Long Title:Global Leadership and Talent Management
Language of Instruction:English
Module Code:H7GLTM
Credits: 10
NFQ Level:LEVEL 7
Field of Study: Business and administration not further defined or elsewhere classified
Module Delivered in 1 programme(s)
Module Coordinator: FABIAN ARMENDARIZ- CORDOVA
Module editor: FABIAN ARMENDARIZ- CORDOVA
Teaching and Learning Strategy: The design of this module incorporates elements of problem based learning (PBL), for the purpose of student motivation, and is mostly based on active learning to promote analysis of the course content. Learning activities are centred on a number of case studies, class discussions, small group exercises, presentations and individual reflection and skill-building assignments. Complementary readings are also provided to students aiming to give contextual information and alternative perspectives. Case Studies are analysed from a variety of viewpoints based on the conceptual frameworks provided in the course content. Contact hours are conducted in the form of lectures, practicals and tutorials. Sessions are broken down into different activities such as instruction, lecturer guided group discussion and student presentations.
Learning Environment: This module presents a blended learning design with a purpose-specific configuration of, on-line and off-line, activities and tasks which include the following: • Face-to-face instruction (lecturing) • Lecturer-guided group discussions • Individual reading and reviewing of content materials (on-line and off-line) • Individual and group research • On-line discussions and collaborative writing assignments • Individual writing assignments • Student presentations Provision of feedback (including marks), distribution of content materials, structuring of course activities, asynchronous communications to students and monitoring of student engagement are done centrally in the virtual learning environment (VLE). All results from activities which involve a deliverable are fed to the VLE gradebook where student get marks and qualitative feedback, both for formative and summative assessments. Access to selected activities and/or content is conditioned upon completion of other activities and/or the review of certain content, to help students structure their independent learning. To promote student engagement, asynchronous on-line collaborative spaces are set up on the VLE for students to interact with each other outside contact hours. This also provides a channel for the lecturer to monitor student involvement.
Module Description: This module aims to examine the implications of global and cross-cultural organisational contexts on leadership. It also explores culture-specific differences and perspectives on leadership, based on conceptual and empirical research across a variety of regions. The module presents leadership practices and challenges in different contexts. Finally, this module discusses global leadership development and also aims to build insight and behavioural strategies to develop global intelligence and agility.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Outline a number of different perspectives and models on leadership and leadership competencies and show their relevance in a global context.
LO2 Outline key models of cross-cultural theories, identifying the practical value of these in the context of global leadership.
LO3 Demonstrate awareness of cultural bias and knowledge of different cultural values across selected regions and their main implications on leadership behaviour and decision-making.
LO4 Investigate the role of effective intercultural communication strategies in areas such as influencing, negotiating, trust building, giving feedback and motivating.
LO5 Examine multiple strategies for developing global leadership talent and their practical application in a global context, as well as demonstrate own ability and effective strategies to build personal cultural intelligence and agility through self-reflection, teamwork, presentation skills and specific intercultural assignments.
Pre-requisite learning
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
No requirements listed
 

Module Content & Assessment

Indicative Content
Leadership and Global Leadership
Fundamentals of leadership. Multidisciplinary roots of global leadership.
Emergent cross-cultural theory
Relevance for International Business. Overview of cross-cultural theories. The GLOBE project and Schwartz' value survey Cultural Intelligence and Agility Emergent perspectives on culture, divergence vs. convergence.
Global Leadership competencies and practice.
Global Teams. Regional contexts: Asia, Arab countries, Latin America. Authentic leadership across regions. Gender-specific styles across regions.
Cross-cultural communication.
Understanding cultural bias. Use of English as lingua franca, challenges and strategies. Context-specific communication strategies.
Global Leadership Development
Talent Management. Leadership Development Methods. Strategies for building global competencies. Expatriation and exposure to foreign cultures.
Assessment Breakdown%
Coursework100.00%

Full Time

Coursework
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Case Study Selected case studies are provided to the students who are expected to read, fully analyse and answer review (exam-like) questions, using their own choice of theoretical framework from the course content. Also, students are required to make that theoretical framework explicit in all their answers. 3,5 40.00 n/a
Portfolio Individual Learning Portfolio: A series of small assignments are given to the students that are intended to build their personal intercultural competencies. The assignments are structured around exercises and reflection questions to examine and, over time, develop the individual students’ cultural self- and other-awareness and communication strategies. 1,2,3,4 30.00 n/a
Project Group Project and Presentation: Students are required to form diverse groups (in as much this is possible) that reflect the intercultural focus of this module. Group formation and project topic will be approved by the lecturer. Student groups are expected to prepare and deliver a presentation, showing that they have researched their topic over and above the course materials and engaging in group discussion. 3,4,5 30.00 n/a
No End of Module Assessment
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
Any student, who is unsuccessful in their attempt to pass the module by completing the above series of assignments, is required to sit a repeat exam in August.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 3 Every Week 3.00
Tutorial No Description 1 Every Week 1.00
Independent Learning Time Time students will be using independently to collect and review course materials, conduct research, and study. 17 Every Week 17.00
Total Hours 21.00
Total Weekly Learner Workload 21.00
Total Weekly Contact Hours 4.00
This module has no Part Time workload.
 

Module Resources

Recommended Book Resources
  • Mark E. Mendenhall, Joyce Osland, Allan Bird, Gary R. Oddou, Martha L Maznevski, Michael Stevens, G�nter K. Stahl 2013, Global Leadership 2e: Research, Practice, and Development, Routledge London [ISBN: 9780415808866]
  • Gehrke B. and Claes M. T., Eds. 2014, Global Leadership Practices: a cross-cultural management perspective, Palgrave Macmillan Basingstoke, Hampshire [ISBN: 9781137350008]
Recommended Article/Paper Resources
  • Gentry, W. A. and Sparks, T. E, 2012, A convergence/divergence perspective of leadesrship competencies managers believe are most important for success in organizations: a cross-cultural multilevel analysis of 40 countries, Journal of Business and Psychology, 27 (1)
  • Meyer, E. 2014, Navigating the cultural minefield, Harvard Business Review, 92 (5)
  • Fang, T. 2012, Yin Yang: a new perspective on culture, Management and Organization Review, 8 (1)
  • Hong, H. J. and Doz, Y. 2013, L'Oréal Masters Multiculturalism, Harvard Business Review, 91 (6)
  • Tuleja, E. 2014, Developing cultural intelligence for global leadership through mindfulness, Journal of Teaching in International Business, 25 (1)
  • Caride, E. 2014, Diversifying talent to suit the market, Harvard Business Review, 92 (9)
  • Paris, L. et al 2009, Preferred leadership prototypes of male and female leaders in 27 countries, Journal of International Busieness Studies, 40
  • Javidan, M. et al 2006, In the eye of the beholder: cross-culrtural lessons in leadership from project GLOBE, Academy of Management Perspectives, 20 (1)
Other Resources
  • Periodical: Harvard Business Review
  • Periodical: Journal of World Business
  • Periodical: International Journal of Human Resource Management
  • Periodical: The Financial Times
  • Periodical: The Economist
  • Video lectures/talks: TED, iTunes UUnavailable
  • Data bases: OECD, European Statistics Office, Central Statistics Office (Ireland)Unavailable
 

Module Delivered in

Programme Code Programme Semester Delivery
BAHBMD BA (Hons) in Business 4 Optional