Leadership and sustainability
Information from the course leader
Varmt välkommen till Sveriges Lantbruksuniversitet och kursen Leadership and sustainability!
Här kommer allmän information om studentkonto, registrering på kurs, samt annan praktisk information:
Studentkonto
Studentkonto behövs för att komma åt bl.a. Ladok, Canvas och mejl. För information om hur du skapar ett studentkonto, se här: https://student.slu.se/studieservice/it-stod1/support/ny-student-kom-igang/.
Registrering på kurs
Självregistrering till kurs görs i Ladok mellan 2022-10-18 till 2022-11-01. Kom ihåg att du måste vara antagen och registrerad för att gå kursen. Att du som student får tillgång till Canvas innebär inte att du är registrerad och utan registrering riskerar du att förlora din plats på kursen.
Har du antagits till kursen med villkor behöver du skicka din meritlista till kursledaren som avgör om du får registreras. Gör detta så snart som möjligt då granskning kan ta några dagar.
Särskilt studiestöd
Har du behov av särskilt stöd för undervisning ska du informera kursledaren om det redan vid kursstart så att eventuella särskilda arrangemang kan ordnas. Vid examination behöver du följa instruktionerna i anmälan i Ladok för att anmäla extra stöd. Anmälan för extra stöd inför tentamen stänger 15 arbetsdagar före tentamensdagen.
Avbrott på kurs
Om du avbryter kursen skall du meddela utbildningsadministrationen på econ-edu@slu.se som i sin tur meddelar kursledaren och lägger in ett avbrott i Ladok efter studentens godkännande. Du kan själv anmäla tidigt avbrott (inom 3 veckor efter kursstart) via Ladok Student på studentwebben.
Tentamina
Du behöver anmälda dig till tentamina i Ladok. Anmälan stänger 10 vardagar före tentamensdagen. Det är inte möjligt med efteranmälningar. Du finner din anonymitetskod i Ladok Student.
På onsdagar kl 12:30-14:30 har vi tentautlämning på institutionen (Ulls hus, plan 4). Du behöver ha med dig din legitimation för detta.
Tveka inte att höra av dig till econ-edu@slu.se vid frågor.
Hälsningar,
Utbildningsadministrationen
Course evaluation
The course evaluation is now closed
FÖ0421-20089 - Course evaluation report
Once the evaluation is closed, the course coordinator and student representative have 1 month to draft their comments. The comments will be published in the evaluation report.
Additional course evaluations for FÖ0421
Academic year 2023/2024
Leadership and sustainability (FÖ0421-20167)
2023-10-31 - 2024-01-14
Academic year 2021/2022
Leadership and sustainability (FÖ0421-20115)
2021-11-02 - 2022-01-16
Academic year 2020/2021
Leadership and sustainability (FÖ0421-20115)
2020-11-02 - 2021-01-17
Academic year 2019/2020
Leadership and sustainability (FÖ0421-20076)
2019-11-01 - 2020-01-19
Academic year 2018/2019
Leadership and sustainability (FÖ0421-20137)
2018-11-05 - 2019-01-20
Academic year 2017/2018
Leadership and sustainability (FÖ0421-20036)
2017-10-30 - 2018-01-14
Academic year 2016/2017
Leadership and sustainability (FÖ0421-20025)
2016-10-31 - 2017-01-15
Syllabus and other information
Syllabus
FÖ0421 Leadership and sustainability, 15.0 Credits
Ledarskap och hållbarhetSubjects
Business Administration Business AdministrationEducation cycle
Master’s levelAdvanced study in the main field
Second cycle, has only first-cycle course/s as entry requirementsMaster’s level (A1N)
Grading scale
The grade requirements within the course grading system are set out in specific criteria. These criteria must be available by the course start at the latest.
Language
EnglishPrior knowledge
Knowledge equivalent: 180 credits, of which 90 credits in business administration.English 6 from upper secondary school.
Objectives
The aim of the course is to discuss different leadership perspectives in small and large companies.
On completion of the course, the student should be able to:
Characterise leadership in theory and practice.
Problematise different theoretical perspectives on leadership and their consequences.
Use alternative perspectives on leadership.
Content
The course is based on thematic lectures, and compulsory group and project work.
The course discusses different perspectives on leadership in small and large companies, for example strategy, communication, structure, culture, resources and entrepreneurship.
Grading form
The grade requirements within the course grading system are set out in specific criteria. These criteria must be available by the course start at the latest.Formats and requirements for examination
Approved examination and approved participation in compulsory components.
If a student has failed an examination, the examiner has the right to issue supplementary assignments. This applies if it is possible and there are grounds to do so.
The examiner can provide an adapted assessment to students entitled to study support for students with disabilities following a decision by the university. Examiners may also issue an adapted examination or provide an alternative way for the students to take the exam.
If this syllabus is withdrawn, SLU may introduce transitional provisions for examining students admitted based on this syllabus and who have not yet passed the course.
For the assessment of an independent project (degree project), the examiner may also allow a student to add supplemental information after the deadline for submission. Read more in the Education Planning and Administration Handbook.
Other information
The right to participate in teaching and/or supervision only applies for the course instance the student was admitted to and registered on.
If there are special reasons, students are entitled to participate in components with compulsory attendance when the course is given again. Read more in the Education Planning and Administration Handbook.
Further information
Grading criteria
Examination
The course is examined through individual reflections (U/G), case work (U/G), group projects (U/G) and an individual essay (U/3/4/5).
All course grades require active participation in the compulsory parts of the course.
To achieve a particular grade, all criteria for that grade level and lower grade levels must be met. (A student's final course grade may, in the individual case, take into account her/his performance in the various parts of the course.)
Grading criteria
|
Learning objective |
Grade 3 |
Grade 4 |
Grade 5 |
|
1. Characterize leadership and sustainability in theory and practice. |
Explain key concepts, terms and perspectives in the fields of leadership and sustainability. |
Apply and discuss key concepts, terms and perspectives in the fields of leadership and sustainability. |
Compare and contrast key concepts, terms and perspectives in the fields of leadership and sustainability. |
|
2. Problematize different theoretical perspectives on leadership and sustainability. |
Give an account of critical discussions about limitations in the leadership field in connection with sustainable development. |
Discuss limitations in the leadership field in connection with sustainable development. |
Critically reflect on limitations in the leadership field in connection with sustainable development, and their consequences. |
|
3. Use alternative perspectives on leadership and sustainability. |
Explain alternative concepts, terms and perspectives on leadership and sustainability within different contexts. |
Apply and discuss alternative concepts, terms and perspectives on leadership and sustainability within different contexts. |
Analyze and critically reflect on alternative concepts, terms and perspectives on leadership and sustainability within different contexts. |
Litterature list
The course literature consists of articles from different academic journals:
Kuhlman, T. and Farrington, J. (2010). What is Sustainability? Sustainability, 2: 3436-3448
Hopwood, B., Mellor, M. and O’Brien, G. (2005). Sustainable Development: Mapping Different Approaches. Sustainable Development, 13: 38–52
Boehm, A. & Staples, L. (2006). Grassroots Leadership in Task-Oriented Groups: Learning from Successful Leaders. Social Work with Groups, vol. 28 (2), pp. 77–96 Routledge.
Metcalf, L. & Benn, S. (2013). Leadership for Sustainability: An Evolution of Leadership Ability. Journal of Business Ethics, vol. 112 (3), pp. 369–384
Sims, H.P., Faraj, S. & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, vol. 52 (2), pp. 149–158
Haddock-Millar, J., Sanyal, C. and Müller-Camen, M., 2016. Green human resource management: a comparative qualitative case study of a United States multinational corporation. The International Journal of Human Resource Management, 27(2), pp.192-211.
Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda. International journal of management reviews, 15(1), pp.1-14.
Carroll A.B., 1999. Corporate social responsibility. Business and Society 38(3): 268–295.
Jamali, D. and Mirshak, R., 2007. Corporate social responsibility (CSR): Theory and practice in a developing country context. Journal of business ethics, 72(3), pp.243-262.
Kokko, S., Lukkarinen, J. and Mark-Herbert, C., 2014. Public-private partnerships and social performance in the forest industry, Social Business 4(1): 15-31.
Alvesson, M., 2003. Critical organization theory, (Eds), Czarniawska, B. and Sevón, G., The Northern Light – Organization theory in Scandinavia, Malmö, Liber, 151-174.
Alvesson, M., Spicer, A., 2012. Critical leadership studies: the case for critical performativity, Human Relations, 65(3): 367-390.
Alvesson, M., Spicer, A., 2012. A stupidity-based theory of organizations, Journal of Management Studies, 49(7): 1194-1220.
Parker, M., Thomas, R., 2011. What is a critical journal?, Organization, 18(4): 419-427.
Collinson, D. 2014, "Dichotomies, dialectics and dilemmas: New directions for critical leadership studies?", Leadership (London, England), vol. 10, no. 1, pp. 36-55.
Bendell, J., Sutherland, N. & Little, R. 2017, "Beyond unsustainable leadership: critical social theory for sustainable leadership", Sustainability accounting, management and policy journal (Print),
vol. 8, no. 4, pp. 418-444.a