Course coordinator
Dr Justin Brienza
Course overview
- Study period
- Semester 2, 2024 (22/07/2024 - 18/11/2024)
- Study level
- Postgraduate Coursework
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
The concept of leadership is now widely understood neither as charismatic nor transactional. Instead authentic leaders who can transform organisations are desired by organisations as diverse as the armed forces and medical practice. Effective leaders need to be able to create missions and implement strategies that respond to longer term sustainability of the organisation as well as the society in which it operates and, ultimately, the very earth from which we sustain life. This course asks participants to continually reflect on their leadership capability in terms of wisdom principles of leadership that evolve throughout the course.
This course will provide you with a broad coverage of key issues related to leadership providing you with useful insights into the nature of wise leadership in a contemporary setting. The course will focus on helping you to develop new understandings of your own strengths and weaknesses as a wise leader. More importantly, building on your new knowledge, insights and understandings, through practice you will also improve your capacity to wisely lead and make a difference in the workplace. What you can hope to take away from this course is a realistic view of yourself as a leader, and of how and why organisations can lead and be led wisely.
Course requirements
Assumed background
Before attempting this course, students are advised that it is important to complete the appropriate prerequisite course(s) listed on the front of this course profile. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed, for any reason whatsoever.
Incompatible
You can't enrol in this course if you've already completed the following:
MGTS7707
Course contact
Course staff
Tutor
Ms Zhenxin Yan
Facilitator
Ms Zhenxin Yan
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
Full Name
Student ID
Course Code
Aims and outcomes
This course aims to provide a broad coverage of key issuesﾠrelated to leading organisations in contemporary settings,ﾠproviding students with useful insights into the nature of wise leadership. Importantly, the course will focus on helping students toﾠdevelop new understandings of their own strengths and weaknesses as wise leaders. Building on their new knowledge, insights and understandings, students will also develop new managerial skills.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Describe how organisational learning and management practices relate to and enhance wise leadership.
LO2.
Analyse the context which has made developing and applying wisdom a prime imperative in contemporary society and organisations.
LO3.
Describe your understanding of the role and significance of wisdom as it related to various leadership theories.
LO4.
Work with teams to critically explore your own wise behaviour as a leader or follower.
LO5.
Gain an appreciation for your capacity to develop in wisdom, not only for your own wellbeing and success, but for the wellbeing and success of your family, friends, colleagues, followers, organisations, and society at large.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Practical/ Demonstration, Role play/ Simulation | Mentorship and Assisting Others' Development | 10% |
20/09/2024 4:00 pm
1-2 lectures, depending on enrolment numbers |
| Project |
Wise Leadership Social Entrepreneurship Initiative
|
40% Group; Peer Assessment |
7/10/2024 - 18/10/2024
Due during tutorials in Week 11 and 12 |
| Paper/ Report/ Annotation, Essay/ Critique | Preparing Your Path Ahead to Wise Leadership | 50% Individual; 2,000 Words +/-10% |
25/10/2024 2:00 pm |
Assessment details
Mentorship and Assisting Others' Development
- Mode
- Activity/ Performance
- Category
- Practical/ Demonstration, Role play/ Simulation
- Weight
- 10%
- Due date
20/09/2024 4:00 pm
1-2 lectures, depending on enrolment numbers
- Learning outcomes
- L01, L03, L04, L05
Task description
An important aspect of wisdom and wise leadership is providing wise advice and mentorship to others, assisting their development and success.
In this course you will gain experience in practicing such mentorship by scoring and providing feedback and advice on your peers' work (i.e., other groups' presentations and reports). They will provide the same to you.
The scenario: similar to the TV series "Shark Tank" ... but more friendly :).
You will serve as a panel member, watching group presentations. Groups will present their social entrepreneurship idea to you. You will play the role of advisory committee member who rates the quality of their work. You will provide them feedback and advice on how they could improve their ideas, proposal, and presentation. We will grade the quality of your feedback and advice.
Details and scoring forms will be provided on Blackboard and in class.
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
Submission guidelines
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Wise Leadership Social Entrepreneurship Initiative
- Team or group-based
- Mode
- Activity/ Performance, Oral, Product/ Artefact/ Multimedia
- Category
- Project
- Weight
- 40% Group; Peer Assessment
- Due date
7/10/2024 - 18/10/2024
Due during tutorials in Week 11 and 12
- Learning outcomes
- L03, L04, L05
Task description
An important aspect of wise leadership is to create a positive impact on society: contributing to the greater good. This assignment is an opportunity to practice social entrepreneurship to create such a positive impact as informal, emergent leaders and wise influencers. Informal, emergent leaders and wise influencers are increasingly valued and invited to speak at conferences, professional associations, businesses, and youth groups interested in improving society. As such, this is an opportunity to practice designing your path to becoming a wise influencer for your community and society.
As a group, you will work together to examine challenges or problems in your community (the university; your home community; Brisbane area). You will decide on a specific challenge and design an initiative to address or solve the problem. You will create a proposal to share with your classmates, and present your plan during class (presentation dates randomised; all presentations in second half of semester).
Note that your individual grades for this assignment will be calculated partly from your group members' peer review scores on the quality of your contribution to the teamwork (e.g., ideas, organisation, emergent leadership). We work together in class on your group assignments, therefore attendance in class will impact on your grades.
Detailed instructions will be provided on Blackboard and in class; and the process will be explained and workshopped in class.
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
Submission guidelines
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Preparing Your Path Ahead to Wise Leadership
- Mode
- Written
- Category
- Paper/ Report/ Annotation, Essay/ Critique
- Weight
- 50% Individual; 2,000 Words +/-10%
- Due date
25/10/2024 2:00 pm
- Learning outcomes
- L01, L02, L03, L05
Task description
The Preparing Your Path Ahead to Wise Leadership.
This report is a written game plan for how you will integrate the course learnings into practice as you progress as a leader. At the end of semester you will submit a 2,000-word report in which you plan your career as a wise leader.
Based on each week's readings, you will examine your own strengths and development. Planning around how you would like to be remembered, you will create a game plan for how to become a wise leader. You will describe your strengths and areas for development, anticipate challenges that could lead you off-course, and plan for how you can overcome those hurdles.
PART A: Mind maps and reflections on the readings. Submit before lecture each week. (20% of total grade)
Each week before class, you will complete and submit (on Blackboard) a 1-page Mind Map and Reflection based on the readings for that week. You will bring them to class for discussing them as personal growth areas.
These Mind Maps will be attached as Appendix in your final assessment, and you will refer to them in your plan of development toward becoming a wise leader.
Your weekly submissions will be checked and graded: There will be 11 weeks in total, but we build in room for error (e.g., if you are sick one week) by counting only your top 8 submissions (submit before lecture each week).
We will instruct you on the process in the first two weeks of class, and will work with you each week to understand how to integrate your Mind Maps into your growth plan.
PART B: Final Report, including mind maps attached as Appendix. Submit on Blackboard by the due date. (30% of total grade)
2,000 words +/- 10%. Self-reflection and planning assignment. All instructions posted on Blackboard.
Note:
- Express yourself clearly with appropriate academic writing, drawing on and citing references covered in the course in proper APA style.
- The grading rubric is available on Blackboard. Further details will be provided over the course of the semester.
- Submission: via Blackboard
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in completing this assessment task. Students may appropriately use AI and/or MT in completing this assessment task. Students must clearly reference any use of AI or MT in each instance.
Submission guidelines
Blackboard
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Find the required and recommended resources for this course on the UQ Library website.
Additional learning resources information
Students are required to read the following papers. Learnings from these readings must be integrated into discussions, group work, and (especially) the FINAL ASSESSMENT.
Readings areﾠavailable through Google Scholar or via UQ Library (see "Learning Activities" for classes for which each is most relevant):
ﾠ
- Brienza, J. P., Kung, F. K., & Chao, M. M. (2021). Wise reasoning, intergroup positivity, and attitude polarization across contexts. Nature Communications, 12, 3313. https://doi.org/10.1038/s41467-021-23432-1
- Christensen, L. T., K￤rreman, D., & Rasche, A. (2019). Bullshit and organization studies.ﾠOrganization Studies,ﾠ40(10), 1587-1600.
- Collins, J. (2001). Level 5 Leadership: The triumph of humility and fierce resolve. Harvard Business Review, 67-76.
- Collins, M. D., Dasborough, M. T., Gregg, H. R., Xu, C., Deen, C. M., He, Y., & Restubog, S. L. D. (2022). Traversing the storm: An interdisciplinary review of crisis leadership. The Leadership Quarterly, 101661.
- Coutu (2002). How resilience works. Harvard Business Review, 80(5), 46-55.
- Eurich (2018). What self-awareness really is (and how to cultivate it). Harvard Business Review, 1-8.
- Glck J, Weststrate NM. (2022) The Wisdom Researchers and the Elephant: An Integrative Model of Wise Behavior. Pers Soc Psychol Rev. doi: 10.1177/10888683221094650.ﾠ
- Grossmann, I., & Brienza, J. P. (2018). The Strengths of Wisdom Provide Unique Contributions to Improved Well-Being, Education, Civic Discourse, and Leadership in the Face of Contemporary World Problems. Journal of Intelligence, doi:10.3390/jintelligence6020022
- Grossmann, I., Brienza, J. P., & Bobocel, D. R. (2017). Wise Deliberation Sustains Cooperation, Nature Human Behaviour. doi:10.1038/s41562-017-0061
- Grossmann, I., Weststrate, N. M., Ardelt, M.,ﾠBrienza, J. P., Dong, Ferrari, M., Fournier, M. A., Hu, C. S., Nusbaum, H. C., & Vervaeke, J.ﾠ (2020). The Science of Wisdom in a Polarized World: Knowns and Unknowns. Psychological Inquiry, 31(2), 103-133. https://doi.org/10.1080/1047840X.2020.1750917
- Harter (2002). Authenticity. In C. R. Snyder & S. J. Lopez (Eds.), Handbook of positive psychology, 382-394.
- McCarthy, I. P., Hannah, D., Pitt, L. F., & McCarthy, J. M. (2020). Confronting indifference toward truth: Dealing with workplace bullshit.ﾠBusiness Horizons,ﾠ63(3), 253-263.
- McKee, P., & Barber, C. (1999). On defining wisdom.ﾠThe International Journal of Aging and Human Development,ﾠ49(2), 149-164.
- McKenna, B., Rooney, D., & Boal, K. B. (2009). Wisdom principles as a meta-theoretical basis for evaluating leadership.ﾠThe Leadership Quarterly,ﾠ20(2), 177-190.
- Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human Relations, 1323-1350.
- Nonaka & Takeuchi (2011). The Wise Leader.ﾠHarvard Business Review.ﾠhttps://hbr.org/2011/05/the-big-idea-the-wise-leader
- Oakes, H., Brienza, J. P. Elnakouri, A., & Grossmann, I. (2018) Wise reasoning: Converging evidence for the psychology of sound judgment. In R. Sternberg (Ed.), A Handbook of Wisdom. Cambridge University Press
- Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18, 176–194.
- Stanovich, K. E., West, R. F., & Toplak, M. E. (2013). Myside bias, rational thinking, and intelligence.ﾠCurrent Directions in Psychological Science,ﾠ22(4), 259-264.
- Staudinger, U. M., & Glck, J. (2011). Psychological wisdom research: Commonalities and differences in a growing field. Annual review of psychology, 62, 215-241.
- Sternberg, R. J. (2004). Why smart people can be so foolish.ﾠEuropean Psychologist,ﾠ9(3), 145.
- Sternberg, R. J. (2008). The WICS approach to leadership: Stories of leadership and the structures and processes that support them.ﾠThe Leadership Quarterly,ﾠ19(3), 360-371.
- Sternberg, R. J. (2018). Wisdom, foolishness, and toxicity in human development.ﾠResearch in Human Development,ﾠ15(3-4), 200-210.
- Zhu, Y., Rooney, D., & Phillips, N. (2016). Practice-based wisdom theory for integrating institutional logics: A new model for social entrepreneurship learning and education.ﾠAcademy of Management Learning & Education,ﾠ15(3), 607-625.
Learn (Blackboard)
All courses are supported by the UQ Learning Management System, Blackboard Learn, which provides an interactive environment for the students and teachers. This is accessible via PC or Mac or Mobile (Apps) environment.
To log on to Blackboard, go to https://learn.uq.edu.au.
- As Blackboard is a web‐based application, you will need a recently‐released browser for your computer. For the latest Release Notes for Bb Student, see http://en-gb.help.blackboard.com/Bb_Student/z_Release_Notes_Bb_Student.
- For help with Learn.UQ (Blackboard), see https://web.library.uq.edu.au/library-services/it/learnuq-blackboard-help/learnuq-blackboard-contacts or contact AskUs https://web.library.uq.edu.au/contact-us or telephone 334 64312.
Sustainable Development Goal
This course integrates the following Sustainable Development Goals through course content and assessment.
Goal 3: Good health and well-being
Goal 4: Quality education
Goal 8: Decent work and economic growth
Goal 16: Peace, justice and strong institutions
Goal 17: Partnerships for the goals
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Lecture |
Introduction & Welcome Required readings: Gluck & Weststrate (2022; Personality and Social Psychological Review) NOTE: In this lecture, teaching staff will introduce themselves and we will review the structure of the course. We will describe the steps you can take to most efficiently and enjoyably achieve your best performance in the course. Learning outcomes: L05 |
Week 2 |
Lecture |
What is Wisdom? Required Readings: Zhu, Rooney, & Phillips (2016; Academy of Management Learning and Education) Learning outcomes: L02, L03, L05 |
Tutorial |
Tutorial 1 Delphi Part 1 - Submit by end of tutorial |
|
Week 3 |
Workshop |
What is Wise Leadership? Required Readings: Grossmann & Brienza (2018; Journal of Intelligence) Nonaka & Takeuchi (2011; Harvard Business Review) Learning outcomes: L01, L04, L05 |
Week 4 |
Lecture |
Wise Leadership in Practice Required Readings: Sternberg (2008; Leadership Quarterly) Collins (2001; Harvard Business Review) Learning outcomes: L01, L03, L05 |
Tutorial |
Tutorial 3 Design Thinking - Idea Generation for Group Project Learning outcomes: L02, L04, L05 |
|
Week 5 |
Lecture |
Obstacles to Wise Leadership—Part 1: The Threat of Foolishness: Egocentrism and Overconfidence The Threat of Foolishness and Overconfidence Required Readings: Sternberg (2018; Research in Human Development) Learning outcomes: L01, L02 |
Tutorial |
Tutorial 4 Design Thinking Continued - Idea Generation for Group Project Learning outcomes: L02, L04, L05 |
|
Week 6 |
Lecture |
Obstacles to Wise Leadership—Part 2: The Threat of Blindspots: Illusion, Bias, & Bullshit Illusion, Bias, & Bullshit Required Readings: Stanovich, West, & Toplak (2013; Current Directions in Psychological Science) Christensen, Karreman, & Rasche (2019; Organization Studies) Learning outcomes: L01, L02 |
Tutorial |
Tutorial 5 Project Development (prepare for Week 9 round table discussion, mentorship and feedback) Learning outcomes: L02, L04, L05 |
|
Week 7 |
Lecture |
Practicing Wisdom—Part 1: Humility and Seeing Through Illusion (know thy blindspots) Gaining Self-awareness, Intellectual Humility, and Authenticity (know thyself) Required Readings: Morris, Brotheridge, & Urbanski (2005; Human Relations) McKee & Barber (1999; International Journal of Aging and Human Development) Eurich (2018; Harvard Business Review) Learning outcomes: L01, L02, L05 |
Tutorial |
Tutorial 6 Project Development (prepare for Week 9 round table discussion, mentorship and feedback) Learning outcomes: L02, L04, L05 |
|
Week 8 |
Lecture |
Practicing Wisdom—Part 2: Developing Self-Awareness and Authenticity (know thyself) Wise Reasoning: A Simple Step Toward Less Bias, More Balance, and Better Cooperation Required Reading (you can choose one--they present similar information): Oakes, Brienza, Elnakouri, & Grossmann (2018; Handbook of Wisdom) ***OR*** Grossmann, Weststrate, Ardelt, Brienza et al.(2020; Psychological Inquiry) Learning outcomes: L05 |
Tutorial |
Tutorial 7 Project Development (prepare for Week 9 round table discussion, mentorship and feedback) Learning outcomes: L02, L04, L05 |
|
Week 9 |
Workshop |
Practicing Wisdom—Part 3: Wise Reasoning: A Simple Step Toward Wisdom Wise Reasoning--Reducing Bias and Improving Cooperation Required Readings: An important aspect of wisdom and wise leadership is seeking truth. Seeking truth includes an ability to understand and interpret scientific studies. This week's readings include scientific studies on "wise reasoning" that report statistics. Your instructor is an expert in this area, so use this opportunity to practice reading and interpreting scientific reports; come to class with questions about the studies and what they mean for developing wisdom and wise leadership. Brienza, Kung, & Chao (2021; Nature Communications) Grossmann, Brienza, & Bobocel (2017; Nature Human Behaviour) Learning outcomes: L04, L05 |
Tutorial |
Tutorial 8 Present group ideas: Formulate mentorship feedback to other groups (submit by Monday the following week) Learning outcomes: L01, L02, L03, L04, L05 |
|
Mid Sem break |
No student involvement (Breaks, information) |
In-Semester Break |
Week 10 |
Lecture |
Practicing Wisdom—Part 4: Wise Reasoning: Reducing Bias and Improving Cooperation Leading Through Crises and Organisational Bullshit Required Readings: Collins, Dasborough, Gregg, Xu, Deen, He, & Restubog (2022; The Leadership Quarterly) McCarthy, Hannah, Pitt, & McCarthy (2020; Business Horizons) Learning outcomes: L05 |
Tutorial |
Tutorial 9 Project adjustment and refinement Learning outcomes: L04, L05 |
|
Week 11 |
Lecture |
Organisational Challenges to Wise Leadership: Leadership in Crises and Navigating Organisational Bullshit Ethics and the Greater Good McKenna, Rooney, & Boal (2009; Leadership Quarterly) Learning outcomes: L04, L05 |
Tutorial |
Tutorial 10 Project adjustment and refinement Learning outcomes: L04, L05 |
|
Week 12 |
Lecture |
Sticking to Wisdom: Resilience and the Constant Challenge of Toxicity Courage, Resilience, and Dealing with Toxicity Coutu (2002; Harvard Business Review) Learning outcomes: L04, L05 |
Tutorial |
Tutorial 11 Group Project Presentation Learning outcomes: L01, L03, L04, L05 |
|
Week 13 |
Lecture |
Course Wrap-Up, Q&A for Final Assignment |
Tutorial |
Tutorial 12 Group Project Presentation Learning outcomes: L01, L03, L04, L05 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.