Leadership and Team Management

Student-centred and active learning methodologies will be used:

• Lecture-seminar sessions with dialogic exposition, guided discussion and analysis of case studies.
• Team project work, focused on the diagnosis and concise intervention plan for leadership and team development in a real team or simulated case.
• Simulations and role-plays of leadership, communication, feedback and conflict management situations, in face-to-face and remote contexts, followed by debriefing.
• Self-diagnosis exercises and individual reflection moments on leadership styles, socio-emotional competences and ethical dilemmas.
• Peer-feedback sessions on leadership behaviours observed in the simulations.
• When feasible, sessions with guest leaders (managers, coordinators, entrepreneurs) to share experiences and discuss real challenges in leading teams.

These methodologies foster analysis, evaluation and creation of leadership responses, in line with EQF level 7.

At the end of the course unit, students should be able to:

OA1. Critically analyse the main theories, styles and contemporary approaches to leadership, including ethical, diversity and inclusion perspectives.

OA2. Assess their own leadership profile and socio-emotional competences, defining priorities for development in self-leadership.

OA3. Diagnose team functioning (structure, roles, norms, trust, motivation and communication), identifying the factors that influence performance.

OA4. Design communication, motivation, feedback and conflict management strategies suited to diverse teams, including remote and hybrid teams.

OA5. Jointly design a concise leadership and team development intervention plan for a real or simulated case, articulating objectives, actions and indicators.

CP1. Fundamentals and framework of leadership

Leader vs. manager; main leadership theories and styles; ethical leadership; power and influence.

CP2. Self-leadership and emotional intelligence

Self-knowledge, values and mindset; personal leadership styles; emotional intelligence and socio-emotional competences; leader resilience and well-being; personal development plan.

CP3. Team dynamics, motivation and communication (including digital/remote context)

Team development stages; roles, norms, trust and psychological safety; motivation theories; goal setting; effective communication and feedback; specific challenges of remote/hybrid teams.

CP4. Conflicts, diversity and team intervention plan

Sources and types of conflict; conflict management styles; basic negotiation; inclusive leadership and diversity management; design of a concise leadership and team development intervention plan.

NAO