Maricopa Community Colleges  CPD103BL   19922-19946 
Official Course Description: MCCCD Approval: 11/26/91
CPD103BL 19922-19946 LEC 2 Credit(s) 2 Period(s)
Dynamics of Leadership
Designed to provide strategies that may be used when assuming leadership roles. Focus on improving supervisory confidence through the development of appropriate competitive behaviors, problem-solving skills, and techniques of leadership. Prerequisites: None.
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MCCCD Official Course Competencies:
 
CPD103BL   19922-19946 Dynamics of Leadership
1. Select and illustrate a personal leadership style. (I)
2. Describe various styles of management. (I, IV)
3. Describe various leadership styles. (I, IX)
4. Compare values, attitudes, behaviors, and response techniques when applied to a variety of management situations. (II, IV, VI, VII)
5. Develop strategies to overcome obstacles encountered when assuming leadership roles. (II, V)
6. Apply problem-solving skills in leadership and management. (II, V)
7. Apply appropriate decision-making skills to management-type problems. (III, VIII)
8. Observe and critique appropriate competitive behaviors. (V, VI)
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MCCCD Official Course Outline:
 
CPD103BL   19922-19946 Dynamics of Leadership
    I. Appropriate leadership behaviors
        A. Significant influences of styles of others
        B. Observing leadership styles in others
        C. Completing a leadership inventory instrument
      II. Strategies to motivate others to minimize problems
        III. Personal and practical leadership problems and problem-solving techniques
            A. Resolving task ambiguity
            B. Team building
            C. Evaluating peers
            D. Competitive behaviors
          IV. Management theories, implications, and applications of techniques to problem situations
              A. Theories X and Y
              B. Argyris theory
              C. Likert theory
              D. Drucker theory
              E. Maslow influence
              F. Herzberg
              G. Lippitt
            V. Giving objective feedback
                A. Triads for confrontation in practice sessions
                B. Overt and covert messages in communication
                C. Hiring in your own image
                D. Need for feedback and objective data
              VI. Celebrity model: visitor(s) to describe style and success
                VII. Self-esteem assessment and confidence building
                  VIII. Problem-solving skills and decision making
                    IX. Goal-setting strategies and leadership practice
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