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5.67. Leadership and Performance (Mandatory)

5.67.1. Justification ↑ Back to top

Contemporary organizations demand from their members the effective exercise of leadership: to assume with effectiveness and a spirit of service the challenges entrusted to them, in the pursuit of a more just and reconciled society. This challenge involves forming people with a sound knowledge of themselves, with the ability to judge reality objectively and to propose guidelines that positively modify the environment. The course combines theoretical foundations with the experiential development of competencies, training the student to lead teams with integrity, personal coherence, and genuine service to others.

5.67.2. Generales Goals ↑ Back to top

1. Understand the theoretical foundations of leadership and its ethical dimension, integrating them into a process of self-knowledge.
2. Identify and develop the personal competencies and virtues necessary for the effective exercise of leadership.
3. Acquire practical skills for the management, motivation, and direction of high-performance teams.
4. Contribute to the construction of a more just society through leadership with a sense of service and social responsibility.

5.67.3. Contribution to Outcomes ↑ Back to top

AG-C04) Communication: Communicates effectively in complex computing activities. (Usage)

AG-C02) Ethics: Applies ethical principles and commits to professional ethics and the standards of professional computing practice. (Usage)

5.67.4. Content ↑ Back to top

5.67.4.1. Foundations of Leadership (15 hours) [Skills AG-C02,AG-C04] ↑ Back to top

Bibliography: (Cardona and Lombardi, 2002; Ferreiro and Alcázar, 2009; Dianine-Havard, 2007; D'Souza, 1994)

Topics

1. Definition and concept of leadership.
2. Main leadership theories: transactional, transformational, and situational.
3. Integral vision of the human being: bodily, affective, and spiritual dimensions.
4. Motives of human action: extrinsic, intrinsic, and transcendent.
5. The practice of virtue in the exercise of leadership.
6. The leader as a model: ethics and personal coherence.
7. Leadership styles and their application in different contexts.

Learning Outcomes

1. Analyze and understand the theoretical bases of the exercise of leadership [Familiarity].
2. Assume the correct attitude to put leadership into practice [Familiarity].
3. Initiate a process of self-knowledge aimed at discovering leadership traits in oneself [Familiarity].
4. Recognize the ethical dimension of leadership and its impact on the personal and social environment [Familiarity].

5.67.4.2. Formation of Virtues and Competencies (15 hours) [Skills AG-C02,AG-C04] ↑ Back to top

Bibliography: (Cardona and Wilkinson, 2009; Huete, 2008; Cardona and Lombardi, 2002; Chinchilla and Moragas, 2007; Goleman, 2006)

Topics

1. Theory of competencies and its application to leadership.
2. Recognition and inventory of personal competencies.
3. Personal development plan: diagnosis, goals, and follow-up.
4. Mental models and their influence on behavior.
5. Needs and emotional profiles.
6. Motivational vices: identification and overcoming.
7. Emotional intelligence applied to leadership.
8. Decision-making under pressure and ambiguity.

Learning Outcomes

1. Know and develop leadership competencies focused on effectiveness and service [Familiarity].
2. Recognize the personal and group tendencies necessary for the exercise of leadership [Familiarity].
3. Prepare a personal development plan for leadership competencies [Usage].

5.67.4.3. Management and Direction of Teams (18 hours) [Skills AG-C02,AG-C04] ↑ Back to top

Bibliography: (Goleman, 2006; Cardona and na, 2008; Hersey et al., 2007; Hunsaker, 2001; Hawkins, 2011; Lencioni, 2002)

Topics

1. The personal relationship with the team: trust and communication.
2. Integral leadership: mission, vision, and shared values.
3. Delegation and accompaniment: the art of motivating and delegating.
4. Coaching and mentoring as development tools.
5. Conflict resolution and group dynamics.
6. The five dysfunctions of a team and how to overcome them.
7. Foundations of unity: cohesion and organizational culture.
8. Servant leadership and its impact on the organization.

Learning Outcomes

1. Develop skills for effective and cohesive teamwork [Familiarity].
2. Apply situational leadership techniques to lead teams in different contexts [Usage].
3. Design strategies for conflict resolution and improvement of group performance [Usage].

5.67.5. Bibliography ↑ Back to top

Cardona, P. and Lombardi, P. G. (2002). Cómo desarrollar las Competencias de Liderazgo. PAD, Lima, 3rd edition.

Ferreiro, P. and Alcázar, M. (2009). Gobierno de Personas en la Empresa. Ediciones Universidad de Navarra EUNSA.

Dianine-Havard, A. (2007). Virtuous Leadership: An Agenda for Personal Excellence. Scepter Publishers.

D'Souza, A. (1994). Discover Your Leadership Style. St. Pauls.

Cardona, P. and Wilkinson, H. (2009). Creciendo como Líder. Ediciones Universidad de Navarra EUNSA.

Huete, L. M. (2008). Construye tu Sueño. LID Editorial Empresarial.

Chinchilla, N. and Moragas, M. (2007). Dueños de Nuestro Destino. Editorial Ariel.

Goleman, D. (2006). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Cardona, P. and na, C. R. P. (2008). Dirección por misiones: Cómo generar empresas de alto rendimiento. Deusto.

Hersey, P., Blanchard, K. H., and Johnson, D. E. (2007). Management of Organizational Behavior: Leading Human Resources. Prentice Hall, 9th edition.

Hunsaker, P. (2001). Training in Management Skills. Pearson Prentice Hall.

Hawkins, P. (2011). Leadership Team Coaching: Developing Collective Transformational Leadership. Kogan Page.

Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.