Teaching Methodologies
Teaching-learning methodologies (TM) will be adopted that combine theory and practice, promoting active student participation:
TM1 – Expositive and interrogative for the presentation and analysis of concepts and theoretical models, stimulating student reflection and
interaction.
TM2 – Practical exercises, case studies, self-diagnoses and development plans, focusing on the application of knowledge in real work
contexts and the discussion of leadership and organizational change practices.
In addition, educational technology tools will be used to promote interactivity and student involvement, such as Kahoot, Socrative and
Mentimeter, among others, enriching the learning process and encouraging active participation.
Learning Results
Learning objectives (LO):
LO1. Identify the main concepts and models of leadership.
LO2. Differentiate between leadership and management in the organisational context.
LO3. Use leadership diagnosis and development tools.
LO4. Recognise the phases and resistance in organisational change processes.
LO5. Develop transformation strategies with a focus on communication and innovation.
Competences to be developed (C):
C1. Ability to critically analyse leadership models.
C2. Competence in managing teams and leading change.
C3. Ability to use diagnostic tools.
C4. Practical knowledge of communication and innovation strategies.
The objectives support the competences: LO3 reinforces C3 by enabling the use of diagnostic tools; LO4 supports C2 and C4 by integrating
change management and communication. All the objectives guarantee the strategic and practical development of the students.
Program
P1 Leadership
1.1 Concept and evolution
1.2 Managerial and leadership Effectiveness – leadership and management.
1.3 Classic models and contemporary approaches (New Leadership)
1.4 Leadership pipeline in organizations
1.5 Practical leadership tools
1.6. Self-diagnosis and development plans
P2. Organizational transformation
2.1 Definition, types and phases of organizational change
2.2 Resistance to change and strategies for overcoming it
2.3 The role of the leader in environments of change: practical strategies
2.4 Change as a tool for development, learning and innovation in organizations
2.5. The role of communication in change processes.
Internship(s)
NAO
Bibliography
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage Publications.
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.
Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
Cameron, E., & Green, M. (2020). Making sense of change management: A complete guide to the models, tools, and techniques of
organizational change (6th ed.). Kogan Page.
Burke, W. W. (2018). Organization change: Theory and practice (5th ed.). Sage Publications.
Hayes, J. (2018). The theory and practice of change management (5th ed.). Palgrave Macmillan.