Course Modules

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 10 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 10 8

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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. 9

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Resources Related to Writing, Critical Thinking & Plagiarism

Resources Related to Writing, Critical Thinking & Plagiarism Resources Related to Writing, Critical Thinking & Plagiarism

Assignment

TurnItIn Assignment Precheck TurnItIn Assignment Precheck 0 1

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Attachment

Nine Things You Should Know About Plagiarism.pdf Nine Things You Should Know About Plagiarism.pdf 2

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Attachment

Turnitin White Paper - Plagiarism Spectrum.pdf Turnitin White Paper - Plagiarism Spectrum.pdf 3

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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. QUESTIONNAIRE: Conceptualizing Leadership 1. QUESTIONNAIRE: Conceptualizing Leadership 10 2

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Page

1. READINGS 1. READINGS 3

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Quiz

1. QUIZ: Northouse Chapter 1 1. QUIZ: Northouse Chapter 1 10 4

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Assignment

1. LIVE SESSION: Becoming the Boss (Thursday @ 7:15 Central) 1. LIVE SESSION: Becoming the Boss (Thursday @ 7:15 Central) 15 5

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Assignment

1. DISCUSSION BOARD: Options & Guidelines 1. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 1a: Which conceptualization of leadership most appeals to you? Discuss why. Discussion Topic 1a: Which conceptualization of leadership most appeals to you? Discuss why. 0 7

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Discussion Topic

Discussion Topic 1b: How can people guard against becoming susceptible to destructive leadership? Discussion Topic 1b: How can people guard against becoming susceptible to destructive leadership? 0 8

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Discussion Topic

Discussion Topic 1c: How can leaders know whether their goals are selfish or for the common good? Discussion Topic 1c: How can leaders know whether their goals are selfish or for the common good? 0 9

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Assignment

1: ASSIGNMENT: Options & Guidelines 1: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

1. INTROSPECTION QUESTIONS 1. INTROSPECTION QUESTIONS 10 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 One of the Worst Hitters in Baseball History Is Now a Hot Commodity 13

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Page

Expectations re Communication & Notification Settings Expectations re Communication & Notification Settings 14

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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. QUESTIONNAIRE: Leadership Traits 2. QUESTIONNAIRE: Leadership Traits 10 2

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Page

2. READINGS 2. READINGS 3

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Quiz

2. QUIZ: Northouse Chapter 2 2. QUIZ: Northouse Chapter 2 10 4

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Assignment

2. LIVE SESSION: The Authenticity Paradox (Thursday @ 7:15 Central) 2. LIVE SESSION: The Authenticity Paradox (Thursday @ 7:15 Central) 15 5

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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
Assignment

2. DISCUSSION BOARD: Options & Guidelines 2. DISCUSSION BOARD: Options & Guidelines 10 6

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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
Discussion Topic

Discussion Topic 2a: What trait would you say is the most important of the six discussed in the chapter? Discuss why. Discussion Topic 2a: What trait would you say is the most important of the six discussed in the chapter? Discuss why. 0 7

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Discussion Topic

Discussion Topic 2b: How can determination be learned? Discussion Topic 2b: How can determination be learned? 0 8

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Discussion Topic

Discussion Topic 2c: Regarding integrity, where is the line between being open and candid and limiting what one should disclose to others? Discussion Topic 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: Options & Guidelines 2: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

2. INTROSPECTION QUESTIONS 2. INTROSPECTION QUESTIONS 10 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 How to Bring Your Whole Self to Work 13

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Attachment

Please Do Not Bring Your Whole Self to Work Please Do Not Bring Your Whole Self to Work 14

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Attachment

When to Fake It Till You Make It and When You Shouldn't When to Fake It Till You Make It and When You Shouldn't 15

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Attachment

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

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Page

The Fine Line Between Helpful and Harmful Authenticity The Fine Line Between Helpful and Harmful Authenticity 17

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Page

Authenticity is Overrated Authenticity is Overrated 18

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Attachment

After Covid Took His Father, a Hospital Boss Leans on His Wisdom After Covid Took His Father, a Hospital Boss Leans on His Wisdom 19

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Module 3: Chapter 3 - Understanding Leadership Styles

Module 3: Chapter 3 - Understanding Leadership Styles Module 3: Chapter 3 - Understanding Leadership Styles

Context Module Sub Header

Please take this 1-minute course feedback survey. 1

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Page

3. OVERVIEW 3. OVERVIEW 2

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Quiz

3. QUESTIONNAIRE: Leadership Styles 3. QUESTIONNAIRE: Leadership Styles 10 3

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Page

3. READINGS 3. READINGS 4

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Quiz

3. QUIZ: Northouse Chapter 3 3. QUIZ: Northouse Chapter 3 10 5

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3. LECTURE 3. LECTURE 6

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Assignment

3. LIVE SESSION: Management Time (Thursay @ 7:15 Central) 3. LIVE SESSION: Management Time (Thursay @ 7:15 Central) 15 7

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Assignment

3. DISCUSSION BOARD: Options & Guidelines 3. DISCUSSION BOARD: Options & Guidelines 10 8

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Discussion Topic

Discussion Topic 3a: Can basic assumptions about people change? How? Discussion Topic 3a: Can basic assumptions about people change? How? 0 9

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Discussion Topic

Discussion Topic 3b: What sort of leadership (authoritarian, democratic, laissez-faire) do you prefer as a follower and why? Discussion Topic 3b: What sort of leadership (authoritarian, democratic, laissez-faire) do you prefer as a follower and why? 0 10

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Discussion Topic

Discussion Topic 3c: How can a follower resist the coercion of an abusive leader? Discussion Topic 3c: How can a follower resist the coercion of an abusive leader? 0 11

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Assignment

3: ASSIGNMENT: Options & Guidelines 3: ASSIGNMENT: Options & Guidelines 10 12

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Quiz

3. INTROSPECTION QUESTIONS 3. INTROSPECTION QUESTIONS 10 13

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 14

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Page

Essential Involvement Essential Involvement 15

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Page

Productivity Isn't About Time Management Productivity Isn't About Time Management 16

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Manage Your Energy, Not Your Time Manage Your Energy, Not Your Time 17

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Module 4: Chapter 4 - Attending to Tasks and Relationships

Module 4: Chapter 4 - Attending to Tasks and Relationships Module 4: Chapter 4 - Attending to Tasks and Relationships

Page

4. OVERVIEW 4. OVERVIEW 1

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Quiz

4. QUESTIONNAIRE: Task and Relationship 4. QUESTIONNAIRE: Task and Relationship 10 2

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4. READINGS 4. READINGS 3

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Quiz

4. QUIZ: Northouse Chapter 4 4. QUIZ: Northouse Chapter 4 10 4

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Assignment

4. LIVE SESSION: High Intensity Workplace (Thursday @ 7:15 Central) 4. LIVE SESSION: High Intensity Workplace (Thursday @ 7:15 Central) 15 5

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Assignment

4. DISCUSSION BOARD: Options & Guidelines 4. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 4a: When you’re working with others, do you focus more on the task or relationships with those you’re working with? Why? Discussion Topic 4a: When you’re working with others, do you focus more on the task or relationships with those you’re working with? Why? 0 7

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Discussion Topic

Discussion Topic 4b: Which is more important to you, task leadership or relationship leadership? Why? Discussion Topic 4b: Which is more important to you, task leadership or relationship leadership? Why? 0 8

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Discussion Topic

Discussion Topic 4c: Is it more important to be comfortable with your leadership style or to adapt to the circumstances? Explain. Discussion Topic 4c: 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

4: ASSIGNMENT: Options & Guidelines 4: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

4. INTROSPECTION QUESTIONS 4. INTROSPECTION QUESTIONS 10 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Table of Task and Relationship Behaviors Table of Task and Relationship Behaviors 13

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When Work Takes Over Your Life When Work Takes Over Your Life 14

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Three Things Lockdowns Have Exposed About Working and Parenting Three Things Lockdowns Have Exposed About Working and Parenting 15

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Attachment

How Executive Mothers Navigate Work and Life How Executive Mothers Navigate Work and Life 16

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Men Say They Want More Paid Leave but Don't Take It Men Say They Want More Paid Leave but Don't Take It 17

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Young People are Going to Save Us All from Office Life Young People are Going to Save Us All from Office Life 18

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Becoming More Comfortable with Saying "No" Becoming More Comfortable with Saying "No" 19

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Take That Vacation! Take That Vacation! 20

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HALT HALT 21

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Module 5: Chapter 5 - Developing Leadership Skills

Module 5: Chapter 5 - Developing Leadership Skills Module 5: Chapter 5 - Developing Leadership Skills

Page

5. OVERVIEW 5. OVERVIEW 1

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Quiz

5. QUESTIONNAIRE: Leadership Skills 5. QUESTIONNAIRE: Leadership Skills 10 2

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5. READINGS 5. READINGS 3

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Quiz

5. QUIZ: Northouse Chapter 5 5. QUIZ: Northouse Chapter 5 10 4

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Assignment

5. LIVE SESSION: What Makes a Leader (Thursday @ 7:15 Central) 5. LIVE SESSION: What Makes a Leader (Thursday @ 7:15 Central) 15 5

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Assignment

5. DISCUSSION BOARD: Options & Guidelines 5. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 5a: Which is the most important leadership skill group in your opinion (administrative, interpersonal, or conceptual)? Why? Discussion Topic 5a: Which is the most important leadership skill group in your opinion (administrative, interpersonal, or conceptual)? Why? 0 7

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Discussion Topic

Discussion Topic 5b: How do you think leaders can improve on their interpersonal skills if it is not their strong suit? Discussion Topic 5b: How do you think leaders can improve on their interpersonal skills if it is not their strong suit? 0 8

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Discussion Topic

Discussion Topic 5c: In your own words, what is emotional intelligence and why is it important for leadership? Discussion Topic 5c: In your own words, what is emotional intelligence and why is it important for leadership? 0 9

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Assignment

5: ASSIGNMENT: Options & Guidelines 5: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

5. INTROSPECTION QUESTIONS 5. INTROSPECTION QUESTIONS 10 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Great Leadership Even in Failure Great Leadership Even in Failure 13

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EQ Deep Dive EQ Deep Dive 14

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Module 6: Chapter 6 - Engaging Strengths

Module 6: Chapter 6 - Engaging Strengths Module 6: Chapter 6 - Engaging Strengths

Page

6. OVERVIEW 6. OVERVIEW 1

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Quiz

6. QUESTIONNAIRE: Leadership Strengths 6. QUESTIONNAIRE: Leadership Strengths 10 2

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Page

6. READINGS 6. READINGS 3

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Quiz

6. QUIZ: Northouse Chapter 6 6. QUIZ: Northouse Chapter 6 10 4

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Assignment

6. LIVE SESSION: How Managers Become Leaders (Thursday @ 7:15 Central) 6. LIVE SESSION: How Managers Become Leaders (Thursday @ 7:15 Central) 15 5

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Assignment

6. DISCUSSION BOARD: Options & Guidelines 6. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 6a: 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 Topic 6a: What do you see as the key advantages of focusing upon one’s strengths as a leader? What are the drawbacks of this approach? 0 7

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Discussion Topic

Discussion Topic 6b: How important is it to know the strengths of followers? What strategies might leaders use to gain this information? Discussion Topic 6b: How important is it to know the strengths of followers? What strategies might leaders use to gain this information? 0 8

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Discussion Topic

Discussion Topic 6c: Can you think of an example where a person successfully worked on a weakness and turned it into a strength? Discussion Topic 6c: Can you think of an example where a person successfully worked on a weakness and turned it into a strength? 0 9

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Assignment

6: ASSIGNMENT: Options & Guidelines 6: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

6. INTROSPECTION QUESTIONS 6. INTROSPECTION QUESTIONS 10 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

Boeing’s Crisis Deepens as the C.E.O. Struggles to Confront It Boeing’s Crisis Deepens as the C.E.O. Struggles to Confront It 13

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Attachment

Boeing Fires C.E.O.pdf Boeing Fires C.E.O.pdf 14

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Attachment

Boeing Taps David Calhoun as C.E.O. Boeing Taps David Calhoun as C.E.O. 15

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Page

When Strength Becomes Weakness When Strength Becomes Weakness 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

Page

7. OVERVIEW 7. OVERVIEW 1

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Quiz

7. QUESTIONNAIRE: Leadership Vision 7. QUESTIONNAIRE: Leadership Vision 10 2

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Page

7. READINGS 7. READINGS 3

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Quiz

7. QUIZ: Northouse Chapter 7 7. QUIZ: Northouse Chapter 7 10 4

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Assignment

7. LIVE SESSION: The Team You Inherit (Thursday @ 7:15 Central) 7. LIVE SESSION: The Team You Inherit (Thursday @ 7:15 Central) 15 5

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Assignment

7. DISCUSSION BOARD: Options & Guidelines 7. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 7a: How important is vision in your current or intended career? How does (or would) it impact your performance? Discussion Topic 7a: How important is vision in your current or intended career? How does (or would) it impact your performance? 0 7

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Discussion Topic

Discussion Topic 7b: Can group members be working toward different visions and goals and still be effective? Why or why not? Discussion Topic 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 Topic 7c: Why do people resist change? What helps them overcome their resistance? Discussion Topic 7c: Why do people resist change? What helps them overcome their resistance? 0 9

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Assignment

7: ASSIGNMENT: Options & Guidelines 7: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

7. INTROSPECTION QUESTIONS 7. INTROSPECTION QUESTIONS 10 11

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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 A Rival’s Advice Put the 49ers on a Super Bowl Path 13

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Attachment

How a franchise-altering move originated in a Stanford class How a franchise-altering move originated in a Stanford class 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

Page

8. OVERVIEW 8. OVERVIEW 1

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Quiz

8. QUESTIONNAIRE: Organizational Climate 8. QUESTIONNAIRE: Organizational Climate 10 2

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Page

8. READINGS 8. READINGS 3

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Quiz

8. QUIZ: Northouse Chapter 8 8. QUIZ: Northouse Chapter 8 10 4

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Assignment

8. LIVE SESSION: Saving Rookie Managers (Thursday @ 7:15 Central) 8. LIVE SESSION: Saving Rookie Managers (Thursday @ 7:15 Central) 15 5

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Assignment

8. DISCUSSION BOARD: Options & Guidelines 8. DISCUSSION BOARD: Options & Guidelines 10 6

assignment 3159403 1

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Discussion Topic

Discussion Topic 8a: How would you go about finding out the unique ways that each member can contribute to the group? Discussion Topic 8a: How would you go about finding out the unique ways that each member can contribute to the group? 0 7

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Discussion Topic

Discussion Topic 8b: How can leaders help groups become more cohesive? Discussion Topic 8b: How can leaders help groups become more cohesive? 0 8

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Discussion Topic

Discussion Topic 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 Topic 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: Options & Guidelines 8: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

8. INTROSPECTION QUESTIONS 8. INTROSPECTION QUESTIONS 10 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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The Dangers of Wanting to Be a Popular Boss The Dangers of Wanting to Be a Popular Boss 13

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Are You a Confident or Overconfident Boss? Here’s How to Tell Are You a Confident or Overconfident Boss? Here’s How to Tell 14

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

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The Secret to Asking Better Questions The Secret to Asking Better Questions 16

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Why a PayPal Executive is Being Mentored by His Millenial Employees Why a PayPal Executive is Being Mentored by His Millenial Employees 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

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9. OVERVIEW 9. OVERVIEW 1

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Quiz

9. QUESTIONNAIRE: Cultural Diversity Awareness 9. QUESTIONNAIRE: Cultural Diversity Awareness 10 2

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9. READINGS 9. READINGS 3

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Quiz

9. QUIZ: Northouse Chapter 9 9. QUIZ: Northouse Chapter 9 10 4

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Assignment

9. LIVE SESSION: Office Hours (Thursday @ 7:15 Central) 9. LIVE SESSION: Office Hours (Thursday @ 7:15 Central) 0 5

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Assignment

9. DISCUSSION BOARD: Options & Guidelines 9. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 9a: Why are inequities between individuals and groups difficult to resolve? Discussion Topic 9a: Why are inequities between individuals and groups difficult to resolve? 0 7

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Discussion Topic

Discussion Topic 9b: What is the role of organizational members, not just the leader, to “effectively address and build inclusion”? Discussion Topic 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 Topic 9c: Is it ever acceptable not to be inclusive of every group? Why/why not? Discussion Topic 9c: Is it ever acceptable not to be inclusive of every group? Why/why not? 0 9

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Assignment

9: ASSIGNMENT: Options & Guidelines 9: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

9. INTROSPECTION QUESTIONS 9. INTROSPECTION QUESTIONS 10 11

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ADDITIONAL RESOURCES: Start your Diversity, Equity & Inclusion Journey Here ADDITIONAL RESOURCES: Start your Diversity, Equity & Inclusion Journey Here 12

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DESIGN CONSIDERATIONS -- Does Your Awesome Engineering Design Fit the Actual User? DESIGN CONSIDERATIONS -- Does Your Awesome Engineering Design Fit the Actual User? 13

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A World Made for Men -- Physically and Spatially A World Made for Men -- Physically and Spatially 14

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If We Can Send a Man to the Moon, Why Can't a Woman Go on a Space Walk? If We Can Send a Man to the Moon, Why Can't a Woman Go on a Space Walk? 15

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Assistive Technology & Disability -- It Works, but Does It Actually Help? Assistive Technology & Disability -- It Works, but Does It Actually Help? 16

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What Would Universal Accessibility Look Like? What Would Universal Accessibility Look Like? 17

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Twitter’s Voice Tweets Upset Users Again Over Accessibility Twitter’s Voice Tweets Upset Users Again Over Accessibility 18

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RECRUITING, HIRING, RETENTION & PROMOTION RECRUITING, HIRING, RETENTION & PROMOTION 19

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What is Privilege in the Workplace? What is Privilege in the Workplace? 21

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Privilege: A User's Guide Privilege: A User's Guide 22

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What is White Privilege? What is White Privilege? 23

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Sexism at the Office Sexism at the Office 24

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Differences in Millennial, GenX, and Boomer Attitudes About Diversity and Inclusion Differences in Millennial, GenX, and Boomer Attitudes About Diversity and Inclusion 25

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Unconscious Bias: Stereotypical Hiring Practices Unconscious Bias: Stereotypical Hiring Practices 26

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When Your Workplace is Accidentally Unwelcoming When Your Workplace is Accidentally Unwelcoming 27

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Learn to Pronounce Your Colleagues' Names Correctly Learn to Pronounce Your Colleagues' Names Correctly 28

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Uzo Aduba Uzo Aduba 29

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Arvind Narayanan Arvind Narayanan 30

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Responding to Microaggressions Responding to Microaggressions 31

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What Most People Get Wrong About Men and Women What Most People Get Wrong About Men and Women 32

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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) 33

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On Staying Current On Staying Current 34

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It's Not About Perfection. It's About Connection. It's Not About Perfection. It's About Connection. 35

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Are African-Americans "Black" or "black"? Are African-Americans "Black" or "black"? 36

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Latinx or ¿Latin-qué? Latinx or ¿Latin-qué? 37

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"They" and Gender-Neutral Pronouns "They" and Gender-Neutral Pronouns 38

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Dealing With Gender in the Pronouns of Law and Public Life Dealing With Gender in the Pronouns of Law and Public Life 39

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MANAGING YOUR INVISIBLE DIFFERENCE AT WORK MANAGING YOUR INVISIBLE DIFFERENCE AT WORK 40

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How the Fear of Being Different Stifles Talent How the Fear of Being Different Stifles Talent 41

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Why People Hide Their Disabilities at Work Why People Hide Their Disabilities at Work 42

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Integrating Your Personal and Professional Identities Integrating Your Personal and Professional Identities 43

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To Look Young at Work, Hiding Your (Child’s) Age To Look Young at Work, Hiding Your (Child’s) Age 44

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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) 45

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Is It OK to Reveal Your Anxiety or Depression to Your Boss? Is It OK to Reveal Your Anxiety or Depression to Your Boss? 46

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INTERSECTIONALITY INTERSECTIONALITY 47

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What Is Intersectionality and Why Does It Matter? What Is Intersectionality and Why Does It Matter? 48

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What is Intersectionality and How to Use It What is Intersectionality and How to Use It 49

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IMPLICIT BIAS IMPLICIT BIAS 50

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How to Outsmart Your Own Unconscious Bias How to Outsmart Your Own Unconscious Bias 51

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Trusted Ten Trusted Ten 52

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Are You Biased? I Am. Are You Biased? I Am. 53

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DISABILITY & ABLEISM DISABILITY & ABLEISM 54

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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 55

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What Happens When You're Disabled but Nobody Can Tell What Happens When You're Disabled but Nobody Can Tell 56

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Spoon Theory and Disability Spoon Theory and Disability 57

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RACE & RACISM RACE & RACISM 58

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Yeah, Let’s Not Talk About Race Yeah, Let’s Not Talk About Race 59

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9 Things White People Can Do to Fight Racism Now 9 Things White People Can Do to Fight Racism Now 60

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How to Help Marginalized Communities How to Help Marginalized Communities 61

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SEXISM, GENDERISM & HETEROSEXISM SEXISM, GENDERISM & HETEROSEXISM 62

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Cis, Trans, and other Terminologies Explained Cis, Trans, and other Terminologies Explained 63

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In-Between Gender In-Between Gender 64

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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

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10. OVERVIEW 10. OVERVIEW 1

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10. QUESTIONNAIRE: Building Community 10. QUESTIONNAIRE: Building Community 10 2

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10. READINGS 10. READINGS 3

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10. QUIZ: Northouse Chapter 10 10. QUIZ: Northouse Chapter 10 10 4

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10. LIVE SESSION: Managing Your Boss (Thursday @ 7:15 Central) 10. LIVE SESSION: Managing Your Boss (Thursday @ 7:15 Central) 0 5

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10. DISCUSSION BOARD: Options & Guidelines 10. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 10a: How can a leader work to bring opposing viewpoints into a group? Discussion Topic 10a: How can a leader work to bring opposing viewpoints into a group? 0 7

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Discussion Topic

Discussion Topic 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 Topic 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 8

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Discussion Topic

Discussion Topic 10c: Respond to this statement: “People always remember how you make them feel.” Discussion Topic 10c: Respond to this statement: “People always remember how you make them feel.” 0 9

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10: ASSIGNMENT: Options & Guidelines 10: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

10. INTROSPECTION QUESTIONS 10. INTROSPECTION QUESTIONS 10 11

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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What Does It Mean to Manage Up? What Does It Mean to Manage Up? 13

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Managing Up_ How to Deal With a Bad Boss During Quarantine - The New York Times.pdf Managing Up_ How to Deal With a Bad Boss During Quarantine - The New York Times.pdf 14

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11 Guidelines for Influencing Top Decision Makers – Marshall Goldsmith 11 Guidelines for Influencing Top Decision Makers – Marshall Goldsmith 15

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The Right and Wrong Way to Manage Up at the Office The Right and Wrong Way to Manage Up at the Office 16

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Frustrated at Work? That Might Just Lead to Your Next Breakthrough Frustrated at Work? That Might Just Lead to Your Next Breakthrough 17

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How to Find Out What the Boss Really Thinks of You How to Find Out What the Boss Really Thinks of You 18

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How to Succeed When You’re Marginalized How to Succeed When You’re Marginalized 19

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The Best Ways to Tell the Hard Truth at Work The Best Ways to Tell the Hard Truth at Work 20

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Joe Biden Promises Empathy, but That’s a Difficult Way to Lead Joe Biden Promises Empathy, but That’s a Difficult Way to Lead 21

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Module 11: Chapter 11 - Managing Conflict

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

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11. OVERVIEW 11. OVERVIEW 1

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Quiz

11. QUESTIONNAIRE: Conflict Style 11. QUESTIONNAIRE: Conflict Style 10 2

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Page

11. READINGS 11. READINGS 3

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Quiz

11. QUIZ: Northouse Chapter 11 11. QUIZ: Northouse Chapter 11 10 4

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Assignment

11. LIVE SESSION: Managing Your Boss (Thursday @ 7:15 Central) 11. LIVE SESSION: Managing Your Boss (Thursday @ 7:15 Central) 15 5

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Assignment

11. DISCUSSION BOARD: Options & Guidelines 11. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 11a: What types of conflict have you observed most frequently in your workplace? What seem to be the underlying reasons? Discussion Topic 11a: What types of conflict have you observed most frequently in your workplace? What seem to be the underlying reasons? 0 7

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Discussion Topic

Discussion Topic 11b: Does being in a leadership position make it easier or more challenging to resolve your own conflicts with group members? Why? Discussion Topic 11b: 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 Topic 11c: Are there some workplace conflicts that are unmanageable? Why or why not? Discussion Topic 11c: Are there some workplace conflicts that are unmanageable? Why or why not? 0 9

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Assignment

11: ASSIGNMENT: Options & Guidelines 11: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

11. INTROSPECTION QUESTIONS 11. INTROSPECTION QUESTIONS 10 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Why More People Should Try to Negotiate for a Higher Salary Why More People Should Try to Negotiate for a Higher Salary 13

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A Blunt Diplomat Leveraged His Balkanized Perspective and Successfully Advanced Peace in the Middle East A Blunt Diplomat Leveraged His Balkanized Perspective and Successfully Advanced Peace in the Middle East 14

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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

Page

12. OVERVIEW 12. OVERVIEW 1

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Quiz

12. QUESTIONNAIRE: Ethical Leadership Style 12. QUESTIONNAIRE: Ethical Leadership Style 10 2

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Page

12. READINGS 12. READINGS 3

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Quiz

12. QUIZ: Northouse Chapter 12 12. QUIZ: Northouse Chapter 12 10 4

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Assignment

12. LIVE SESSION: 5 Questions (Thursday @ 7:15 Central) 12. LIVE SESSION: 5 Questions (Thursday @ 7:15 Central) 15 5

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Assignment

12. DISCUSSION BOARD: Options & Guidelines 12. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 12a: Have you experienced times when a leader’s ethics have been questionable? How did it make you feel? Discussion Topic 12a: Have you experienced times when a leader’s ethics have been questionable? How did it make you feel? 0 7

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Discussion Topic

Discussion Topic 12b: How can a leader’s ethics permeate a group or organization so that their values become shared by all? Discussion Topic 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 Topic 12c: How can a person build credibility with co-workers and supervisors? Discussion Topic 12c: How can a person build credibility with co-workers and supervisors? 0 9

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Assignment

12: ASSIGNMENT: Options & Guidelines 12: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

12. INTROSPECTION QUESTIONS 12. INTROSPECTION QUESTIONS 10 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 A Framework for Ethical Decision Making 13

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

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When You Fear Your Company Has Forgotten Its Principles When You Fear Your Company Has Forgotten Its Principles 15

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Working for a Shamed Company Can Hurt Your Future Compensation Working for a Shamed Company Can Hurt Your Future Compensation 16

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Moral Person and Moral Manager How Executives Develop a Reputation for Ethical Leadership Moral Person and Moral Manager How Executives Develop a Reputation for Ethical Leadership 17

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Tackling Cognitive Biases in Ethical Decision-Making Tackling Cognitive Biases in Ethical Decision-Making 18

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Cognitive bias cheat sheet - Better Humans Cognitive bias cheat sheet - Better Humans 19

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Cognitive Bias Codex Cognitive Bias Codex 20

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Infographic of Common Cognitive Distortions Infographic of Common Cognitive Distortions 21

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10 Proven Methods for Fixing Cognitive Distortions 10 Proven Methods for Fixing Cognitive Distortions 22

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The Cognitive Bias Song The Cognitive Bias Song 23

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Houston Astros Sign-Stealing Scandal Houston Astros Sign-Stealing Scandal 24

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The Rise and Sudden Fall of the Houston Astros The Rise and Sudden Fall of the Houston Astros 25

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Jan 2020 Statement of Baseball Commissioner re Astro signal stealing Jan 2020 Statement of Baseball Commissioner re Astro signal stealing 26

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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 27

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Workplace Ethics Discussion Prompts Workplace Ethics Discussion Prompts 28

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Module 13: Chapter 13 - Overcoming Obstacles

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

Page

13. OVERVIEW 13. OVERVIEW 1

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Quiz

13. QUESTIONNAIRE: Path-Goal Styles 13. QUESTIONNAIRE: Path-Goal Styles 10 2

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Page

13. READINGS 13. READINGS 3

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Quiz

13. QUIZ: Northouse Chapter 13 13. QUIZ: Northouse Chapter 13 10 4

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Assignment

13. LIVE SESSION: Unorthodox Leadership (Thursday @ 7:15 Central) 13. LIVE SESSION: Unorthodox Leadership (Thursday @ 7:15 Central) 15 5

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Assignment

13. DISCUSSION BOARD: Options & Guidelines 13. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 13a: As a leader, how can you clarify goals for your followers/subordinates? Discussion Topic 13a: As a leader, how can you clarify goals for your followers/subordinates? 0 7

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Discussion Topic

Discussion Topic 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 Topic 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 Topic 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 Topic 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: Options & Guidelines 13: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

13. INTROSPECTION QUESTIONS 13. INTROSPECTION QUESTIONS 10 11

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Page

ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 12

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Attachment

Forget Positive Thinking_ How Sweatpants Managers Can Stay Motivated - WSJ.pdf Forget Positive Thinking_ How Sweatpants Managers Can Stay Motivated - WSJ.pdf 13

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The Runner Sara Hall's 2020 Breakthrough The Runner Sara Hall's 2020 Breakthrough 14

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Page

Inspire Your Team During a Crunch Time Inspire Your Team During a Crunch Time 15

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Page

Here's Why a Dose of Intentional Stress Can Supercharge Your Team Here's Why a Dose of Intentional Stress Can Supercharge Your Team 16

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Attachment

In Robert Saleh, the Jets Believe They Found the Head Coach They Need - The New York Times.pdf In Robert Saleh, the Jets Believe They Found the Head Coach They Need - The New York Times.pdf 17

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Module 14: Chapter 14 - Destructive Leadership

Module 14: Chapter 14 - Destructive Leadership Module 14: Chapter 14 - Destructive Leadership

Page

14. OVERVIEW 14. OVERVIEW 1

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Quiz

14. QUESTIONNAIRE: Abusive Leadership 14. QUESTIONNAIRE: Abusive Leadership 10 2

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Page

14. READINGS 14. READINGS 3

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Quiz

14. QUIZ: Northouse Chapter 14 14. QUIZ: Northouse Chapter 14 10 4

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Assignment

14. LIVE SESSION: Office Hours (Thursday @ 7:15 Central) 14. LIVE SESSION: Office Hours (Thursday @ 7:15 Central) 0 5

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Assignment

14. DISCUSSION BOARD: Options & Guidelines 14. DISCUSSION BOARD: Options & Guidelines 10 6

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Discussion Topic

Discussion Topic 14a: How do destructive leaders gain office, maintain power, and commit such wrongdoings? Discussion Topic 14a: How do destructive leaders gain office, maintain power, and commit such wrongdoings? 0 7

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Discussion Topic

Discussion Topic 14b: What kind of environmental factors lead to destructive leadership? Discussion Topic 14b: What kind of environmental factors lead to destructive leadership? 0 8

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Discussion Topic

Discussion Topic 14c: How does a follower go about addressing the psychological factors that cause him or her to be likely in compliance with a leader’s destructive behavior? Discussion Topic 14c: How does a follower go about addressing the psychological factors that cause him or her to be likely in compliance with a leader’s destructive behavior? 0 9

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Assignment

14: ASSIGNMENT: Options & Guidelines 14: ASSIGNMENT: Options & Guidelines 10 10

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Quiz

14. INTROSPECTION QUESTIONS 14. INTROSPECTION QUESTIONS 10 11

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Module 15 - Personal Leadership Development Plan

Module 15 - Personal Leadership Development Plan Module 15 - Personal Leadership Development Plan

Prerequisites: Module 0: Start Here

External Url

EVALUATION: Complete the evaluation for this course EVALUATION: Complete the evaluation for this course 1

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Page

15. OVERVIEW 15. OVERVIEW 2

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Assignment

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

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Assignment

15. ASSIGNMENT: Personal Leadership Development Plan 15. ASSIGNMENT: Personal Leadership Development Plan 100 4

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 5

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Attachment

Do You Have Personal Mission Vision and Values Statements? Do You Have Personal Mission Vision and Values Statements? 6

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Developing a Leadership Philosophy Developing a Leadership Philosophy 7

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Personal Mission Statement Of 13 CEOs And Lessons You Need To Learn Personal Mission Statement Of 13 CEOs And Lessons You Need To Learn 8

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Core Values Assessment Core Values Assessment 9

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Altitude to SMART Goals Checklist Altitude to SMART Goals Checklist 10

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When SMART Goals Don't Work, Here's What to Do Instead When SMART Goals Don't Work, Here's What to Do Instead 11

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Stop Trying to Tackle Too Many Goals at Once Stop Trying to Tackle Too Many Goals at Once 12

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ADDITIONAL RESOURCES - Optional Materials ADDITIONAL RESOURCES - Optional Materials 13

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Attachment

Four Reasons You Cant Find a Mentor.pdf Four Reasons You Cant Find a Mentor.pdf 14

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Attachment

How to find an emotionally intelligent mentor.pdf How to find an emotionally intelligent mentor.pdf 15

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Personal Board of Directors Personal Board of Directors 16

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Course Modules

Module 0: Start Here

You must work through ALL the materials in the "Start Here" section in order to gain access to Module 1. 9

Resources Related to Writing, Critical Thinking & Plagiarism

Module 1: Chapter 1 - Understanding Leadership

Module 2: Chapter 2 - Recognizing Your Traits

Module 3: Chapter 3 - Understanding Leadership Styles

Please take this 1-minute course feedback survey. 1

Module 4: Chapter 4 - Attending to Tasks and Relationships

Module 5: Chapter 5 - Developing Leadership Skills

Module 6: Chapter 6 - Engaging Strengths

Module 7: Chapter 7 - Creating a Vision

Module 8: Chapter 8 - Establishing a Constructive Climate

Module 9: Chapter 9 - Embracing Diversity and Inclusion

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

Module 11: Chapter 11 - Managing Conflict

Module 12: Chapter 12 - Addressing Ethics in Leadership

Module 13: Chapter 13 - Overcoming Obstacles

Module 14: Chapter 14 - Destructive Leadership

Module 15 - Personal Leadership Development Plan