MHRE313D Leadership and organizational culture


Organisations are operating in a complex environment of constant change. The external demands placed upon them to change and improve are considerable. The key elements of leadership, vision and mission and their relationships to the development of a unique organisational culture are essential ingredients for organisational effectiveness, excellence and continuous improvement. This course focuses upon the better understanding of the nature, theories and practice of leadership and different forces that influence the culture of an organisation. Different perspectives and dimensions of culture are introduced in order to provide an understanding of cultural driving forces in organizations. Leadership styles and behaviour are analysed with the help of both classic and modern theories on leadership and culture. The interplay between leadership and culture is studied as well in relation with organisational change.

Aims of the course:

• To describe and discuss specific theoretical approaches used to understand effective leadership

• To gain an in-depth understanding of organisational culture, research and practice, giving the insights to make recommendations for change.

• To gain experience with a leadership and culture assessment and development tools.

• To apply the acquired knowledge of leadership and culture in specific situations.

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Управление и развитие на човешките ресурси (на английски език) - ДО


гл. ас. Александър Пожарлиев  д-р

Описание на курса:


After completing successfully this course the students will:

1) know:

• The different interpretations of the term “leadership” and to differentiate between the concepts of “leader” and “manager”.

• The essence of leadership, the main leadership theories and their restrictions.

• How to analyse the leaders and why none of the leadership theories provides a simple answer with regard to leadership.

• The main traits and characteristics which contribute to the leader’s success, the characteristic features of different leadership styles.

• Which steps and actions lead to success with the respective leadership style.

• How the primary leadership theories relate to leadership actions.

• The interplay between leadership and culture in an organization, the potential impact of culture on organisations and its implications for leadership.

• The impact of cultural differences on organizations, different perspectives on analysing and decoding culture.

• Frameworks and tools associated with the leadership of culture.

2) are capable of:

• Describe specific theoretical approaches used to understand effective leadership.

• Evaluate which characteristics of leaders determine their effective decisions and actions.

• Formulate own views on leadership.

• Differentiate and analyse leadership styles.

• Build relationships of respect and trust and challenge the followers towards excellence.

• Discuss key topics of leadership and organisational culture in a Bulgarian business context.

• More deeply understand organizational culture in a context that is relevant, meaningful and useful.

• Apply key analytical concepts of leadership and culture to previous and current organizational experiences and specific situations.

• Develop intercultural intelligence.

• Use the power of organisational culture to enhance work performance

Предварителни изисквания:
Students should have the following knowledge and/or skills:

• English reading/ writing skills.

• Working experience in an organization is desirable.

• Management or leadership experience is desirable

Форми на провеждане:

Учебни форми:

Език, на който се води курса:

Теми, които се разглеждат в курса:

  1. Overview. Leadership and management. Leadership styles. Leadership actions.
  2. Approaches to leadership. Main leadership theories. Trait theories.
  3. Behavioural theories. Ohio state and University of Michigan state studies.
  4. Contingency theories. Fiedler Model. Hersey and Blanchard’s Situational Leadership Theory. Path Goal Theory
  5. New theories. Leader Exchange Theory. Vroom and Yetton’s Leader Participation Model.
  6. Transformational leadership – Burns and Bass. Full range model. The four “I”s factors. Charismatic leadership - House.
  7. Exemplary leadership – Kouzes and Posner. Leadership practices.
  8. Organisational culture. Schein’s model and levels of culture. The cultural iceberg. Deal and Kennedy model. Culture types. Charles Handy model. The four organizational cultures.
  9. The Hofstede approach and dimensions of national and organisational culture. Bulgarian research. Trompenaars and Turner research and dimensions of culture. Types of organisational cultures.
  10. Cameron and Quinn’s Competing Values Framework and model of culture. The culture types.
  11. Diagnosing and Changing Organizational Culture. Organizational Culture Assessment Instrument (OCAI).
  12. Human Synergistic’s circumplex model of organisational culture. How culture works.
  13. Organizational Culture Inventory. (OCI). Envisioning a culture for excellence.
  14. Cultural change.

Литература по темите:

Main readings:

1. Bass, B.M. (1990). From transactional to transformational leadership: learning to share the vision, Organizational Dynamics, Vol. 18 (3), pp.19 – 31.

2. Cameron, K. S. & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. 3rd ed. San Francisco: Jossey-Bass.

3. Davidkov, Tz. (2010) Corporate and National Culture. Sofia, SM-NBU.

4. Georgiev, K. (2010) Leadership in Organizations, Sofia, SM-NBU.

5. Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publication.

6. Kouzes and Posner (2012) The Leadership Challenge, Jossey Bass.

7. Minkov, M. (2007) What Makes us Different and Similar: A New Interpretation of the World Values Survey and Other Cross-Cultural Data. Sofia, Publ. Класика и Стил.

8. Schein, E. H. (2010). Organizational Culture and Leadership. 4th ed. San Francisco: Jossey-Bass.

9. Trompenaars, F. & Hampden–Turner, C. (1998). Riding the Waves of Culture: Understanding Diversity in Global Business. McGraw-Hill.

Additional readngs:

1. Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press.

2. Bass, B. M. and Steidlmeier, P. (1998). Ethics, Character and Authentic Transformational Leadership.

3. Blake, R.R. and Mouton, J.S. (1961). Group dynamics - Key to decision making, Houston: Gulf Publishing Co.

4. Boyatzis, R. E. (1982). The Competent Manager, NY: Wiley.

5. Burns, J. M. (1978). Leadership. New York: Harper & Row.

6. Chaleff, I. (1995). The Courageous Follower, Berrett-Koehler.

7. Coch, L. and French, J.R.P. (1948). Overcoming resistance to change, Human relations, 1, 512-532.

8. Collins, J. (2001). Good to Great, London: Random House.

9. Dansereau, F. Jr, Graen, G. and Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46-78.

10. Evans, M.G. (1970). The effect of supervisory behavior on the path-goal relationship. Organizational Behavior and Human Performance, 5, 277-298.

11. Fiedler, F.E. (1964). A contingency model of leadership effectiveness. In L. Berkowitz (ed), Advances in experimental social psychology, NY: Academic press.

12. Fiedler, F.E. (1967). A theory of leadership effectiveness, NY: McGraw-Hill.

13. Fiedler, F.E. (1986). The contribution of cognitive resources of leadership performance. In L. Berkowitz (ed), Advances in experimental social psychology. NY: Academic Press.

14. Fiedler, F.E. and Garcia, J.E. (1987). New approaches to leadership: Cognitive resources and organizational performance, NY: Wiley.

15. Fleishman, E.A. (1953). The description of supervisory behavior. Personnel Psychology, 37, 1-6.

16. French, J.R.P. Israel, J. and As, D. (1960). An experiment on participation in a Norwegian factory. Human Relations, 13, 3-19.

17. Graen, G., and Cashman, J.F. (1975). A role making model of leadership in formal organizaitons: A developmental approach. In J.G. Hunt and L.L. Larson (eds), Leadership frontiers, Kent, OH:Kent State University Press.

18. Greenleaf, R. (1977). Servant leadership, Paulist Press.

19. Halpin, A.W. and Winer, B.J. (1957). A factorial study of the leader behavior descriptions. In R.M. Stogdill and A.E. Coons (eds), Leader behavior: Its description and measurement. Columbus, OH: Bureau of Buisness Research, Ohio State University.

20. Hersey, P. and Blanchard, K. H. (1999). Leadership and the One Minute Manager, William Morrow.

21. Hersey, P., Blanchard, K.H, and Johnson, D.E. (2007). Management of Organizational Behavior: Leading Human Resources, Prentice Hall.

22. House, R.J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-339.

23. House, R.J. and Mitchell, T.R. (1974). Path-goal theory of leadership. Contemporary Business, 3, Fall, 81-98.

24. Katz, D. and Kahn, R.L. (1952). Some recent findings in human relations research, In E. Swanson, T. Newcombe and E. Hartley (eds), Readings in social psychology, NY: Holt, Reinhart.

25. Kellerman, B. (2007). What Every Leader Needs to Know About Followers. Harvard Business Review, December 2007, pp. 84-91.

26. Kelley, R. (1992). The Power of Followership, Bantam Dell.

27. Krech, D., Crutchfield, R.S., and Ballachey, E.L. (1962). Individual in society, NY: McGraw-Hill.

28. Lao Tzu, Tao Te Ching, (Translated by Gia-Fu Feng and Jane English) Aldershot UK: Wildwood House.

29. Lewin, K., LIippit, R. and White, R.K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271-301.

30. Likert R. (1967). The human organization: Its management and value, NY: McGraw-Hill.

31. Likert, R. (1961). New patterns of management, NY: McGraw-Hill.

32. Maier, N.R.F. (1963). Problem-solving discussions and conferences: Leadership methods and skills. New York: McGraw-Hill.

33. Merton, R.K. (1957). Social theory and social structure, NY: Free Press

34. Musser, S.J. (1987). The determination of positive and negative charismatic leadership, Grantham: PA: Messiah College.

35. Pfeffer, J. and Salancik, G.R. (1975). Determinants of supervisory behavior: A role set analysis. Human Relations, 28, 139-153.

36. Spears, L. C. (2002). Tracing the Past, Present, and Future of Servant-Leadership. In Focus On Leadership: Servant-leadership for the Twenty-first Century (pp. 1-10). New York, NY: John Wiley and Sons, Inc.

37. Stodgill, R.M., Goode, O.S. and Day, D.R. (1962). New leader behavior description subscales. Journal of Psychology, 54, 259-269.

38. Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press.

39. Tannenbaum, A.S. and Alport, F.H. (1956). Personality structure and group structure: An interpretive structure of their relationship through an event structure hypothesis. Journal of Abnormal and Social Psychology, 53, 272-280.

40. Tannenbaum, A.S. and Schmitt, W.H. (1958) How to choose a leadership pattern. Harvard Business Review, 36, March-April, 95-101.

41. Vroom, V.H. and Yetton, P.W. (1973). Leadership and decision-making. Pittsburg: University of Pittsburg Press.

42. Yukl, G. (1991). Leadership in Organizations (second edition), Prentice-Hall, Englewood Cliffs, NJ.

43. Zaleznik, A. (1965), The Dynamics of Subordinacy, Harvard Business Review, May-Jun 1965.

Средства за оценяване:

The final grade for the course is formed by the equal weight of the two components of the formative assessment and the requirement for pass grade of each one separately.