MGMT 501 Leadership Communication: 

 

Are leaders born, and is it simply alpha dominance? Or are leadership skills and behaviors to be learned? Can quiet introverts be compelling writers and speakers? You 
must, and you can. 

Intent, Message, and Messaging. You start with a systematic survey of leadership & communication principles. You will then have ample self-surveys, exercises and 
peer reflection to help you develop a personal model. The course includes key topical areas such as: written/oral, semantic/graphical; formal/informal, overt/implicit, 
personal/mediated; conflict resolution; the true role of emotions in how humans make pivotal decisions; and electronic and social media. 

Upon registration, you will be sent a brief survey that enables the instructor to fine tune the course towards your situation and needs. 

 

2.000 Credit Hours 

Course Objectives 

Theory and principles provide a frame for the course’s practical objectives: that you (a) understand your innate model or style, and (b) develop skills for correct, 
effective, and adaptive leadership and communications. 

There will be ample activities (self-surveys; business and situational case analysis and presentation; reflections) for developing effective message content and 
structure, while the process and presentation are opportunities themselves used for as well: 

What you learn, ultimately, must be reducible to a “pocketable” model if it is to be enduring and adaptive. The information era places you in a world of complex and 
quickly shifting context; conflicting goals; and fluid relational dynamics. This course can help you articulate and develop your model. 

Using the following resources: 

1. Historical and individual concepts and practice; 

2. Personal experiences and insights 

4. Self-inventory; 

4. Cinematic portrayal of leadership and its development; 

4. Case studies; 

5. Readings; 

6. Group interaction. 

Grading 

20% Attendance & Presence 

40% Individual Deliverables: 

40% Group Analyses & Presentations 

 

90% - 100% = A 

80% - 89% = B 

70% - 79% = C 




 

 


 

Session 

Topical area 

Materials 

Group Activities 

Individual 

 

Text: (Chapter tracts) 

Hynes, Geraldine, Chapters 2 (pp 26-42); 7 (pp 159-176) 

Managerial Communications 5th Ed (New York: McGraw-Hill 2010) 

 

Workbook: 

Clark, Thomas D., Power Communications (Dubuque, IA: Kendall Hunt 
Publishing Co. 2010) 

 

Master & Commander: 
cinema based on Patrick O’Brian’s book: 


Case & Reading Handouts 

Collingswood, Harris, “Personal Histories: Leaders Remember the Moments 
and People Who Shaped Them”, Reprint R0111B, Harvard Business Review 
(Boston, MA: Harvard Business School Publishing 2001) 

Peters, Thomas, “Leadership”, Reprint R0111J, Harvard Business Review 
(Boston, MA: Harvard Business School Publishing 2001) 

Goffee, Robert, and Jones, Gareth, “Followership”, Reprint R0111L. Harvard 
Business Review, ( Boston, MA: Harvard Business School Publishing 2001) 

Williams, G.A. et al., “Change the Way You Persuade” Harvard Business 
Review, ( Boston, MA: Harvard Business School Publishing 2002) 

Goleman, D. et al., “Primal Leadership” Reprint R0111C Harvard Business 
Review, ( Boston, MA: Harvard Business School Publishing 2001) 

Pagonis, William G.: "Leadership in a Combat Zone" Reprint 92607 
(Boston, MA: Harvard Business School Publishing 1992) 

 

 

Each student will be part of two groups: 

Case Groups 

Deliverables: 

a. Written Content 
b. Presentation & Discussion. 


 

Peer Reflection Groups will be assigned for a 
mix of personalities and styles, for 
informal feedback. 

 

13JAN 

Q&A: grading; deliverables; 

Leadership 

1. Survey of leadership theory 
2. A simple, practical model 


 

Form Case Groupings of 6 people 

In-Class 
Individual Survey: 

Leadership Role 
Quadrants 

 

20JAN 

 


Each Case Group will be assigned one of 
the Readings: 

1 Goleman – Primal Leadership 

2 Peters - Leadership 

3 Williams - Persuasion 

4 Collingswood: Personal Histories 

5 Goffee: Followership 

6.Pagonis, Combat Zone 

Each Group to discuss as a Panel, 
then Lead Class Discussion. 

 

 

 

Individual 2-5 pages. 
(Emphasize critique, 
less of summary). 

25% Grasp 

50% Critical Analysis 

25% Grammar & 
Writing 




27JAN 

Communication: 
Structural Frameworks. 

1. Communications: 
Aspects & Structure 
2. Leadership & 
Communication: 
Intent: Pulling the string. 
a. Brim Role Quadrants 
b. Articulation Quadrants: 


3. Message: Planning & 
Organizing 


Master & Commander: 

The 19th century English warship as a 
military command and as an enterprise. 
Each scene is a showcase of leadership 
and non-leadership, good and bad. 

Discussion themes: 

. Captain as Master, as Commander 
. Good & Bad, and Nonleadership 
. Leadership Communication 
. Mentoring and the development of 
leaders. 


 

Hynes, G.: Ch 2 Managerial Comm Process 

Clark, T: Ch 1-5 Plan & Organize 

Case Groups: 

Analysis, Presentation, Discussion 
Master & Commander 

1: Scenes 02-06:Butcher’s Bill 

2: Scenes 07-12: Turning of the Tide 

3: Scenes 13-18 The Galapagos 

4: Scenes 19-24: Jonah 

5: Scenes 25-30: Surprise on Our Side 

6: Scenes 31-36: Requirements of Service 

Class audience will grade presenting group: 

. 40% grasp of the previous discussions of 
theory; 
. 40% originality of observation and insight; 
. 20% good articulation of your thoughts 
(communication being a significant 
leadership skill). 


Have your MBTI 
(MyersBriggs) 

 

03 FEB 

Communication: 

1. Written Communications 
2. A case for poetry 
3. Analytical & presentational 
tools 
a. Rational Case Analysis 
format 
b. Powerpoint 
c. Mindmaps 
d. Project & Collaboration 
apps 




Clark: Ch 6-11 Writing Mechanics 

 

Supplementary: 

 

Kawasaki, Guy (web) 

Peer Reflection Groups: 
Individual style, presence: peer feedback 
and advice. 
(Topic will be given in class: individual 
written responses followed by intragroup 
discussion/feedback.) 

Individual surveys: 
(Topic to be announced 
in class) 

10 FEB 

Communication: 
1. Speaking 

2. Culture, Context, Implicit 
Communications 
3. Graphical & Symbolic 
4. Electronically mediated 


Clark Ch 12-13: Speak with Power 

 

Case Study (HBR): Fire at Mann Gulch 

Optional Handouts/Websites: 

White, T. 

Hofstede, G 

Tufte, E 

Barratt, K 

BBC 

 

Case Groups: 

Written Analysis, Presentation, Discussion: 
Fire At Mann Gulch 

Firefighting tragedy that led to the deaths of 
12 smoke jumpers. Explores the myriad of 
poor decisions by the firefighting crew and 
their foreman. Teaching Purpose: To 
examine decision making & communications 
by teams and leaders in high- velocity, high-
risk environments. 

Audience grades the groups on: 

25% Case Analysis 

25% Case solution/conclusions 

30% Presentation & Facilitation 

10% (groupmates grade each other on 
contribution) 

Instructor will grade: 

10% :Grammar and construction 

 




17 FEB 

Communication: 

1. Listening 
2. Meetings 
3. Conflict Situations 


 

 

Hynes, G.: Ch 7 Managerial Comm Process 

 

Resources (web – to be finalized) 


Peer Reflection Groups: 

Individual style, presence: peer feedback and 
advice 
(Topic will be given in class: individual written 
responses followed by intragroup discussion ) 

 

 

24 FEB 

INTENT; MESSAGE, MESSAGING 

 

Summation 

 

 

 

Elocution: 
Write and Present a 5 
minute theme: 

My Personal 
Leadership Modeling 

Grading: 

Class audience will 
grade presenter: 

30% :Reflects grasp 
and application of 
course content 

40% :Culminates in 
an integration into 
a personal model 
and vision. 

15% :Persuasively 
delivered 

Instructor will grade 
paper: 
15% :Writing reflects 
care in grammar and 
construction