Leadership and Ethics
Trace connections between emotional intelligence, interpersonal skills and organisational performance. Highlight different managerial styles. See how good managers wield specific skills when delegating, assessing performance and resolving conflict.
Your upfront cost: $0
- 19 Jul 2021
Australia's largest dual-sector institute, offering both TAFE and higher education, RMIT University proudly delivers work-related education and practical research relevant to current business and community needs. More than 60,000 students study with RMIT, and many of their degrees are available through Open Universities Australia.
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On successful completion of this subject you will be able to :
- Assess leadership styles in a range of organisational settings.
- Reflect on personal strengths and areas of challenge and effectively self-manage these towards improved leadership practice.
- Evaluate how effectively leaders encountered in case studies and in the workplace are able to diagnose and ethically improve the key areas of organisational functioning.
- Appraise ways in which leadership can contribute to corporate social responsibility.
- Please refer to RMIT University's Learning Management System - Canvas, for further details.
You cannot enrol in this subject if you have successfully completed any of the following subject(s) because they are considered academically equivalent:
You are recommended to have completed the following subjects(s) or have equivalent knowledge before starting this subject:
- RMI-BUSM4521-Design Thinking for Business (Executive)
No special requirements
This course enables Executive MBA students to identify and reflect on their capabilities and development needs as ethical leaders, and the consequent implications for designing their own professional leadership development. During this course, students examine key literature and cases related to the effective practice of ethical leadership. Just as importantly, the current and previous workplace experiences of students provide them with opportunities to observe and attempt to understand leadership behaviour in the context of the ‘real world’. Whether students are relating course concepts to their own leadership, or to the leadership of people they report to, or to the complexities of a Harvard Case Study, the opportunities for reflection and for learning-in-action can be embraced.
- Assessment Task 1 (Linked CLOs: 2, 3, 4) (20%)
- Assessment Task 2 (Linked CLOs: 1, 2) (30%)
- Assessment Task 3 (Linked CLOs: 1, 2, 3, 4) (50%)
Current study term: 18 Jul 21 to 24 Oct 21
Check the learning management system (LMS) of your university for textbook details.