CTSPlanner
Sign-in not configured
← Human and Social Services

HSS3080 Leadership Fundamentals 3

Advanced · 1 credit · HRH - Health, Recreation, and Human Services

Description
Students analyze the function and development of a leadership team using Systems Theory, Systems Thinking Theory and Change Theory related to leadership. Students plan for the development of an effective team and demonstrate leadership skills while leading a leadership team.
Prerequisite
HSS2080: Leadership Fundamentals 2

Outcomes The student will:

  • 1 analyze the function and development of a specific leadership team using Systems Theory and Systems Thinking Theory

    • 1.1 define terms related to:

      • 1.1.1 Systems Theory and Systems Thinking Theory

      • 1.1.2 integrative thinking

      • 1.1.3 appreciative inquiry

    • 1.2 summarize the basic concepts of Systems Theory, integrative thinking, appreciative inquiry as they relate to organizational leadership

    • 1.3 differentiate between appreciative inquiry and traditional problem-solving methodologies

    • 1.4 analyze the relationship between Systems Theory and appreciative inquiry as they relate to the goals of a specific leadership team

    • 1.5 explain the core components of Systems Thinking Theory, including:

      • 1.5.1 personal mastery

      • 1.5.2 mental models

      • 1.5.3 shared vision

      • 1.5.4 team learning

    • 1.6 chart a feedback loop based on experience with a leadership team

    • 1.7 identify leverage points available to the goals of a specific leadership team

    • 1.8 identify challenges related to the goals of a specific leadership team

  • 2 analyze the function and development of a specific leadership team using principles of Change Theory

    • 2.1 define terms related to Change Theory, including:

      • 2.1.1 change

      • 2.1.2 organizational change and development

      • 2.1.3 change management

      • 2.1.4 change agent

    • 2.2 summarize how Change Theory relates to team functioning and effectiveness

    • 2.3 analyze key changes that have occurred related to the function of a specific leadership team

  • 3 apply Systems Theory and Change Theory to the development of high performing teams

    • 3.1 define essential terms related to effective team building, including:

      • 3.1.1 empowerment

      • 3.1.2 collaboration

      • 3.1.3 team building

      • 3.1.4 team-building culture

      • 3.1.5 high performing teams

    • 3.2 describe essential components of effective team building

    • 3.3 create a team-building exercise

    • 3.4 differentiate between team building and team development

    • 3.5 describe the characteristics of high performing teams that are:

      • 3.5.1 functional

      • 3.5.2 dysfunctional

    • 3.6 compare recognized assessment tools related to team functioning, including tools for:

      • 3.6.1 group roles such as Benne and Sheats’ group roles and the Belbin Team Inventory

      • 3.6.2 peer coaching such as the GROW model and 360 degree feedback

  • 4 demonstrate effective leadership skills while leading a team

    • 4.1 review a current, personal plan for leadership growth development by:

      • 4.1.1 designing SMART (specific, measureable, attainable, realistic, timely) goals for personal leadership skill development

      • 4.1.2 designing strategies to achieve the goals

      • 4.1.3 evaluating progress

    • 4.2 lead at least one team-building exercise

    • 4.3 demonstrate effective communication skills to:

      • 4.3.1 empower individuals’ strengths within the team

      • 4.3.2 identify challenges that inhibit effective team functioning

    • 4.4 establish team culture and norms

    • 4.5 complete periodic team assessments using:

      • 4.5.1 an appreciative inquiry lens

      • 4.5.2 recognized assessment tools

    • 4.6 develop plans for team building and growth based on assessments

    • 4.7 teach essential elements of team building and/or team development to the members of a specific leadership team based on the needs of the team

  • 5 demonstrate basic competencies

    • 5.1 demonstrate fundamental skills to:

      • 5.1.1 communicate

      • 5.1.2 manage information

      • 5.1.3 use numbers

      • 5.1.4 think and solve problems

    • 5.2 demonstrate personal management skills to:

      • 5.2.1 demonstrate positive attitudes and behaviours

      • 5.2.2 be responsible

      • 5.2.3 be adaptable

      • 5.2.4 learn continuously

      • 5.2.5 work safely

    • 5.3 demonstrate teamwork skills to:

      • 5.3.1 work with others

      • 5.3.2 participate in projects and tasks

  • 6 create a transitional strategy to accommodate personal changes and build personal values

    • 6.1 identify short-term and long-term goals

    • 6.2 identify steps to achieve goals

Program of Studies 2010. Source document, © Alberta Education.