Course Modules

The Last Dance

The Last Dance The Last Dance

Discussion Topic

The Last Dance Leadership Lessons The Last Dance Leadership Lessons 1

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Module 0: Start Here

Module 0: Start Here Module 0: Start Here

Page

START HERE: Course Overview START HERE: Course Overview 1

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Page

RESOURCES: Course Materials RESOURCES: Course Materials 2

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Page

How to be Successful in this Course How to be Successful in this Course 3

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Page

Technical Support Technical Support 4

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Quiz

QUIZ: Syllabus and Course Policies QUIZ: Syllabus and Course Policies 5 5

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Discussion Topic

DISCUSSION: Experiences and Expectations DISCUSSION: Experiences and Expectations 6

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Quiz

ASSIGNMENT: Academic Integrity Pledge ASSIGNMENT: Academic Integrity Pledge 5 7

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Context Module Sub Header

You must work through ALL the materials in the "Start Here" section in order to gain access to Module 1. 8

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Personal Leadership Development Plan - Due Week 16

Personal Leadership Development Plan - Due Week 16 Personal Leadership Development Plan - Due Week 16

Prerequisites: Module 0: Start Here

Page

Overview of Personal Leadership Development Plan Overview of Personal Leadership Development Plan 1

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 2

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Page

Developing a Leadership Philosophy Developing a Leadership Philosophy 3

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Attachment

Do You Have Personal Mission Vision and Values Statements.pdf Do You Have Personal Mission Vision and Values Statements.pdf 4

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Attachment

Personal Mission Statement Of 13 CEOs And Lessons You Need To Learn.pdf Personal Mission Statement Of 13 CEOs And Lessons You Need To Learn.pdf 5

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Attachment

Core Values Assessment.pdf Core Values Assessment.pdf 6

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Attachment

Altitude to SMART Goals Checklist.pdf Altitude to SMART Goals Checklist.pdf 7

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Attachment

When SMART Goals Dont Work Heres What to Do Instead.pdf When SMART Goals Dont Work Heres What to Do Instead.pdf 8

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Page

Stop Trying to Tackle Too Many Goals at Once Stop Trying to Tackle Too Many Goals at Once 9

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Module 1: Chapter 1 - Understanding Leadership

Module 1: Chapter 1 - Understanding Leadership Module 1: Chapter 1 - Understanding Leadership

Prerequisites: Module 0: Start Here

Page

1. OVERVIEW 1. OVERVIEW 1

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Quiz

1. CONCEPTUALIZING LEADERSHIP QUESTIONNAIRE 1. CONCEPTUALIZING LEADERSHIP QUESTIONNAIRE 5 2

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Page

1. READINGS 1. READINGS 3

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Assignment

1. LIVE SESSION: Becoming the Boss (Tuesday @ 7:00 Central) 1. LIVE SESSION: Becoming the Boss (Tuesday @ 7:00 Central) 15 4

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Quiz

1. QUIZ: Northouse Chapter 1 1. QUIZ: Northouse Chapter 1 5 5

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Page

DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 1a. Which conceptualization of leadership most appeals to you? Why? DISCUSSION 1a. Which conceptualization of leadership most appeals to you? Why? 10 7

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Discussion Topic

DISCUSSION 1b. How can people guard against becoming susceptible to destructive leadership? DISCUSSION 1b. How can people guard against becoming susceptible to destructive leadership? 0 8

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Discussion Topic

DISCUSSION 1c. How can leaders know whether their goals are selfish or for the common good? DISCUSSION 1c. How can leaders know whether their goals are selfish or for the common good? 0 9

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Assignment

1. ASSIGNMENT: Understanding Leadership Reflection and Action Exercise 1. ASSIGNMENT: Understanding Leadership Reflection and Action Exercise 10 10

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Quiz

1. INTROSPECTION QUESTIONS 1. INTROSPECTION QUESTIONS 5 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

One of the Worst Hitters in Baseball History Is Now a Hot Commodity - WSJ.pdf One of the Worst Hitters in Baseball History Is Now a Hot Commodity - WSJ.pdf 13

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Module 2: Chapter 2 - Recognizing Your Traits

Module 2: Chapter 2 - Recognizing Your Traits Module 2: Chapter 2 - Recognizing Your Traits

Page

2. OVERVIEW 2. OVERVIEW 1

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Quiz

2. LEADERSHIP TRAITS QUESTIONNAIRE 2. LEADERSHIP TRAITS QUESTIONNAIRE 5 2

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Page

2. READINGS 2. READINGS 3

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Assignment

2. LIVE SESSION: The Authenticity Paradox (Tuesday @ 7:00 Central) 2. LIVE SESSION: The Authenticity Paradox (Tuesday @ 7:00 Central) 15 4

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Quiz

2. QUIZ: Northouse Chapter 2 2. QUIZ: Northouse Chapter 2 5 5

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Page

DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 2a. What trait would you say is the most important of the six discussed in the chapter? Why? DISCUSSION 2a. What trait would you say is the most important of the six discussed in the chapter? Why? 10 7

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Discussion Topic

DISCUSSION 2b. How can determination be learned? DISCUSSION 2b. How can determination be learned? 0 8

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Discussion Topic

DISCUSSION 2c. Regarding integrity, where is the line between being open and candid and limiting what one should disclose to others? DISCUSSION 2c. Regarding integrity, where is the line between being open and candid and limiting what one should disclose to others? 0 9

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Assignment

2. ASSIGNMENT: Leadership Traits Reflection and Action Exercise 2. ASSIGNMENT: Leadership Traits Reflection and Action Exercise 10 10

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Quiz

2. INTROSPECTION QUESTIONS 2. INTROSPECTION QUESTIONS 5 11

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Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least Score at least % Must score at least % to complete this module item Scored at least % Module item has been completed by scoring at least % View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

How to Bring Your Whole Self to Work.pdf How to Bring Your Whole Self to Work.pdf 13

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Attachment

Please do not bring your whole self to work.pdf Please do not bring your whole self to work.pdf 14

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Attachment

When to Fake It Till You Make It and When You Shouldnt.pdf When to Fake It Till You Make It and When You Shouldnt.pdf 15

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The Only Time Its Okay to Fake It Till You Make It.pdf The Only Time Its Okay to Fake It Till You Make It.pdf 16

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Module 3: Chapter 3 - Engaging Strengths

Module 3: Chapter 3 - Engaging Strengths Module 3: Chapter 3 - Engaging Strengths

Prerequisites: Module 2: Chapter 2 - Recognizing Your Traits

Context Module Sub Header

Please take this 1-minute course feedback survey. 1

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External Url

Survey: Course Feedback Survey: Course Feedback 2

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3. OVERVIEW 3. OVERVIEW 3

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Quiz

3. LEADERSHIP STRENGTHS QUESTIONNAIRE 3. LEADERSHIP STRENGTHS QUESTIONNAIRE 5 4

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Page

3. READINGS 3. READINGS 5

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Assignment

3. LIVE SESSION: How Managers Become Leaders (Tuesday @ 7:00 Central) 3. LIVE SESSION: How Managers Become Leaders (Tuesday @ 7:00 Central) 15 6

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Quiz

3. QUIZ: Northouse Chapter 3 3. QUIZ: Northouse Chapter 3 5 7

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 8

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Discussion Topic

DISCUSSION 3a. What do you see as the key advantages of focusing upon one’s strengths as a leader? What are the drawbacks of this approach? DISCUSSION 3a. What do you see as the key advantages of focusing upon one’s strengths as a leader? What are the drawbacks of this approach? 10 9

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Discussion Topic

DISCUSSION 3b. How important is it to know the strengths of followers? What strategies might leaders use to gain this information? DISCUSSION 3b. How important is it to know the strengths of followers? What strategies might leaders use to gain this information? 0 10

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Discussion Topic

DISCUSSION 3c. Can you think of an example where a person successfully worked on a weakness and turned it into a strength? DISCUSSION 3c. Can you think of an example where a person successfully worked on a weakness and turned it into a strength? 0 11

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Assignment

3. ASSIGNMENT: Engaging Strengths Case Study 3. ASSIGNMENT: Engaging Strengths Case Study 10 12

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Quiz

3. INTROSPECTION QUESTIONS 3. INTROSPECTION QUESTIONS 5 13

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 14

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Attachment

Boeing’s Crisis Deepens as the C.E.O. Struggles to Confront It.pdf Boeing’s Crisis Deepens as the C.E.O. Struggles to Confront It.pdf 15

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Attachment

Boeing Fires C.E.O.pdf Boeing Fires C.E.O.pdf 16

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Attachment

Boeing Taps David Calhoun as C.E.O.pdf Boeing Taps David Calhoun as C.E.O.pdf 17

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When Strength Becomes Weakness When Strength Becomes Weakness 18

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Module 4: Chapter 4 - Understanding Philosophy and Styles

Module 4: Chapter 4 - Understanding Philosophy and Styles Module 4: Chapter 4 - Understanding Philosophy and Styles

Prerequisites: Module 3: Chapter 3 - Engaging Strengths

Page

4. OVERVIEW 4. OVERVIEW 1

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Quiz

4. LEADERSHIP STYLES QUESTIONNAIRE 4. LEADERSHIP STYLES QUESTIONNAIRE 5 2

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4. READINGS 4. READINGS 3

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4. LECTURE 4. LECTURE 4

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Assignment

4. LIVE SESSION: Management Time (Tuesday @ 7:00 Central) 4. LIVE SESSION: Management Time (Tuesday @ 7:00 Central) 15 5

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Quiz

4. QUIZ: Northouse Chapter 4 4. QUIZ: Northouse Chapter 4 5 6

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 7

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Discussion Topic

DISCUSSION 4a. Can basic assumptions about people change? How? DISCUSSION 4a. Can basic assumptions about people change? How? 10 8

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Discussion Topic

DISCUSSION 4b. What sort of leadership (authoritarian, democratic, laissez-faire) do you prefer as a follower and why? DISCUSSION 4b. What sort of leadership (authoritarian, democratic, laissez-faire) do you prefer as a follower and why? 0 9

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Discussion Topic

DISCUSSION 4c. How can a follower resist the coercion of an abusive leader? DISCUSSION 4c. How can a follower resist the coercion of an abusive leader? 0 10

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Assignment

4. ASSIGNMENT: Leadership Styles Reflection and Action Exercise 4. ASSIGNMENT: Leadership Styles Reflection and Action Exercise 10 11

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Quiz

4. INTROSPECTION QUESTIONS 4. INTROSPECTION QUESTIONS 5 12

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 13

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Essential Involvement Essential Involvement 14

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Productivity Isn't About Time Management Productivity Isn't About Time Management 15

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Manage Your Energy, Not Your Time Manage Your Energy, Not Your Time 16

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Module 5: Chapter 5 - Attending to Tasks and Relationships

Module 5: Chapter 5 - Attending to Tasks and Relationships Module 5: Chapter 5 - Attending to Tasks and Relationships

Prerequisites: Module 4: Chapter 4 - Understanding Philosophy and Styles

Page

5. OVERVIEW 5. OVERVIEW 1

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Quiz

5. TASK AND RELATIONSHIP QUESTIONNAIRE 5. TASK AND RELATIONSHIP QUESTIONNAIRE 5 2

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Page

5. READINGS 5. READINGS 3

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Quiz

5. QUIZ: Northouse Chapter 5 5. QUIZ: Northouse Chapter 5 5 4

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Assignment

5. LIVE SESSION: High Intensity Workplace (Tuesday @ 7:00 Central) 5. LIVE SESSION: High Intensity Workplace (Tuesday @ 7:00 Central) 15 5

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 5a. When you’re working with others, do you focus more on the task or relationships with those you’re working with? Why? DISCUSSION 5a. When you’re working with others, do you focus more on the task or relationships with those you’re working with? Why? 10 7

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Discussion Topic

DISCUSSION 5b. Which is more important to you, task leadership or relationship leadership? Why? DISCUSSION 5b. Which is more important to you, task leadership or relationship leadership? Why? 0 8

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Discussion Topic

DISCUSSION 5c. Is it more important to be comfortable with your leadership style or to adapt to the circumstances? Explain. DISCUSSION 5c. Is it more important to be comfortable with your leadership style or to adapt to the circumstances? Explain. 0 9

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Assignment

5. ASSIGNMENT: Task and Relationship Observational Exercise 5. ASSIGNMENT: Task and Relationship Observational Exercise 10 10

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Quiz

5. INTROSPECTION QUESTIONS 5. INTROSPECTION QUESTIONS 5 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Page

When Work Takes Over Your Life When Work Takes Over Your Life 13

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Page

Young People are Going to Save Us All from Office Life Young People are Going to Save Us All from Office Life 14

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Page

Becoming More Comfortable with Saying "No" Becoming More Comfortable with Saying "No" 15

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Take That Vacation! Take That Vacation! 16

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Page

Men Say They Want More Paid Leave but Don't Take It Men Say They Want More Paid Leave but Don't Take It 18

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Page

Table of Task and Relationship Behaviors Table of Task and Relationship Behaviors 19

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HALT HALT 20

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Module 6: Chapter 6 - Developing Leadership Skills

Module 6: Chapter 6 - Developing Leadership Skills Module 6: Chapter 6 - Developing Leadership Skills

Prerequisites: Module 5: Chapter 5 - Attending to Tasks and Relationships

Page

6. OVERVIEW 6. OVERVIEW 2

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Quiz

6. LEADERSHIP SKILLS QUESTIONNAIRE 6. LEADERSHIP SKILLS QUESTIONNAIRE 5 3

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Page

6. READINGS 6. READINGS 4

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Assignment

6. LIVE SESSION: What Makes a Leader (Tuesday @ 7:00 Central) 6. LIVE SESSION: What Makes a Leader (Tuesday @ 7:00 Central) 15 5

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Quiz

6. QUIZ: Northouse Chapter 6 6. QUIZ: Northouse Chapter 6 5 6

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Page

DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 7

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Discussion Topic

DISCUSSION 6a. Which is the most important leadership skill group in your opinion (administrative, interpersonal, or conceptual)? Why? DISCUSSION 6a. Which is the most important leadership skill group in your opinion (administrative, interpersonal, or conceptual)? Why? 10 8

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Discussion Topic

DISCUSSION 6b. How do you think leaders can improve on their interpersonal skills if it is not their strong suit? DISCUSSION 6b. How do you think leaders can improve on their interpersonal skills if it is not their strong suit? 0 9

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Discussion Topic

DISCUSSION 6c. In your own words, what is emotional intelligence and why is it important for leadership? DISCUSSION 6c. In your own words, what is emotional intelligence and why is it important for leadership? 0 10

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Assignment

6. ASSIGNMENT: Developing Leadership Skills Case Study 6. ASSIGNMENT: Developing Leadership Skills Case Study 10 11

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Quiz

6. INTROSPECTION QUESTIONS 6. INTROSPECTION QUESTIONS 5 12

quiz 2388864 1

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 13

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Attachment

Great Leadership Even in Failure.pdf Great Leadership Even in Failure.pdf 15

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Page

EQ Deep Dive EQ Deep Dive 16

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Module 7: Chapter 7 - Creating a Vision

Module 7: Chapter 7 - Creating a Vision Module 7: Chapter 7 - Creating a Vision

Prerequisites: Module 6: Chapter 6 - Developing Leadership Skills

Page

7. OVERVIEW 7. OVERVIEW 1

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Quiz

7. LEADERSHIP VISION QUESTIONNAIRE 7. LEADERSHIP VISION QUESTIONNAIRE 5 2

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Page

7. READINGS 7. READINGS 3

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Assignment

7. LIVE SESSION: The Team You Inherit (Tuesday @ 7:00 Central) 7. LIVE SESSION: The Team You Inherit (Tuesday @ 7:00 Central) 15 4

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Quiz

7. QUIZ: Northouse Chapter 7 7. QUIZ: Northouse Chapter 7 5 5

quiz 2388872 1

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Page

DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 7a. How important is vision in your current or intended career? How does (or would) it impact your performance? DISCUSSION 7a. How important is vision in your current or intended career? How does (or would) it impact your performance? 10 7

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Discussion Topic

DISCUSSION 7b. Can group members be working toward different visions and goals and still be effective? Why or why not? DISCUSSION 7b. Can group members be working toward different visions and goals and still be effective? Why or why not? 0 8

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Discussion Topic

DISCUSSION 7c. Why do people resist change? What helps them overcome their resistance? DISCUSSION 7c. Why do people resist change? What helps them overcome their resistance? 0 9

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Assignment

7. ASSIGNMENT: Creating a Vision Case Study 7. ASSIGNMENT: Creating a Vision Case Study 10 10

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Quiz

7. INTROSPECTION QUESTIONS 7. INTROSPECTION QUESTIONS 5 11

quiz 2388878 1

Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least Score at least % Must score at least % to complete this module item Scored at least % Module item has been completed by scoring at least % View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

A Rival’s Advice Put the 49ers on a Super Bowl Path - The New York Times.pdf A Rival’s Advice Put the 49ers on a Super Bowl Path - The New York Times.pdf 13

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Attachment

How a franchise-altering move originated in a Stanford class _ NFL.pdf How a franchise-altering move originated in a Stanford class _ NFL.pdf 14

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Module 8: Chapter 8 - Establishing a Constructive Climate

Module 8: Chapter 8 - Establishing a Constructive Climate Module 8: Chapter 8 - Establishing a Constructive Climate

Prerequisites: Module 7: Chapter 7 - Creating a Vision

Page

8. OVERVIEW 8. OVERVIEW 1

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Quiz

8. ORGANIZATIONAL CLIMATE QUESTIONNAIRE 8. ORGANIZATIONAL CLIMATE QUESTIONNAIRE 5 2

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Page

8. READINGS 8. READINGS 3

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Assignment

8. LIVE SESSION: Saving Rookie Managers (Tuesday @ 7:00 Central) 8. LIVE SESSION: Saving Rookie Managers (Tuesday @ 7:00 Central) 15 4

assignment 2388882 1

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Quiz

8. QUIZ: Northouse Chapter 8 8. QUIZ: Northouse Chapter 8 5 5

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Page

DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 8a. How would you go about finding out the unique ways that each member can contribute to the group? DISCUSSION 8a. How would you go about finding out the unique ways that each member can contribute to the group? 10 7

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Discussion Topic

DISCUSSION 8b. How can leaders help groups become more cohesive? DISCUSSION 8b. How can leaders help groups become more cohesive? 0 8

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Discussion Topic

DISCUSSION 8c. What are the most important steps a new leader might take in order to learn about the norms and values in an organization? DISCUSSION 8c. What are the most important steps a new leader might take in order to learn about the norms and values in an organization? 0 9

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Assignment

8. ASSIGNMENT: Constructive Climate Reflection and Action Exercise 8. ASSIGNMENT: Constructive Climate Reflection and Action Exercise 10 10

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Quiz

8. INTROSPECTION QUESTIONS 8. INTROSPECTION QUESTIONS 5 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

The Dangers of Wanting to Be a Popular Boss - WSJ.pdf The Dangers of Wanting to Be a Popular Boss - WSJ.pdf 13

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Are You a Confident or Overconfident Boss_ Here’s How to Tell - WSJ.pdf Are You a Confident or Overconfident Boss_ Here’s How to Tell - WSJ.pdf 14

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Four Effective Questions to Ask Your Employees During Casual Conversations.pdf Four Effective Questions to Ask Your Employees During Casual Conversations.pdf 15

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The Secret to Asking Better Questions - WSJ.pdf The Secret to Asking Better Questions - WSJ.pdf 16

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Attachment

Why a PayPal Executive is Being Mentored by His Millenial Employees.pdf Why a PayPal Executive is Being Mentored by His Millenial Employees.pdf 17

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Module 9: Chapter 9 - Embracing Diversity and Inclusion

Module 9: Chapter 9 - Embracing Diversity and Inclusion Module 9: Chapter 9 - Embracing Diversity and Inclusion

Prerequisites: Module 8: Chapter 8 - Establishing a Constructive Climate

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9. OVERVIEW 9. OVERVIEW 1

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Quiz

9. EMBRACING DIVERSITY AND INCLUSION QUESTIONNAIRE 9. EMBRACING DIVERSITY AND INCLUSION QUESTIONNAIRE 5 2

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9. READINGS 9. READINGS 3

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Assignment

9. LIVE SESSION: Unconscious Bias (Tuesday @ 7:00 Central) 9. LIVE SESSION: Unconscious Bias (Tuesday @ 7:00 Central) 15 4

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Quiz

9. QUIZ: Northouse Chapter 9 9. QUIZ: Northouse Chapter 9 5 5

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 9a. Why are inequities between individuals and groups difficult to resolve? DISCUSSION 9a. Why are inequities between individuals and groups difficult to resolve? 10 7

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Discussion Topic

DISCUSSION 9b. What is the role of organizational members, not just the leader, to “effectively address and build inclusion”? DISCUSSION 9b. What is the role of organizational members, not just the leader, to “effectively address and build inclusion”? 0 8

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Discussion Topic

DISCUSSION 9c. Is it ever acceptable not to be inclusive of every group? Why/why not? DISCUSSION 9c. Is it ever acceptable not to be inclusive of every group? Why/why not? 0 9

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Assignment

9. ASSIGNMENT: Choose Your Own Adventure in Diversity and Inclusion 9. ASSIGNMENT: Choose Your Own Adventure in Diversity and Inclusion 10 10

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Quiz

9. INTROSPECTION QUESTIONS 9. INTROSPECTION QUESTIONS 5 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

Millennials Have A Different Definition Of Diversity And Inclusion Millennials Have A Different Definition Of Diversity And Inclusion 13

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When You've Said the Wrong Thing When You've Said the Wrong Thing 14

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Intersectionality Intersectionality 15

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What is Intersectionality and Why Does It Matter? What is Intersectionality and Why Does It Matter? 16

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What is Intersectionality and How to Use It What is Intersectionality and How to Use It 17

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Implicit Bias Implicit Bias 18

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How to Outsmart Your Own Unconscious Bias How to Outsmart Your Own Unconscious Bias 19

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Trusted 10 Trusted 10 20

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Are You Biased? I Am. Are You Biased? I Am. 21

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Unconscious Bias: Stereotypical Hiring Practices Unconscious Bias: Stereotypical Hiring Practices 22

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Microaggressions Microaggressions 23

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Racial Microaggressions Racial Microaggressions 24

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Microaggressions Tumblr Microaggressions Tumblr 25

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Responding to Microaggressions Responding to Microaggressions 26

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What's in a Name? What's in a Name? 27

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Uzo Aduba Uzo Aduba 28

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Arvind Narayanan Arvind Narayanan 29

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Learn to Pronounce Your Colleagues' Names Correctly Learn to Pronounce Your Colleagues' Names Correctly 30

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Kathy Who? Kathy Who? 31

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Minimizing , Covering, Passing, and Disclosing Personal Identities Minimizing , Covering, Passing, and Disclosing Personal Identities 32

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The Fear of Being Different Stifles Talent The Fear of Being Different Stifles Talent 33

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Why People Hide Their Disabilities at Work Why People Hide Their Disabilities at Work 34

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Integrating Your Personal and Professional Identities Integrating Your Personal and Professional Identities 35

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How to Disclose Your Disability to Your Employer (And Whether You Should) How to Disclose Your Disability to Your Employer (And Whether You Should) 36

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To Look Young at Work, Hiding Your (Child’s) Age To Look Young at Work, Hiding Your (Child’s) Age 37

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Disability and Ableism Disability and Ableism 38

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Our Fight for Disability Rights and Why We're Not Done Yet Our Fight for Disability Rights and Why We're Not Done Yet 39

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How to Manage an Employee with Depression How to Manage an Employee with Depression 40

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For the Disabled in Hollywood, Report Finds Hints of Progress.pdf For the Disabled in Hollywood, Report Finds Hints of Progress.pdf 41

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Artistic Exploration of Deafness, ASL, and Music Artistic Exploration of Deafness, ASL, and Music 42

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How an Amputee Dancer Spends His Sundays How an Amputee Dancer Spends His Sundays 43

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Spoon Theory and Disability Spoon Theory and Disability 44

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What My Epilepsy Taught Me About the Value of Time What My Epilepsy Taught Me About the Value of Time 45

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Resolving a Reaction to a Visible Disability Resolving a Reaction to a Visible Disability 46

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Race and Racism Race and Racism 47

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The Politics of Respectability The Politics of Respectability 48

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White Privilege - Unpacking the Invisible Knapsack White Privilege - Unpacking the Invisible Knapsack 49

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What Does It Mean to "Look Like Me"? Resemblance & Representation What Does It Mean to "Look Like Me"? Resemblance & Representation 50

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Where "Woke" Came From Where "Woke" Came From 51

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Why Hank Azaria Won't Play Apu on 'The Simpsons' Anymore Why Hank Azaria Won't Play Apu on 'The Simpsons' Anymore 52

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What Should I Do About My Racially Obtuse Coworker? What Should I Do About My Racially Obtuse Coworker? 53

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Gender, Sexuality, Hetero/Sexism, and Genderism Gender, Sexuality, Hetero/Sexism, and Genderism 54

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What Most People Get Wrong About Men and Women What Most People Get Wrong About Men and Women 55

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Cis, Trans, and other Terminologies Cis, Trans, and other Terminologies 56

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50 Years On - Good Engineering Design Leads to Inadvertent Gender Bias 50 Years On - Good Engineering Design Leads to Inadvertent Gender Bias 57

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In-Between Gender In-Between Gender 58

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They They 59

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Latinx or ¿Latin-qué? Latinx or ¿Latin-qué? 60

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What Quakers Can Teach Us About the Politics of Pronouns What Quakers Can Teach Us About the Politics of Pronouns 61

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8 Expert Tips for Recruiting & Retaining Women in Construction (or any other male-dominated field) 8 Expert Tips for Recruiting & Retaining Women in Construction (or any other male-dominated field) 62

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Fighting Sexism at the Office Fighting Sexism at the Office 63

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Religion Religion 64

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Celebrating Diversity in the Workplace during the Holidays Celebrating Diversity in the Workplace during the Holidays 65

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Spring Break

Spring Break Spring Break

Context Module Sub Header

Spring Break is Monday, March 16th through Friday, March 20th. Class will resume on Monday, March 23rd. 1

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Spring Break! Spring Break! 2

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Module 10: Chapter 10 - Listening to Out-Group Members

Module 10: Chapter 10 - Listening to Out-Group Members Module 10: Chapter 10 - Listening to Out-Group Members

Prerequisites: Module 9: Chapter 9 - Embracing Diversity and Inclusion

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10. OVERVIEW 10. OVERVIEW 1

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Quiz

10. BUILDING COMMUNITY QUESTIONNAIRE 10. BUILDING COMMUNITY QUESTIONNAIRE 5 2

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10. READINGS 10. READINGS 3

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10. LECTURE 10. LECTURE 4

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Assignment

10. LIVE SESSION: Managing Your Boss (Tuesday @ 7:00 Central) 10. LIVE SESSION: Managing Your Boss (Tuesday @ 7:00 Central) 15 5

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Quiz

10. QUIZ: Northouse Chapter 10 10. QUIZ: Northouse Chapter 10 5 6

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 7

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Discussion Topic

DISCUSSION 10a. How can a leader work to bring opposing viewpoints into a group? DISCUSSION 10a. How can a leader work to bring opposing viewpoints into a group? 10 8

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Discussion Topic

DISCUSSION 10b. Some out-group members are social loafers and have no intention of changing. What would you recommend the leader do in such cases? DISCUSSION 10b. Some out-group members are social loafers and have no intention of changing. What would you recommend the leader do in such cases? 0 9

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Discussion Topic

DISCUSSION 10c. Respond to this statement: “People always remember how you make them feel.” DISCUSSION 10c. Respond to this statement: “People always remember how you make them feel.” 0 10

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Assignment

10. ASSIGNMENT: Listening to Out-Group Members Reflection and Action Exercise 10. ASSIGNMENT: Listening to Out-Group Members Reflection and Action Exercise 10 11

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Quiz

10. INTROSPECTION QUESTIONS 10. INTROSPECTION QUESTIONS 5 12

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 13

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11 Guidelines for Influencing Top Decision Makers – Marshall Goldsmith.pdf 11 Guidelines for Influencing Top Decision Makers – Marshall Goldsmith.pdf 14

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The Right and Wrong Way to Manage Up at the Office - WSJ.pdf The Right and Wrong Way to Manage Up at the Office - WSJ.pdf 15

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Frustrated at Work - That Might Just Lead to Your Next Breakthrough.pdf Frustrated at Work - That Might Just Lead to Your Next Breakthrough.pdf 16

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How to Find Out What the Boss Really Thinks of You - WSJ.pdf How to Find Out What the Boss Really Thinks of You - WSJ.pdf 17

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How to Succeed When You’re Marginalized...pdf How to Succeed When You’re Marginalized...pdf 18

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The Best Ways to Tell the Hard Truth at Work - WSJ.pdf The Best Ways to Tell the Hard Truth at Work - WSJ.pdf 19

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Module 11: Chapter 11 - Managing Conflict

Module 11: Chapter 11 - Managing Conflict Module 11: Chapter 11 - Managing Conflict

Prerequisites: Module 10: Chapter 10 - Listening to Out-Group Members

Page

11. OVERVIEW 11. OVERVIEW 1

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Quiz

11. CONFLICT STYLE QUESTIONNAIRE 11. CONFLICT STYLE QUESTIONNAIRE 5 2

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11. READINGS 11. READINGS 3

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Assignment

11. LIVE SESSION: Office Space (Tuesday @ 7:00 Central) 11. LIVE SESSION: Office Space (Tuesday @ 7:00 Central) 15 4

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Quiz

11. QUIZ: Northouse Chapter 11 11. QUIZ: Northouse Chapter 11 5 5

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 11a. Which of the five conflict styles is most difficult for you to implement? Why? DISCUSSION 11a. Which of the five conflict styles is most difficult for you to implement? Why? 10 7

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Discussion Topic

DISCUSSION 11c. Does being in a leadership position make it easier or more challenging to resolve your own conflicts with group members? Why? DISCUSSION 11c. Does being in a leadership position make it easier or more challenging to resolve your own conflicts with group members? Why? 0 8

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Discussion Topic

DISCUSSION 11c. After completing the Conflict Style Questionnaire, how well does your most-frequently used style work for you? When is it not so effective? DISCUSSION 11c. After completing the Conflict Style Questionnaire, how well does your most-frequently used style work for you? When is it not so effective? 0 9

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Assignment

11. ASSIGNMENT: Choose Your Own Adventure in Managing Conflict 11. ASSIGNMENT: Choose Your Own Adventure in Managing Conflict 10 10

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Quiz

11. INTROSPECTION QUESTIONS 11. INTROSPECTION QUESTIONS 5 11

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Module 12: Chapter 12 - Addressing Ethics in Leadership

Module 12: Chapter 12 - Addressing Ethics in Leadership Module 12: Chapter 12 - Addressing Ethics in Leadership

Prerequisites: Module 11: Chapter 11 - Managing Conflict

Page

12. OVERVIEW 12. OVERVIEW 1

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Quiz

12. ETHICAL LEADERSHIP STYLE QUESTIONNAIRE 12. ETHICAL LEADERSHIP STYLE QUESTIONNAIRE 5 2

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12. READINGS 12. READINGS 3

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Assignment

12. LIVE SESSION: No Live Session 12. LIVE SESSION: No Live Session 15 4

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Quiz

12. QUIZ: Northouse Chapter 12 12. QUIZ: Northouse Chapter 12 5 5

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 12a. Have you experienced times when a leader’s ethics have been questionable? How did it make you feel? DISCUSSION 12a. Have you experienced times when a leader’s ethics have been questionable? How did it make you feel? 10 7

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Discussion Topic

DISCUSSION 12b. How can a leader’s ethics permeate a group or organization so that their values become shared by all? DISCUSSION 12b. How can a leader’s ethics permeate a group or organization so that their values become shared by all? 0 8

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Discussion Topic

DISCUSSION 12c. How can a person build credibility with co-workers and supervisors? DISCUSSION 12c. How can a person build credibility with co-workers and supervisors? 0 9

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Assignment

12. ASSIGNMENT: Ethics in Leadership Case Study 12. ASSIGNMENT: Ethics in Leadership Case Study 10 10

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Quiz

12. INTROSPECTION QUESTIONS 12. INTROSPECTION QUESTIONS 5 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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A Framework for Ethical Decision Making.pdf A Framework for Ethical Decision Making.pdf 13

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Thinking Ethically and Making an Ethical Decision.pdf Thinking Ethically and Making an Ethical Decision.pdf 14

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Cognitive bias cheat sheet - Better Humans - Medium.pdf Cognitive bias cheat sheet - Better Humans - Medium.pdf 15

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Cognitive Bias Codex.pdf Cognitive Bias Codex.pdf 16

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Infographic of Common Cognitive Distortions from psychcentral.com.pdf Infographic of Common Cognitive Distortions from psychcentral.com.pdf 17

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10 Proven Methods for Fixing Cognitive Distortions.pdf 10 Proven Methods for Fixing Cognitive Distortions.pdf 18

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Moral Person and Moral Manager How Executives Develop a Reputation for Ethical Leadership.pdf Moral Person and Moral Manager How Executives Develop a Reputation for Ethical Leadership.pdf 19

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When You Fear Your Company Has Forgotten Its Principles - WSJ.pdf When You Fear Your Company Has Forgotten Its Principles - WSJ.pdf 20

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Working for a Shamed Company Can Hurt Your Future Compensation.pdf Working for a Shamed Company Can Hurt Your Future Compensation.pdf 21

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The Houston Astros Sign-Stealing Scandal The Houston Astros Sign-Stealing Scandal 22

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The Rise and Sudden Fall of the Houston Astros - The New York Times.pdf The Rise and Sudden Fall of the Houston Astros - The New York Times.pdf 23

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Jan 2020 Statement of Baseball Commissioner re Astro signal stealing.pdf Jan 2020 Statement of Baseball Commissioner re Astro signal stealing.pdf 24

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‘Dark Arts’ and ‘Codebreaker’: The Origins of the Houston Astros Cheating Scheme ‘Dark Arts’ and ‘Codebreaker’: The Origins of the Houston Astros Cheating Scheme 25

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Workplace Ethics Discussion Prompts.pdf Workplace Ethics Discussion Prompts.pdf 26

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The Cognitive Bias Song The Cognitive Bias Song 27

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Module 13: Chapter 13 - Overcoming Obstacles

Module 13: Chapter 13 - Overcoming Obstacles Module 13: Chapter 13 - Overcoming Obstacles

Prerequisites: Module 12: Chapter 12 - Addressing Ethics in Leadership

Page

13. OVERVIEW 13. OVERVIEW 1

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Quiz

13. PATH-GOAL STYLES QUESTIONNAIRE 13. PATH-GOAL STYLES QUESTIONNAIRE 5 2

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Page

13. READINGS 13. READINGS 3

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Assignment

13. LIVE SESSION: Unorthodox Leadership (Tuesday @ 7:00 Central) 13. LIVE SESSION: Unorthodox Leadership (Tuesday @ 7:00 Central) 15 4

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Quiz

13. QUIZ: Northouse Chapter 13 13. QUIZ: Northouse Chapter 13 5 5

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DISCUSSION BOARD OPTIONS & GUIDELINES DISCUSSION BOARD OPTIONS & GUIDELINES 6

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Discussion Topic

DISCUSSION 13a. As a leader, how can you clarify goals for your subordinates? DISCUSSION 13a. As a leader, how can you clarify goals for your subordinates? 10 7

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Discussion Topic

DISCUSSION 13b. What should leaders do when the obstacles faced by group members are of a personal nature and not directly related to the group efforts? Is there a preferred leadership style in these situations? Explain. DISCUSSION 13b. What should leaders do when the obstacles faced by group members are of a personal nature and not directly related to the group efforts? Is there a preferred leadership style in these situations? Explain. 0 8

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Discussion Topic

DISCUSSION 13c. Who is responsible for motivating workers? How much responsibility does the leader or organization have, and how much does the individual worker have? DISCUSSION 13c. Who is responsible for motivating workers? How much responsibility does the leader or organization have, and how much does the individual worker have? 0 9

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Assignment

13. ASSIGNMENT: Overcoming Obstacles Reflection and Action Exercise 13. ASSIGNMENT: Overcoming Obstacles Reflection and Action Exercise 10 10

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Quiz

13. INTROSPECTION QUESTIONS 13. INTROSPECTION QUESTIONS 5 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Page

Inspire Your Team During a Crunch Time Inspire Your Team During a Crunch Time 13

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Module 14 - Giving and Receiving Feedback

Module 14 - Giving and Receiving Feedback Module 14 - Giving and Receiving Feedback

Prerequisites: Module 13: Chapter 13 - Overcoming Obstacles

Page

14. OVERVIEW 14. OVERVIEW 1

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Page

14. READINGS 14. READINGS 2

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Assignment

14. LIVE SESSION: Office Hours (Tuesday @ 7:00 Central) 14. LIVE SESSION: Office Hours (Tuesday @ 7:00 Central) 0 3

assignment 2388990 1

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Quiz

14. QUIZ: Assigned Readings 14. QUIZ: Assigned Readings 5 4

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Assignment

14. ASSIGNMENT: Feedback Scenario 14. ASSIGNMENT: Feedback Scenario 10 5

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Quiz

14. INTROSPECTION QUESTIONS 14. INTROSPECTION QUESTIONS 5 6

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 7

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Page

You're Not Broken but You're not Amazing Yet You're Not Broken but You're not Amazing Yet 8

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Module 15 - Collaboration

Module 15 - Collaboration Module 15 - Collaboration

Prerequisites: Module 14 - Giving and Receiving Feedback

Page

15. OVERVIEW 15. OVERVIEW 1

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Page

15. READINGS 15. READINGS 2

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Assignment

15. LIVE SESSION: Office Hours (Tuesday @ 7:00 Central) 15. LIVE SESSION: Office Hours (Tuesday @ 7:00 Central) 0 3

assignment 2388996 1

Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least Score at least % Must score at least % to complete this module item Scored at least % Module item has been completed by scoring at least % View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete
Quiz

15. QUIZ: Assigned Reading 15. QUIZ: Assigned Reading 5 4

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Assignment

15. ASSIGNMENT: Collaboration Reflection Exercise 15. ASSIGNMENT: Collaboration Reflection Exercise 10 5

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Quiz

15. INTROSPECTION QUESTIONS 15. INTROSPECTION QUESTIONS 5 6

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External Url

EVALUATION: Complete the evaluation for this course EVALUATION: Complete the evaluation for this course 7

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 8

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Page

Where Has the Time Gone? Where Has the Time Gone? 9

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Attachment

The Problem With Popular Employees - The Experts - WSJ.pdf The Problem With Popular Employees - The Experts - WSJ.pdf 10

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Module 16: Final Paper

Module 16: Final Paper Module 16: Final Paper

Assignment

Personal Leadership Development Plan Personal Leadership Development Plan 100 2

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Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least Score at least % Must score at least % to complete this module item Scored at least % Module item has been completed by scoring at least % View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete