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CRICOS Provider Code: 00586B
Tasmanian School of Business & Economics (TSBE) (School)
College of Business and Economics (College)
BMA701 LEADERSHIP AND CHANGE MANAGEMENT
12.50 Credit points
Semester 1, 2021
Unit Outline
Unit Coordinator
Toby Newstead
© The University of Tasmania 2021
CONTACT DETAILS
Unit coordinator
Unit coordinator: Toby Newstead
Campus: Launceston
Email: [email protected]
Phone: 03 6324 3127
Room location and number: A248, Newnham Campus
Consultation hours: By arrangement
Unit tutor
Unit Tutor: Saeed Loghman
Campus: Hobart
Email: [email protected]
Phone:
Room location and number:
Consultation hours: By arrangement
Page 1 BMA701 Leadership and Change
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CONTENTS
WHAT IS THE UNIT ABOUT? 3
UNIT DESCRIPTION 3
INTENDED LEARNING OUTCOMES 3
GRADUATE QUALITY STATEMENT 4
ALTERATIONS TO THE UNIT AS A RESULT OF STUDENT FEEDBACK 4
PRIOR KNOWLEDGE &/OR SKILLS 4
HOW WILL I BE ASSESSED? 5
ASSESSMENT SCHEDULE 5
ASSESSMENT DETAILS 5
HOW YOUR FINAL RESULT IS DETERMINED 10
SUBMISSION OF ASSIGNMENTS 10
ACADEMIC REFERENCING 12
BREACH OF ACADEMIC INTEGRITY 13
STUDENT BEHAVIOUR 13
WHAT LEARNING OPPORTUNITIES ARE THERE? 14
MYLO 14
RESOURCES 14
ACTIVITIES 16
COMMUNICATION 17
CONCERNS AND COMPLAINTS 18
FURTHER INFORMATION AND ASSISTANCE 18
UNIT SCHEDULE 19
ACCREDITATION 22
AACSB ACCREDITATION 22
Page 2 BMA701 Leadership and Change
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COVID Safe Information
To ensure the safety and wellbeing of our University and the broader community, it’s important that you allow time to complete the following steps every day you attend campus:
• Complete the COVID-Safe Return to Campus MyLO course before you attend
• Go through screening each day when attending campus, check your temperature, swipe your access card and wear the sticky dot provided
• Maintain COVID-safe behaviours: keep 1.5 metres away from others, wash your hands thoroughly and often, use disinfectants wipe to clean your work station
• Critically, please stay at home if you are unwell, get tested if you have any symptoms and email us at [email protected] if you are getting tested
Together, let’s make our campus a safe place to be.
Page 3 BMA701 Leadership and Change
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WHAT IS THE UNIT ABOUT?
Unit description
This unit is about understanding why and how leaders influence change. The focus of
the unit is increasing the effectiveness of leadership and change management skills at
an individual and organisation levels.
Leadership and change management are increasingly seen to be key factors affecting
the performance of contemporary organisations and are important areas of study in
the fields of management and organisational behaviour. Effective leadership and
change management are important to professional practices, multinational
organisations, the public sector, and not-for-profit organisations.
Leadership is what makes things happen. This unit explores conventional and critical
perspectives on leadership and examines the practice of leadership in diverse
organisational contexts. Effective leadership requires a thorough knowledge of theory
and a range of practical skills to support people in achieving organisational objectives.
The unit also covers the personal aspects of leadership, including leaders as
relationship builders and organisational shapers.
Change is said to be the only constant in 21st -century organisations. Effective change
management requires strong diagnosis skills linked to the history, context, challenges,
and opportunities faced by an organisation. This unit will integrate theoretical and
practical aspects of change management to enhance capabilities in the design,
development, and implementation of change management strategies. It will examine
theoretical aspects from both traditional and critical perspectives.
Intended Learning Outcomes
On completion of this unit, you will be able to:
1. Discuss, apply, and critique leadership and change management theory and
principles.
2. Develop and defend an integrated leadership and change management
approach.
3. Research and reflect on how principal elements of leadership impact on self,
employees, organisations, and society.
Page 4 BMA701 Leadership and Change
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Graduate Quality Statement
Successful completion of this unit supports your development of course learning
outcomes, which describe what a graduate of a course knows, understands and is able
to do. Course learning outcomes are available from the Course Coordinator. Course
learning outcomes are developed with reference to national discipline standards,
Australian Qualifications Framework (AQF), any professional accreditation
requirements and the University of Tasmania’s Graduate Statement.
The University of Tasmania experience unlocks the potential of
individuals. Our graduates are equipped and inspired to shape and
respond to the opportunities and challenges of the future as
accomplished communicators, highly regarded professionals and
culturally competent citizens in local, national, and global society.
University of Tasmania graduates acquire subject and multidisciplinary
knowledge and skills, and develop critical and creative literacies and
numeracies and skills of inquiry. They demonstrate the ability to apply
this knowledge in changing circumstances. Our graduates recognise and
critically evaluate issues of social responsibility, ethical conduct and
sustainability, are entrepreneurial and creative, and are mindful of their
own wellbeing and that of the community. Through respect for diversity
and by working in collaborative ways, our graduates reflect the values of
the University of Tasmania.
Alterations to the unit as a result of student feedback
The assessments, weekly topics, and learning content of the unite have been updated
for 2021.
Prior knowledge &/or skills
Some work or volunteering experience will enable you to benefit more from the unit.
Page 5 BMA701 Leadership and Change
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HOW WILL I BE ASSESSED?
Assessment schedule
Assessment task Date due Percent weighting
Links to Intended Learning Outcomes
Assessment Task 1: Critical Response Part A and Part B
Part A (20%) Week 4 21 March 11.59pm, and
Part B (20%) Week 8 18 April 11.59pm
40% ILO1, ILO3
Assessment Task 2: Group presentation, The Proposal
Week 11 12 May 11.59pm (Dropbox and Discussion board)
30% Lo1, Lo2, Lo3
Assessment Task 3:
Reflection & Integration
Week 13 30 May 11.59pm 30% Lo1, Lo2, Lo3
Assessment details
Assessment Task 1: Critical Response
Task description The purpose of this assessment is to develop your ability to understand and
critically analyse leadership and change management theories and principles.
Completing Assessment Task 1 (AT1) AT1 will immerse you in conventional
and contemporary academic approaches to understanding and enacting
leadership and change, which will help inform your work in AT2 and AT3.
There are two parts to AT1:
AT1(Part A) – consists of a critical response to Leadership research (20%)
AT1(Part B) – consists of a critical response to Change Management research
(20%)
For both Part A and Part B, you will be required to select 3 good quality, peer
reviewed academic journal articles, review them, and use them as a basis to
write a critical response to research.
You can select your 3 articles from the BMA701 reading list (linked from the
MyLO homepage), or you can source other articles using your own research
techniques. If you source articles from outside the reading list, consider the
following to ensure you’re selecting an article of good quality:
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- the journal it was published in (i.e. journal ranking, H Index, impact factor.
Hint: scimagojr.com provides journal rankings),
- the date it was published,
- the author(s) (i.e. are they management academics and work for a university),
- the number of times it has been cited,
- if it is an empirical paper (i.e. collected data), what method(s) are used and
what are the strengths/weaknesses (e.g. sample size, quality of data, measures
used),
- what are the article’s theoretical basis, contributions, relevance, implicit
biases, assumptions, and readability.
Your written response for both Part A and Part B should adhere to the
following format:
1. Explain your rational for selecting the articles you have: 150-200 words
2. Identify limitations of the articles (Think: methodological, theoretical,
practical, contradictions, biases, omissions, etc.): 150-200 words
3. Highlight key contributions the articles make to Leadership research
(AT1(Part A)) or Change Management research (AT1(Part B)): 150-
200 words
4. Explain the implications of the articles to the practice of Leadership
(AT1(Part A)) or Change Management (AT1(Part B)): 350-400 words
AT1 (both Part A and Part B), should be submitted to the relevant assessment
dropbox in MyLO.
Note: For this assessment, you will be writing in an academic style. Your tone,
language, style, and formatting should reflect this. This does not mean you need
to make your writing overly complex or use long sentences and big words. But,
it does mean you should avoid using first person (“I”/”me”), and that your tone
should be reasonably formal. Please use the Harvard 2002 referencing style and
be accurate and consistent in your referencing (both in-text and in your
reference list).
Criterion Criterion Description Measures Intended Learning Outcome:
1 Justify selection of articles Lo1
2 Identify key contributions to leadership or change
management theory and/or evidence Lo1
3 Identify limitations and/or critically analyse leadership
or change theory and principles Lo1
4 Articulate relevance of leadership or change
management theory to practice and identify potential
impacts on employees, organisations, and/or society
IOL3
5 Write clearly in an academic style. Reference accurately
and consistently.
Task length 800-1000 words (10% leeway), excluding references
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Due by date AT1(Part A) is due Week 4, 21 March 11.59pm,
AT1(Part B) is due Week 7, 18 April 11.59pm
Assessment Task 2: Groupwork presentation, The Proposal
Description /
conditions
The purpose of this team-based assessment is to develop your ability to use
theory to inform practice.
To complete this assessment, you will work in teams of 4-6 students to produce
a Proposal consisting of either a 10-min recorded audio-visual presentation OR
a 1500-2000 word written report (excluding references).
As a team you will need to identify a real-life organisation; evidence its need for
leadership development or change management; and draw on theory and
principles to develop a proposed approach for leadership development or change
management, including how the approach might impact employees, the
organisation, and the community.
Your proposal needs to draw on theory, principles and research; a minimum of
10 academic journal articles must be appropriately cited in your proposal.
While grounded in research, the communication of your proposal should be
practitioner oriented. The idea is that you’re producing the kind of proposal
consultants would use to convince an organisation to hire them to deliver a
leadership development or change management program.
Your Proposal should:
1. Explain in detail why the case organisation needs leadership development or
change management;
2. Recommend an approach for the organisation to undertake leadership
development or change management (what exactly needs to happen, who will
do it, when, how, and why?), and;
3. Identify the most likely effects of your proposed approach on various
stakeholder groups, i.e. employees, the organisation, and the community/society
4. Include the full names (and preferred names) of each team member and detail
their role in the production of the Proposal. This component should appear on
the final slide of your audio-visual presentation or on the last page of your
written report. This is not to be a long section of your Proposal, but it is an
important section because it will evidence the quality of your team processes,
which are assessed as part of AT2.
Students can select their own teams for AT2, and each team can select its own
organisation.
The organisation you select for this assessment must be one that someone in
your team has worked in or volunteered for.
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If no one in your team has any work or volunteering experience, please consult
your tutor so they can help you identify an organisation and work through how
you might determine a need for leadership development or change management.
Teams should be formed by the end of Week 4 and case organisations should be
selected by the end of Week 5.
Please inform your tutor of the members of your team and your case
organisation no later than the end of Week 6.
Assessment due date: 12 May at 11.59pm. You will need to upload your
Proposal (either audio-visual presentation or written report) in the relevant
MyLO Discussion board and submit it to the Assessment 2 Dropbox.
Note: All members of your team will receive the same mark for AT2 unless a
case is made to the Unit Coordinator in writing of why unequal marks should be
granted. Please note that 10% of your mark for this assessment is based on your
team processes and it is expected that teams will work together collaboratively,
respectfully, and fairly. If issues in your team arise, contact your tutor or unit
coordinator so we can help you resolve them.
Note: for this assessment, your intended audience is the senior leadership team
of your case organisation (remember, the idea is you’re creating a proposal that
might convince them to hire you to deliver a leadership development or change
management program). You must integrate theory and research, but you need to
communicate (verbally and visually) in a way that will resonate with a
practitioner audience. Please keep this in mind as you write and design your
Proposal.
Criterion Criterion Description Measures Intended
Learning Outcome:
1 Evidence need for leadership development/ change
management within the organisation Lo3
2 Articulate and justify a proposed leadership
development/ change management approach Lo2
3 Indicate effects of proposed approach on employees,
organisation, community/society Lo3
4 Integrate theory and academic principles into
evidenced of need and proposed approach Lo1
5 Communicate clearly and persuasively
6 Work collaboratively, respectfully, and fairly as a team
Task Length Either a 10-min audio-visual presentation or a 1500-2000 (10% leeway) word
written report, excluding references
Date Week 11, 12 May 11.59pm
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Assessment Task 3: Reflection & Integration
Description /
conditions
The purpose of this individual assessment task is to provide you the opportunity
for theoretically informed critical reflection on your experiences of work,
volunteering, study, or sport.
Respond to the questions below by integrating your personal experiences with
your understanding of leadership and change management research gained
through this unit. The aim is for you to use theory to help you ‘make sense’ of
your own experiences and to guide your future action.
1. Explain a time you experienced or demonstrated leadership. What was it
like? Use academic theory and principles to explain (500 words)
2. Explain a time you experienced or led change. What was it like? Use
academic theory and principles to explain (500 words)
3. Explain how your learning in this unit will inform your future
leadership and/or change management practice (500 words)
For this assessment, you may write in the first person. However, you still need
to integrate academic theory and principles by making clear references to
academic sources. Theory and principles should be used to help make sense of
your experiences; you may also use your experience to demonstrate how/where
theory/principles fall short in applicability.
Note: The rational for this assessment is grounded in evidence that structured,
critical, after-event review (ie you reviewing your past experience of leadership
and change, combined with your learning in this unit) facilitates leadership
development. For more on this see the following article in the BMA701
Reading List:
DeRue et al (2012) A quasi-experimental study of after-event reviews and
leadership development. Journal of Applied Psychology, 97(5), 997-1015
Criterion Criterion Description Measures Intended
Learning Outcome:
1 Reflect on and explain experience of leadership Lo1, Lo3
2 Reflect on and explain experience of change
Lo1, Lo3
3 Articulate intended future practice Lo1, Lo2, Lo3
4 Communicate clearly
Assignment
Length
1500 words (10% leeway), excluding references
Date Week 13, 30 May 11.59pm
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How your final result is determined
To pass this unit, you need to demonstrate your attainment of each of the Intended Learning Outcomes.
Your grade will be determined in the following way:
Your overall mark in this unit will be determined by combining your results from each assessment task. These marks are combined to reflect the percentage weighting of each task. You need to achieve an overall score of at least 50% to successfully complete this unit. It is expected that you will seek help (from the unit coordinator in the first instance), well before the due date, if you are unclear about the requirements for an assessment task.
- PP (pass) at least 50% of the overall mark but less than 60%
- CR (credit) at least 60% of the overall mark but less than 70%
- DN (distinction) at least 70% of the overall mark but less than 80%
- HD (high distinction) at least 80% of the overall mark
All grades are provisional, until confirmation by the Assessment Board at the end of semester.
Submission of assignments
The act of submitting your assignment will be taken as certification that it is your own
work.
Assignments must be submitted electronically through the relevant assignment tab in
MyLO. You must ensure that your name, student ID, unit code, tutorial time and
tutor’s name (if applicable) are clearly marked on the first page. If this information is
missing, the assignment will not be accepted and, therefore, will not be marked.
Where relevant, Unit Coordinators may also request you to submit a paper version of
your assignment. You will be advised by the Unit Coordinator of the appropriate
process relevant to your campus.
Please remember that you are responsible for lodging your assessment items on or
before the due date and time. We suggest you keep a copy. Even in a perfect system,
items sometimes go astray.
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Requests for extensions
In this Policy:
1. (a) ‘day’ or ‘days’ includes all calendar days, including weekends and public
holidays;
(b) ‘late’ means after the due date and time; and
(c) ‘assessment items’ includes all internal non-examination based forms of
assessment
2. This Policy applies to all students enrolled in TSBE Units at whatever Campus or
geographical location.
3. Students are expected to submit assessment items on or before the due date and
time specified in the relevant Unit Outline. The onus is on the student to prove
the date and time of submission.
4. Students who have a medical condition or special circumstances may apply for an
extension. Requests for extensions should, where possible, be made in writing to
the Unit Coordinator on or before the due date. Students will need to provide
independent supporting documentation to substantiate their claims.
Penalties
Late submission of assessment items will incur a penalty of 10% of the total marks
possible for that piece of assessment for each day the assessment item is late unless an
extension had been granted on or before the relevant due date.
Assessment items submitted more than five (5) days late will not be accepted.
Academic staff do NOT have the discretion to waive a late penalty, subject to clause 4
above.
Review of Final Result
A Review of Final Result is available to all students once the University has released
the final result for a unit. If you are dissatisfied with your final result, you may apply to
have it reviewed. Applications for a review of assessment are due within 10 working
days of the release of the final result in the unit.
Review of Final Result consists of re-marking the final assessment item, checking the
addition of all marks, and a check to ensure that all marks have been included in the
final result.
If you wish to have a piece of internal assessment reviewed as part of the review
process, please state this clearly on the application form referred to above and include
that assessment item with your application.
Please read and follow the directions provided by the University at:
Page 12 BMA701 Leadership and
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https://askus.utas.edu.au/app/answers/detail/a_id/1786/~/i-am-unhappy-with-the-
grade-i-received.-how-can-i-request-a-review-of-my-grade%3F
You can access and submit the Review of Final Result application form via eStudent.
Academic referencing
In your written work you will need to support your ideas by referring to scholarly
literature, works of art and/or inventions. It is important that you understand how to
correctly refer to the work of others, and how to maintain academic integrity.
The University library provides information on presentation of assignments, including
referencing styles and should be referred to when completing tasks in this unit.
Please read the following statement on plagiarism. Should you require clarification
please see your unit coordinator or lecturer.
Plagiarism
Plagiarism is a form of cheating. It is taking and using someone else's
thoughts, writings or inventions and representing them as your own; for
example, using an author's words without putting them in quotation
marks and citing the source, using an author's ideas without proper
acknowledgment and citation, copying another student's work. If you have
any doubts about how to refer to the work of others in your assignments,
please consult your lecturer or tutor for relevant referencing guidelines.
You may also find the Academic Honesty site on MyLO of assistance.
The intentional copying of someone else’s work as one’s own is a serious
offence punishable by penalties that may range from a fine or
deduction/cancellation of marks and, in the most serious of cases, to
exclusion from a unit, a course or the University.
The University and any persons authorised by the University may
submit your assessable works to a plagiarism checking service, to
obtain a report on possible instances of plagiarism. Assessable
works may also be included in a reference database. It is a condition
of this arrangement that the original author’s permission is
required before a work within the database can be viewed.
For further information on this statement and general referencing guidelines, see the
Plagiarism and Academic Integrity page on the University web site or the Academic
Honesty site on MyLO.
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Breach of Academic Integrity
A breach of academic integrity includes cheating, plagiarism, allowing another student
to copy work for an assignment or an examination, and any other conduct by which a
student:
a. seeks to gain, for themselves or for any other person, any academic advantage
or advancement to which they or that other person are not entitled; or
b. improperly disadvantages any other student.
Students engaging in any form of academic misconduct may be dealt with under the
Ordinance of Student Discipline, and this can include imposition of penalties that
range from a deduction/cancellation of marks to exclusion from a unit or the
University. Details of penalties that can be imposed are available in Ordinance 9:
Student Discipline – Part 3 Academic Misconduct.
Student Behaviour
The University Behaviour Policy sets out behaviour expectations for all members of our
University community including students and staff.
The aim in doing so is to ensure that our community members are safe, feel valued and
can actively contribute to our University mission.
It is expected that community members behave in a manner that is consistent with our
University values – respect, fairness and justice, integrity, trust, responsibility and
honesty. There are also certain behaviours that are considered inappropriate, such as
unlawful discrimination, bullying and sexual misconduct.
The accompanying University Behaviour Procedure sets out the process and avenues
that University community members can access to resolve concerns and complaints
regarding inappropriate behaviour by a University community member. Wherever
possible, the focus will be on early intervention and a ‘restorative’ approach that creates
awareness of inappropriate behaviour and its impact on others. However, in some cases,
students who engage in inappropriate behaviour may be subject to disciplinary
proceedings, which may impact upon continuation of their studies.
Students can seek support and assistance from the Safe and Fair Community Unit
[email protected] or ph: 6226 2560.
Matters are dealt with in confidence and with sensitivity.
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WHAT LEARNING OPPORTUNITIES ARE THERE?
MyLO
MyLO is the online learning environment at the University of Tasmania. This is the
system that will host the online learning materials and activities for this unit.
Getting help with MyLO
It is important that you are able to access and use MyLO as part of your study in this
unit. To find out more about the features and functions of MyLO, and to practice
using them, visit the Getting Started in MyLO unit.
For access to information about MyLO and a range of step-by-step guides in pdf, word
and video format, visit the MyLO Student Support page on the University website.
If something is not working as it should, contact the Service
Desk ([email protected], phone 6226 1818), or Request IT Help Online.
Resources
Required readings
There is no prescribed text for this Unit.
Recommended readings
Boonstra, J 2013 Cultural change and leadership in organizations, Wiley Blackwell,
Chichester UK.
Daft, R (with the assistance of Lane, PG) 2018, The leadership experience (7th edition),
Cengage Learning, Boston Melbourne.
Hayes J 2014, The Theory and Practice of Change Management (4th edition), Palgrave
Macmillan, Hampshire, UK.
Marturano, J 2014, Finding the space to lead, Bloomsbury Press, New York. Miller, P &
Dalglish, C 2011, The leader in you, Tilde University Press, Melbourne.
Storey, J (ed.) 2016, Leadership in organizations: current issues and key trends (3rd
edition), Routledge, London.
Waddell, DM, Creed, A, Cummings, TG & Worley, CG 2017, Organisational change:
development and transformation, (6th edition), Cengage learning, Victoria.
Yukl, G 2013, Leadership in organizations, 8th edn, Pearson
Page 15 BMA701 Leadership and
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Reading Lists
Reading Lists provide direct access to all material on unit reading lists in one place. This
includes eReadings and items in Reserve. You can access the Reading List for this unit
from the link in MyLO, or by going to the Reading Lists page on the University Library
website.
Weekly Readings will be listed in MyLO and accessible via the BMA701 Reading List.
Recommended Journals
In addition to the weekly readings, you are also expected to be familiar with the key
academic journals in the discipline from which useful insights may be derived. In
particular, you are encouraged to review the relevant papers that are published in:
Academy of Management Executive
Academy of Management Journal
Academy of Management Review
Annual Review of Psychology
Australian Journal of Management
Australian Journal of Psychology
Australian Psychologist
Human Resource Management Journal
Journal of Applied Behavioural Science
Journal of Applied Psychology
Journal of Management
Journal of Management Studies
Journal of Management and Organization
Journal of Occupational and Organizational Psychology
Journal of Occupational Behaviour
Journal of Organizational Behaviour
Journal of Organizational Change Management
Journal of Management Learning
Organizational Dynamics
Public Administration Review
The Leadership Quarterly
Page 16 BMA701 Leadership and
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Activities
Learning expectations
The University is committed to high standards of professional conduct in
all activities and holds its commitment and responsibilities to its students
as being of paramount importance. Likewise, it holds expectations about
the responsibilities that students have as they pursue their studies within
the special environment the University offers.
Students are expected to participate actively and positively in the
teaching/learning environment. They must attend classes when and
as required, strive to maintain steady progress within the subject or
unit framework, comply with workload expectations, and submit
required work on time.
Details of teaching arrangements
This unit will comprise weekly learning content available via MyLO. Learning content
will include lectures, readings, supplementary learning materials, and activities.
Face-to-face workshops (for on-campus students) and webinars (for distance students)
will be held through the semester.
Specific attendance/performance requirements
Weekly learning content will be available via MyLO. In addition, there will be a series
of weekly workshops (for on-campus students) and webinars (for distance students)
starting in Week 2.
In this unit, your active engagement will be monitored in the following way:
1. Viewing of weekly lectures
2. Attendance at/viewing of weekly workshops/webinars
3. Completion of assessment tasks
If you do not demonstrate evidence of having engaged actively with this unit by Week 4 of semester, your enrolment may be cancelled, or you may be withdrawn from the unit.
Teaching and learning strategies
To cater for people with different learning styles a variety of reading and audio-visual
material will be included in the weekly learning content in MyLO.
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Work Health and Safety (WHS)
The University is committed to providing a safe and secure teaching and learning
environment. In addition to specific requirements of this unit you should refer to the
University’s Work Health and Safety website and policy as well as Student Wellbeing
and Student Services websites.
Communication
TO KEEP UP WITH ANNOUNCEMENTS REGARDING THIS UNIT
Check the MyLO Announcement tool at least once every two days. The unit
Announcement will appear when you first enter our unit’s MyLO site. Alternatively,
click on the Announcement button (towards the top of the MyLO screen) at any time.
WHEN YOU HAVE A QUESTION
Other students may have the same question that you have. Please go to the Ask the
Class Discussion forum on the unit’s MyLO site. Check the posts that are already there
– someone may have answered your question already. Otherwise, add your question as
a new topic. Students are encouraged to support each other using this forum – if you
can answer someone’s question, please do. We will attempt to respond to questions
within 48 business hours. If your question is related to a personal issue or your
performance in the unit, please contact the appropriate teaching staff member by
email instead.
WHEN YOU HAVE AN ISSUE THAT WILL IMPACT ON YOUR STUDIES OR THE
SUBMISSION OF AN ASSESSMENT TASK
If you have a personal question related to your studies or your grades, please contact
teaching staff by email.
For general questions about the unit, please add them to the Ask the Class Discussion
forum on the unit’s MyLO site. This way, other students can also benefit from the
answers.
A NOTE ABOUT EMAIL CORRESPONDENCE
You are expected to check your UTAS email (WebMail) on a regular basis – at least
three times per week. To access your WebMail account, login using your UTAS
username and password at https://webmail.utas.edu.au/.
You are strongly advised not to forward your UTAS emails to an external email service
(such as gmail or Hotmail). In the past, there have been significant issues where this
has occurred, resulting in UTAS being blacklisted by these email providers for a period
of up to one month. To keep informed, please use your UTAS email as often as
possible.
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We receive a lot of emails. Be realistic about how long it might take for us to respond.
Please include your full name, student number, and unit code (BMA701) in email
correspondence.
Concerns and complaints
The University is committed to providing an environment in which any concerns and
complaints will be treated seriously, impartially and resolved as quickly as possible. We
are also committed to ensuring that a student may lodge a complaint without fear of
disadvantage. If you have a concern, information about who to contact for assistance is
available on the ‘How to resolve a student complaint’ page.
Further information and assistance
If you are experiencing difficulties with your studies or assignments, have personal or
life-planning issues, disability or illness which may affect your course of study, you are
advised to raise these with the unit coordinator in the first instance.
There is a range of University-wide support services available to you including Student
Learning Support, Student Advisers, Disability Services, and more which can be found
on the Student Support and Development page of the University website.
Should you require assistance in accessing the Library, visit their website for more
information.
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Unit schedule
WEEK
&
DATE
TOPIC READINGS ACTIVITY / ASSESSMENT
1
22
Feb
Introduction to
the Unit
Required reading:
BMA701 Unit Outline, and
Burnes, B & By, RT 2012, Leadership and
change: The case for greater ethical
clarity, Journal of business ethics, 108(2), pp.239-
252
No Workshop/Webinar
Take a tour of our
MyLO site and
introduce yourself via
the Meet the Class
Discussion Board.
2
1 Mar
Leadership –
What is it and
why does it
matter?
Required reading:
Hogan, R & Kaiser, RB 2005, What we know
about leadership, Review of general
psychology, 9(2), pp.169-180.
Workshop/Webinar Focus:
Assessment details
Experiencing and practicing leadership.
3
8 Mar
Leadership –
The evolution of
theory and
practice.
Required reading:
Day, D & Antonakis, J 2012, ‘Leadership: Past,
present, and future’, In D. Day & J. Antonakis
(Eds.), The Nature of Leadership (2nd ed.)
SAGE, Los Angeles.
Workshop/Webinar focus:
Understanding the evolving nature of leadership
4
15
Mar
Leadership –
The good, the
bad, and the ugly.
Required readings:
Brown, ME & Mitchell, MS 2010, Ethical and
unethical leadership: Exploring new avenues for
future research. Business Ethics Quarterly 20:
583-616.
Workshop/Webinar focus:
Addressing the ethics and dilemmas of leadership
AT1 Part A
Critical Response,
Leadership
Due 21 March
11.59pm
5
22
Mar
Leadership –
Current issues
and trends.
Required readings:
Day, D & Antonakis, J 2012, Leadership: Past,
present, and future. In: Day D and Antonakis J
(eds) The Nature of Leadership. 2nd ed. Los
Angeles: SAGE. pp. 3-14
Workshop/Webinar focus:
Discuss, defend and debrief Leadership Critical
Responses (AT1 Part A)
6 Change –
What is change
management and
Required readings:
Stouten, J, Rousseau, DM & De Cremer, D 2018,
Successful organizational change: Integrating the
Page 20 BMA701 Leadership and
Change Management
29
Mar
why does it
matter?
management practice and scholarly
literatures. Academy of Management
Annals, 12(2), pp.752-788.
Workshop/Webinar focus:
Experiencing and practicing change management
Mid-
Sem
Break
1-8
April
Take a Break 😊
...or catch-up on study 😉
7
12
Apr
Change –
The evolution of
theory and
practice.
Required readings:
Worley, CG, & Mohrman, SA 2014, Is change
management obsolete? Organizational
Dynamics, 43(3), 214-224.
Workshop/Webinar focus:
Understanding the evolving nature of change
management
AT1 Part B
Critical Response,
Change Management
Due 18 April
11.59pm
8
19
Apr
Change –
Why is change so
hard?
Required readings:
Ford, JD, Ford, LW& D'Amelio, A 2008,
Resistance to change: The rest of the
story. Academy of management Review, 33(2),
pp.362-377.
Workshop/Webinar focus:
Discuss, defend and debrief Change Management
Critical Responses (AT1 Part B)
9
26
Apr
Change –
Issues, trends,
and future
directions.
Required readings:
Schein, E.H. and von Ameln, F., 2019.
Relationships as a key to change. Ed Schein on
the legacy and future of Change
Management. Gruppe. Interaktion. Organisation.
Zeitschrift für Angewandte
Organisationspsychologie (GIO), 50(2), pp.141-
144.
Workshop/Webinar focus: unpacking
relationship, power, structure, and change.
10
3
May
Issues, integration
& application –
Cross-Cultural
Implications
Required readings:
Cheng, J.Y.J. and Groysberg, B., 2020. How
Corporate Cultures Differ Around the World.
Harvard Business Review, January 2020.
Workshop/Webinar focus:
Supported time for teams to work on AT2
Page 21 BMA701 Leadership and
Change Management
11
10
May
Issues, integration
& application –
Diversity &
Inclusion
Required readings:
Ely, R.J. and Thomas, D.A., 2020. Getting
Serious About Diversity. Harvard Business
Review, 98(6), pp.114-122.
Workshop/Webinar focus:
understanding power, privilege, diversity, and
inclusion – as they relate to leadership and change
management.
AT2
Team Proposals
Due 12 May 11.59pm
(in Dropbox AND
uploaded to relevant
Discussion Board)
12
17
May
Issues, integration
& application –
It’s all about
your place
Required readings:
Read the Proposals posted by other groups in the
Discussion Forum. Leave a comment with both
positive feedback and a question (NB: your
question should reflect a critical engagement with
the issues, evidence, recommendations, theory,
etc of the Proposal).
Groups are expected to respond to comments and
questions posed by classmates.
Workshop/Webinar focus:
Understanding and articulating the nuances of
your place – and what this means for your
leadership and change.
13
24
May
Moving Forward
– The power of
reflection
Required readings:
DeRue et al (2012) A quasi-experimental study of
after-event reviews and leadership development.
Journal of Applied Psychology, 97(5), 997-1015
Workshop/Webinar focus:
Gibb’s (1988) Reflective Cycle
AT3
Reflection +
Integration
Due 8 May 11.59pm
Page 22 BMA701 Leadership and
Change Management
ACCREDITATION
AACSB Accreditation
The Tasmanian School of Business and Economics (TSBE) is currently in the process of
applying for business accreditation with the Association to Advance Collegiate Schools
of Business (AACSB) – the lead program for accrediting business schools globally.
AACSB seeks to connect educators, students, and business to achieve a common goal –
to create the next generation of business leaders.
By joining AACSB and going through the accreditation process, TSBE is joining a
global alliance committed to improve the quality of business education around the
world, and to share the latest innovations in business education. Gaining Business
Accreditation with AACSB is a multi-year process involving TSBE demonstrating our
performance against the 15 accreditation standards.
Once complete, TSBE will join a select community of accredited business schools, with
only 7% of all business schools globally having completed the AACSB process. This
will further enhance the reputation of TSBE, and further enhance the global
recognition of your qualifications. To find out more about AACSB click here.
