Team Leadership and Management

Students’ acquisition of leadership skills:

– Concept of leadership; Leader characteristics; Motication; Assessment process; Communication; Development of behavioral values; Relationship with the team.

– Development of skills linked to the team; team concept; Training; Characteristics; Functions; Purpose and motivation.

The teaching of the curricular unit has an eminently theoretical-practical character. Alongside the expository and demonstrative methodology, the teaching will focus on active methodologies of analysis of texts and real cases, self-diagnosis and simulation using practical methods and instruments.

In the knowledge society, people and teams are a fundamental factor in the competitive advantage of organizations. In the increasingly demanding competitive market, the constant search for the best results passes through all areas of the company. To achieve this objective, it is essential that professionals who occupy leadership positions, with responsibility for leadership and team management, as well as all employees integrated in work teams, are contextualized and prepared to act. In order to contribute to the creation of value and individual fulfilment.

Core competences to develop:

– Understand the relevance of leadership and teams in different contexts and organizational cultures.

– Know and interpret behaviors that facilitate the development of leadership skills.

– Understand and interpret methodologies and practices of dynamization and management of effective teams.

– Analyze and adapt people’s relationship and management behaviors, depending on the different national cultures.

– Develop and apply good practices of involvement and participation of people in teams and organizations.

1. Framework

1.1. Leadership and teams in the organizational context: Introductory concepts.

1.2. Interrelationship between organizational culture and leadership.

1.3. Relevance of soft skills and emotional intelligence.

2. Leadership

2.1. Leadership approaches: Traits, behavioral and contingency.

2.2. Charismatic and transformational leadership: Impact on organizational context.

2.3. The Coach Leader Vs The Toxic Leader: Characterization and Consequences.

2.4. Communication attitudes in the context of leadership.

2.5. Behavioral attitudes towards interpersonal conflict.

2.6. Leadership in an international context.

3. Team Management

3.1. Types and stages of team development.

3.2. Motivation of people and teams: Concept and approaches.

3.3. Employee involvement and participation practices.

3.5. The formulation of objectives and performance evaluation criteria.

3.6. Time management methodologies.

3.7. Preparing and conducting business meetings.

Distributed Evaluation. Classification obtained by carrying out two written tests and a group work:

-2 written tests – weighting of 30% x 2 = 60%;

- 1 group work – 40% weighting. Oral presentation/ ppt. and participation of all elements - Mandatory.

For all moments of distributed evaluation, a minimum grade of eight values ​​is required.

For approval in the distributed assessment, the average of the 3 grades (30% + 30% + 40%) must make up a minimum of ten values.

Final Assessment/Resource/Improvement/... - Written exam (100%) or exam (60%) + Work (40%) - optional and only applicable to students who have completed all (4) stages of the continuous assessment . For approval in the UC the minimum grade is 10 values.

Note:

The U.C. does not include the possibility of an oral test.

The dates of realization and/or delivery of the moments of distributed evaluation, as well as the themes, structure/scripts of the group work will be made available in the NONIO - Inforestudante of the U.C.

NAO