Universitat Internacional de Catalunya
Leadership and Negotiation
Other languages of instruction: Spanish
Teaching staff
Introduction
This course is conceived as a continuation of Communication Management. It seeks to introduce students to the learning of leadership and negotiation skills applied to the work of a corporate communicator in an institution or company or in a communication and public relations agency.
To this end, the communicative context that conditions their activity is taken into account. Factors such as culture, geography, the economic sector, the social situation, the moment, the expectations of different audiences, public administrations or civil society, among others, influence any strategic or governance action in the company, with consequences on its communication.
The way people understand and manage their own communication (our tastes and preferences, our cultural background or even our life habits) make up a common denominator present in all these factors.
This course will address, from a theoretical and practical point of view, the resources and common practices in the sector that allow to effectively manage corporate communication.
Pre-course requirements
It is recommended to have previously studied Communication Management.
Objectives
1. To provide theoretical and practical knowledge about the main elements that make up the work of corporate communication.
2. To offer a global vision of the role of the communication context, with special emphasis on those factors related to decision making and negotiation and leadership skills.
3. To provide occupation-oriented tools and resources in the field of corporate communication.
Competences/Learning outcomes of the degree programme
- 03 CG - The ability to work in a group
- 04 CG - The ability to organise time and workspace
- 07 CG - The ability to confront difficulties and resolve problems
- 12 CG - The ability to listen
- 13 CG - Positive and entrepreneurial spirit
- 14 CE - The ability to plan technical and human resources
- 41 CE - The ability and capacity to interact in the environment
- 49 CE - The ability to assume risks
- 50 CE - The ability to lead
- 51 CE - The ability to have foresight and move forward
- 52 CE - The ability to adapt to changing circumstances
Learning outcomes of the subject
- Acquire basic knowledge of leadership management.
- Develop negotiation skills in the context of communication.
Syllabus
1) Course Overview - Introduction to Effective Leadership
The art of negotiation: evaluating people’s goals and limitations. Introduction to the different types of human motivation.
Reading:
• Leggett, B., & Neill, C. (2010). The twin pillars of effective leadership. IESE insight, 6(3), 57-64.
Exercise:
• The Year in Review.
• Role Play – Ponce de Leon. 2012. Ian Larkin. Harvard Business School Publishing.
2)The Art of Negotiation and The Different Types of Human Motivation
Appraising the different types of human motivation and its implications in negotiation situations and in the work environment.
Reading:
• Case Study – Recruiting Andrew Yard. 2012. Brian Hall, Nicole Bennett, Sara del Nido. Harvard Business School Publishing.
• Garrels, S. R. (2005). Imitation, mirror neurons, and mimetic desire: Convergence between the mimetic theory of René Girard and empirical research on imitation. Contagion: Journal of Violence, Mimesis, and Culture, 12(1), 47-86.
3)Teamwork and Team Building I:
Managing Talent and Making Difficult Decisions
Reading:
• Case Study - Somebody Stop the Radio Star: Jian Ghomeshi at the CBC. 2016. Karen MacMillan, Meredith Woodwark. Ivey Publishing
4)Types of Human Motivation and Questionnaire Debrief
This session will cover further aspects of human motivations and will debrief the Motivation Questionnaire done in the previous week.
Reading:
Exercise:
Leading Yourself and Designing Your Life
Introduction to the Self-Authoring Plan. Students will learn the four different phases of this experiential exercise and will start working on Part I for the following week.
5)Personality Types, Job Suitability and Personal Development
This session covers the main tools designed to map personality traits and how to match different types of jobs to them.
Students will also have the chance to start developing their personal improvement plan and identify their personal goals, based on the results from the previous evaluations and the Resilience Exercise (Motivation and Personality Traits).
Reading:
• Article – So, You Want to be a CEO? 2018. David Beatty. Rotman Management Magazine.
• Schwartz, T., & McCarthy, C. (2007). Manage your energy, not your time. Harvard business review, 85(10), 63.
Exercise:
• Resilience
6) Teamwork and Team Building II – Managing Creativity
This session covers the complex aspects of building teams in the creative industries.
Reading:
Case Study – Teaming at Disney Animation. 2014. Amy C. Edmondson, David L. Ager, Emily Harburg, Natalie Bartlett. Harvard Business Publishing.
7) Difficult Conversations: Salary Increase, Giving Feedback, Hiring and Terminating Employees
This session will cover some of the main complex aspects of people management inside organizations, and students will learn how to better approach their superiors and negotiate for a promotion or salary increase, as well as how to provide feedback to others, how to hire the right talent, how to fire employees and how to conduct an exit interview.
Reading:
• Role Play – The Mike and Vicky Case. 2014. Horacio Falcao, Emily Kerr, Martina Ladd. INSEAD.
• Jeffrey Pfeffer (2010). Power: Why Some People Have It and Others Don’t. Chapters 2, 5 and 8.
8)Work-Life Balance – Managing Personal and Professional Goals (Career Anchors and Career Planning)
This session will discuss the topic of career planning, career anchors, managing the different phases in life and work-life balance.
Reading:
• Case Study – The X-Caliber Project. 2015. Kriti Jain, Heather Grover, Horacio Falcao. INSEAD.
• Steven Johnson (2018). Farsighted: How We Make the Decisions That Matter the Most – Chapters 1 and 2.
Exercise:
• Career Anchors Questionnaire, Edgar Schein.
• Introduction to the 360º Evaluation
9)Leadership Communication – Finding Your Voice
Developing the ability to materialize your thoughts and vision into a powerful, persuasive speech.
Reading:
• The Art of Persuasive Communication: Excellent Public Speaking. Leggett, B., & Neill, C. (2010). IESE Publishing.
• Stephen R. Covey (1989). The 7 Habits of Highly Effective People. Part 3
Exercise:
Developing a persuasive speech, defining your “Point-X” and Message.
10) Warm-up: The Art of Pitching
11) Influence and Power – Developing Leaders
Leading teams and developing future leaders in organizations.
Reading:
• Case Study – Pina Bausch: Leadership as collective genius. 2012. Katharina Lange. ESMT - European School of Management & Technology.
12) Final Speech Presentations 1
13) Final Speech Presentations 2
Teaching and learning activities
In person
| TRAINING ACTIVITY | ECTS CREDITS |
| Lectures. In lectures, lecturers/professors not only transmit content or knowledge, but also, and above all else, attitudes, motivation, skills and values, etc. They also ensure that participants can express their opinions and arguments to the other students. | 1,2 |
| Practical workshop. A highly practical working activity, where students can acquire skills that are practical or also theoretical (intellectual skills, logical skills, critical skills, intellectual learning skills, study skills, quoting skills, etc). | 1,0 |
| Coaching. Monitoring how students learn the content of the subject, either individually or in groups. In the coaching sessions, mistakes will be corrected, queries answered, and exercises and activities to achieve the established objectives will be suggested. | 0,4 |
| Seminar. This activity will consist of taking an in-depth look at specific up-to-date topics in a monographic manner-in some cases these topics will have been debated socially-, via active work in small groups. | 0,6 |
| Meeting Point. Meetings will be organised with notable people from the professional and scientific fields or the international field, and students. These sessions will take the form of conferences, work sessions, discussions, or interviews, etc. | 0,4 |
| E-learning. Virtual learning based on ICT. | 0,4 |
Evaluation systems and criteria
In person
1) Individual presentations on leadership styles and competencies extracted from the case studies listed on syllabus: 15% of final grade.
2) In-class experiential exercises (Motivation Questionnaire, Big Five Personality Test, Career Anchors, 360 ̊ Evaluation): 25% of final grade.
3) Individual self-development plan: 25% of final grade.
4) Final Leadership Speech (individual): 35% of final grade.
For second, third and the following calls: 100% exam.
Bibliography and resources
|
1. |
Jeffrey Pfeffer (2010). Power: Why Some People Have It and Others Don’t. Harper Collins. |
|
2. |
Jeffrey Pfeffer (2022). 7 Rules of Power. Swift Press. |
|
3. |
Joseph Badaracco, Jr. (2002). Leading Quietly: An Unorthodox Guide to Doing the Right Thing. Harvard Business School Press. |
|
4. |
Douglas Stone et al. (2010). Difficult Conversations: How to Discuss What Matters the Most. Portfolio Penguin. |
|
5. |
Ryan Holiday (2016). Ego is the Enemy. Portfolio. |
|
6. |
Ryan Holiday (2019). Stillness is the Key. Portfolio. |
|
7. |
Stephen R. Covey (1989). The 7 Habits of Highly Effective People. Simon & Schuster. |
|
8. |
Case studies and journal articles as listed on syllabus. |