitals/army/cultural institutions/public administration etc.

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  1. Bass, B. & Riggio, R.E. (2006). Transformational leadership (Second edition). London: LEA.
  2. Dent, F.E. (2003). The leadership pocketbook. Management Pocketbooks Ltd.
  3. George, J.M. & Jones, G.R. (2008). Understanding and managing organizational behavior (Fifth edition). Prentice Hall.
  4. Miner, John B. (2005). Organizational behavior 1: Essential theories of motivation and leadership. M.E. Sharpe.
  5. O’Leary, E. (2000). 10 Minute guide to leadership (Second edition). Alpha Books.
  6. Schermerhorn, J.R. & Hunt, J.G. & Osborn, R.N. (2002). Organizational behavior (7th edition). WILEY.
  7. Thomson, R. (2002). Managing people (Third edition). Butterworth-Heinemann.

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Grade statistics

year 10 9 8 7 6 5 ≤4
2015-2016 ? ? ? ? ? ? ?
2014-2015 11 1 2 5 6 7 1
2013-2014 11 7 3 8 6 0 0
2012-2013 13 3 2 7 3 5 0
2011-2012 22 9 2 3 1 3 0
2010-2011 14 9 12 4 0 3 0
2009-2010 12 8 1 2 0 1 0
year 10 9 8 7 6 5 ≤4
2015-2016 ? ? ? ? ? ? ?
2014-2015 9 2 3 8 4 4 0
2013-2014 7 2 5 7 2 3 0
2012-2013 17 4 4 5 3 2 1
2011-2012 5 7 2 1 3 6 1
2010-2011 13 6 2 5 1 5 0
2009-2010 7 2 3 4 0 2 1

Good luck!

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