Winter Program: Transformational Leadership

Department

International Program

Course unit code

IFLV6640

Number of ECTS credits allocated

Name of lecturer(s)

Magnini Vincent, PhD

Recommended optional program components

none

Recommended or required reading

Alqatawenh, A. S. (2018). Transformational leadership style and its relationship with change management. Verslas: teorija ir praktika, 19(1), 17-24.

Auqui‐Caceres, M. V., & Furlan, A. (2023). Revitalizing double‐loop learning in organizational contexts: A systematic review and research agenda. European Management Review, 20(4), 741-761.

Deng, C., Gulseren, D., Isola, C., Grocutt, K., & Turner, N. (2023). Transformational leadership effectiveness: an evidence-based primer. Human Resource Development International, 26(5), 627-641.

Folger, N., Brosi, P., Stumpf-Wollersheim, J., & Welpe, I. M. (2022). Applicant reactions to digital selection methods: A signaling perspective on innovativeness and procedural justice. Journal of Business and Psychology, 1-23.

Jaaron, A. A., & Backhouse, C. J. (2017). Operationalising "double-loop" learning in service organisations: a systems approach for creating knowledge. Systemic Practice and Action Research, 30, 317-337.

Kim, H., Gibbs, J. L., & Scott, C. R. (2019). Unpacking organizational awareness: scale development and empirical examinations in the context of distributed knowledge sharing. Journal of Applied Communication Research, 47(1), 47-68.

Lukic, D. (2022). What are organisations even there for? A call for deeper double-loop learning. The Learning Organization, 29(4), 408-414.

Zasa, F. P., & Buganza, T. (2023). Developing a shared vision: strong teams have the power. Journal of Business Strategy, 44(6), 415-425.Garbash, D. A. (2016). Organisational awareness: mapping human capital for enhancing collaboration in organisations (Doctoral dissertation, Université Sorbonne Paris Cité).

Ghasabeh, M. S., Soosay, C., & Reaiche, C. (2015). The emerging role of transformational leadership. The Journal of Developing Areas, 49(6), 459-467.

Li, C. H., Yang, W. G., & Shih, I. T. (2021). Exploration on the gap of single-and double-loop learning of balanced scorecard and organizational performance in a health organization. Heliyon, 7(12).

Lievens, F., & Slaughter, J. E. (2016). Employer image and employer branding: What we know and what we need to know. Annual Review of Organizational Psychology and Organizational Behavior, 3(1), 407-440.

Martin, J., McCormack, B., Fitzsimons, D., & Sprig, R. (2014). The importance of inspiring a shared vision. International Practice Development Journal, 4(2), 4.

McDermott, R., & O'dell, C. (2001). Overcoming cultural barriers to sharing knowledge. Journal of Knowledge Management, 5(1), 76-85.

Wilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73.

Level of course unit

Bachelor

Year of study

Fall 2025

Semester when the course unit is delivered

Language of instruction

English

Learning outcomes of the course unit

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

-Understand how to shape individual employees’ ability-levels and motivation-levels to maximize performance.

-Identify and implement opportunities to enhance relationships between team members to harness collaborative efforts and resulting success.

-Practice a transformational leadership style to foster an organization-wide culture of innovation and creativity.

-Shape team efforts around a shared vision that is truly valued as important by members of the organization.

Planned learning activities and teaching methods

The course comprises an interactive mix of lectures, discussions and individual and group work.

Work placement(s)

none

Back