Base Knowledge
Not applicable
Teaching Methodologies
Classes are theoretical-practical (TP).
In approaching the themes, audiovisual and digital media will be used to present the contents and examples that illustrate them, as well as practical cases, exercises, self-diagnosis and individual development plans, to encourage active participation.
The pedagogical methods used will be: expository, interrogative and case study, enabling the conciliation between the presentation and analysis of theoretical concepts and approaches with active methodologies and performance practices in real work contexts in an organizational environment.
Learning Results
The purpose of this curricular unit is to provide students with knowledge and organizational practices that provide them with the development of leadership, motivation and team management skills to work in an organizational context.
Alongside the theoretical approaches and critical reflection, anchored in the current state of the art, it is intended that students analyze and confront the current organizational requirements with different methodologies and practices of leadership and management of work teams. Development and application of behaviours, methodologies and instruments that, in an organizational context, allow them to participate in high performance, contributing to the creation of organizational value and to the individual fulfillment of people.
At the end of the course unit, students should be able to:
• Know the main theories of leadership and motivation
• Understand the specifics of group work
• Understand the functioning of work teams
• Adjust the leadership style to the characteristics of the team and its members
• Employ attitudes and techniques to increase commitment and happiness
• Apply techniques to give effective feedback to team members
• Recognize and implement motivational strategies adjusted to the team and its members.
Program
1. Leadership
1.1. The evolution and concept of leadership.
1.2. Managerial and leadership Effectiveness – leadership and management.
1.3. Evolution of leadership models and/or approaches.
1.4. Recent leadership perspectives and approaches – New Leadership
1.5. Leadership pipeline in organizations.
1.6. Leader performance tools.
1.7. Behavioral self-diagnoses.
2. Motivation and Team Management
2.1. Motivation
2.1.1. Motivation of people/teams: concept and approaches.
2.1.2. Monitoring of objectives and delegation.
2.1.3. Employee involvement and participation practices.
2.1.4. Fundamental attitudes and techniques to increase the happiness and commitment of people/teams.
2.2. Team Management
2.2.1. Groups Vs Teams
2.2.2. Team development phases and leader roles
2.2.3. High performance teams
2.2.4. Monitoring, team performance evaluation and effective feedback
2.3. Behavioral self-diagnoses.
Curricular Unit Teachers
Margarida Sofia de Freitas OliveiraInternship(s)
NAO
Bibliography
Basic Bibliography:
– Northouse, P. G. (2019). Leadership: Theory and practice (18th Edition). Thousand Oaks: Sage.
– Pina e Cunha, M., Cunha, R.C., Rego, A., Neves, P. & Cabral-Cardoso, C. (2016). Manual de Comportamento Organizacional e Gestão (8ª Ed.). Lisboa: Editora RH.
Supplementary bibliography:
– Fortes da Costa, R. (2012). Equipas de alto rendimento: Saber liderar equipas de trabalho. Lisboa: Editora RH.
– Goleman, D., Boyatzis, R., & McKee, A. (2007). Os novos líderes: A inteligência emocional nas organizações. Lisboa: Gradiva.
– Linley, P.A., Harrington, S., & Garcea, N. (2010). Oxford handbook of positive psychology and work. NY: Oxford University Press.
– Pina e Cunha, M. & Rego, A. (2009). Liderar (2ª Ed.). Alfragide: Publicações D. Quixote.
– Rego, A., & Pina e Cunha, M. (2013). Liderança positiva. Lisboa: Edições Sílabo.
– Robbins, S.P., & Judge, T.A. (2017). Organizational behavior (17th Ed). Essex: Pearson.
– West, M.A. (2012). Effective teamwork: Practical lessons from organizational research (3th Ed.). N.Y.: John Wiley & Sons.