Fiche détaillée d'un cours


Voir la fiche établissement



IESEG School of Management ( IÉSEG )

Code Cours :



Niveau Année de formation Période Langue d'enseignement 
Professeur(s) responsable(s)J.CLAEYS
Intervenant(s)Johannes CLAEYS

Pré requis

This course is complementary to the bachelor course on Organizational Behavior (OB). An initial knowledge of and a substantial interest in OB is therefore highly recommended.

Objectifs du cours

This course is aimed at providing an in-depth understanding of the most important leader theories (e.g. transformational leadership) and developing the corresponding leadership skills (e.g. inspirational skills). At the end of this course students will be able to recognize different leadership styles, acknowledge their strengths and weakness, and apply the corresponding skills in daily interactions.

Contenu du cours

We start the class with a discussion of the course set-up and expectations.

Next, the course will have 4 sessions of about 4 hours that deal with the following topics.

1) Task-oriented leadership: In this session we gain insight on the importance of organizational skills for leadership. We asses one’s own self-management and engage in an in-basket exercise.

2) Relation-oriented leadership: In this session we gain insight on the importance of interpersonal relationships for leadership. We assess one’s own emotional intelligence and interpersonal skills and engage in various communication exercises.

3) Change-oriented leadership: In this session we gain insight on how leadership benefits from developing a vision and mission. We assess one’s charisma and develop inspirational skills.

4) Ethics-oriented leadership: In this session we gain insight on the important of integrity for leadership. We assess one’s own moral development and develop skills in moral reasoning.

We end the class with answering questions about the course and student presentations of their own developmental plan on leadership.

Modalités d'enseignement

Organisation du cours

Students are expected to review the course material (articles, book chapters, videos, … ) before each session. In the first two hours of each session, students will engage in a group discussion about the material. In the last two hours the course material will be applied in exercises aimed at developing the underlying skills.

TypeNombre d'heuresRemarques
Face to face
Independent study
Estimated personal workload12,00  
Charge de travail globale de l'étudiant28,00  

Méthodes pédagogiques


    The final grade will be assigned according to the following distribution:

    - In class presentations: 50%.

    Different groups of students will each prepare an assigned topic and engage their colleague students in a group discussion about the material. This exercise not only strengthens their understanding of the topic, but develops their ability to function as a class leader. The instructor will support students where and when necessary.

    - Final paper: 50%.

    Using the course material and experiences during class, students are asked to write a paper that describes their personal leadership, highlighting strengths and weaknesses. Students are further asked to devise a ‘personal development plan’ summarized in a poster A3-document. These will be presented during the last session of class.

    Type de ContrôleDuréeNombrePondération
    Continuous assessment
    Oral presentation0,00050,00
    Final Exam
    Written exam0,00050,00
    TOTAL     100,00


    • Avolio, B. & Luthans, F. (2006). The high impact leader. Moments matter in accelerating authentic leadership development. McGraw-Hill, NY. -

    • Bass (2008). The Bass handbook of leadership Theory, Research & Managerial Applications. Free Press, NY -

    • George, B. (2007). True north: Discovering your authentic leadership. Jossey-Bass, SF -

    • Selection of articles : -

      Goleman, D. (1998). On what makes a leader? Harvard Business Review, 82(1), 82-+.
      - Goffee, R., & Jones, R. (2005). Managing authenticity. The paradox of great leadership. Harvard Business Review, 83(12), 86-+.
      - Morgan, N. (2008). How to become an authentic speaker Harvard Business Review, 86(11), 115-+.

    Ressources internet

    * Informations non contractuelles et pouvant être soumises à modification
    Vidéo : Un campus à vivre
    Notre chaîne Youtube