MIN 268 Organizational Leadership

Syllabus Winter 2018

Instructor Contact Information:

Name: Lieut. Col. (Dr) Susan L. van Duinen MDiv/DMin
Email: susan_van_duinen@can.salvationarmy.org
Phone Numbers: Home (204)480-0123
Cell (204) 806-4511

Course Description:
Duration: January 15 – April 13, 2018
Thursdays, 8:30 to 11:30 am
Delivery Mode: In class
Credits: 3 credit hours
Prerequisites: No prerequisites required

Time Extension Deadline: 29 March 2018

Voluntary Withdrawal Deadline: 9 March 2018
Voluntary Withdrawal for Cadets must be approved in advance by the CFOT Director of Academic Studies

This course is designed for students desirous of becoming effective leaders, committed to:
o Developing themselves,
o Understanding their motivation, and
o Understanding the purpose of their leadership

This course will also assist the students in understanding the unique organizational features of
The Salvation Army at the international, territorial, divisional, and local levels.

Course Objectives
A. Personal Leadership
1. Enable the students to understand their leadership journeys by reflecting upon
and framing their life stories and experiences to date.
1
 2. Enable the students to gain clarity and understanding of leadership as it pertains
to building cohesiveness and coherence so that the mission is fulfilled.
3. Define, describe, and demonstrate key principles of Biblical leadership.
4. Examine character, attitudes, and core leadership and professional
competencies.
5. Gain clarity about leadership principles, values, and ethical boundaries and how
they will respond to pressure when challenged.
6. Understand conceptual leadership focusing on areas of leading, managing,
planning, decision making, change process, and creativity.
7. Examine supporting skills in areas of communication, presentation, time
management, conflict resolution, and team building.
8. Explore how to build support teams and lead an integrated life.
9. Understand the purpose of their personal leadership and empowering other
leaders, while optimizing their leadership effectiveness.
10. Participate fully in small-group discussions about the reflective exercises.
11. Create a Personal Leadership Development Plan.

B. Organizational Leadership
1. Understand organizational structure at the international, territorial, divisional,
and local levels.
2. Explore international, territorial, and divisional mission, vision, and values.
3. Become familiar with Operating Policies.
4. Explore the role of accountability, roles/responsibilities.
5. Understand divisional restructuring.
6. Gain clarity at the ministry level of Boards/Councils, program assessment,
transitions.

Required Textbooks

George, Bill (2007). True North: Discover Your Authentic Leadership. San Francisco: Jossey-Bass.

George, Bill (2006). Finding Your True North: A Personal Guide. San Francisco: Jossey-Bass.

Clinton, J. Robert (2011). The Making of a Leader. Colorado Springs, CO.: NavPress.

Required Articles

Bennis, W., Thomas, R. (September, 2002). Crucibles of Leadership, Harvard Business Review.
http://home.trginc.com/sites/default/files/Crucibles%20of%20Leadership.pdf

Cameron, Kim S., Dutton, Jane E., & Quin, Robert E. (2003). Positive Organizational Scholarship.
San Francisco, CA.: Berrett-Koehler Publishers, Inc.

2
Crossan, M., Gandz, J., & Seijts, G. (2008). Cross Enterprise Leader. Ivey Business Journal, 72, p.
7

Goleman, Daniel (1998). What Makes a Leader?

http://www.undp.org/content/dam/samoa/docs/UNDP_WS_TLDP2_Whatmakesaleade
r.pdf

Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery (N9-406-
016)

Kramer, Roderick M. (October, 2003). Harder They Fall. Harvard Business Review. Reprint #:
R0310C
https://www.filion.ca/uploads/editor/file/publications/The%20harder%20the%20fall%2
0-%20Harvard%20Businee%20Review%20-%20Oct_%202003.pdf

Russell, Robert, F., Stone, A. Gregory (2002). A Review of Servant Leadership Attributes:
Developing a Practical Model. Leadership & Organization Develop Journal 23/3/ pg. 145-
147.
http://strandtheory.org/images/Russell_Stone_-_SL_Attributes.pdf

Webb, H. (2005). Stages of a Pastor’s Ministry. Retrieved from

http://www.lifeway.com/Article/stages-of-pastor-ministry (download the single page
pdf summary)

Recommended Readings

Autry, James A. The Servant Leader. How to Build a Creative Team, Develop Great Morale, and
Improve Bottom-Line Performance. NY: Three Rivers Press, 2001

Barna, G. (2002). A Fish Out of Water: 9 Strategies to Maximize Your God-given Leadership. TN:
Thomas Nelson Publisher-Business.

Clinton, J. Robert (2011). The Making of a Leader. Colorado Springs, Co: NavPress.

Cloud, D.H. (2006). Integrity: The Courage to Meet the Demands of Reality. New York, NY:
HarperCollins Publishers.

Northouse, Peter Guy (2012). Leadership: Theory and Practice. California: SAGE Publications

Peterson, E.H. (2007). The Jesus Way. Grand Rapids, MI: Eerdmans Publishing Company.

. (1997). Orders and Regulations for Officers. Retrieved April 2010 from Lotus
Notes
3
Course Schedule Outline

Classtime: 8:30 to 9:45 am

9:45 to 10:00 am Break
10:00 to 10:30 am
10:30 to 11:15 am (LDG)
Date Topics
January 16th -Use the class time to prepare the following:
(NO CLASS) - Using The Discover Your True North Fieldbook by Nick Craig, Bill George,
Scott Snook, complete pages 5, 6, 7,8 in your book and be ready for
discussion in the next class.
-Read chapter 2 in The Makings of a Leader. Do question 1 on page 55 and
be ready to share highlights from your time-line in the next class.

January 23rd -Course Introduction

-Discussion on the above
-True Colours

January 31st -Leadership Matrix

Wednesday -Introductions of Leadership Development Groups (LDG
afternoon -LDG

February 6th -Servant Leadership; Biblical Principles

-Your Leadership Journey and Life Story
-LDG

February 13th -Why Leaders Lose their Way

-Crucibles of Leadership
-LDG

February 19th –
25th READING WEEK

February 27th -Discovering Self (Resilience)

-Discovering Others
-Values, Principles, and Ethical Boundaries
-LDG

March 6th -Motivations and Motivated Capabilities

-The Integrated Leader
-LDG
4
 March 13th -How to Build a Team
-How to Build Your Support Team
-LDG

March 20th -Empowering Others to Lead (Coaching)

-Optimizing Your Leadership Effectiveness (Conflict)
-Organizational Culture, Behaviour, Structure
-LDG

March 28th -Salvation Army Structure (International, Territorial,

afternoon Divisional, Ministry Unit)
-Mission, Vision, Values
-Salvation Army Governance – International,
-Territorial, Divisional, Local
April 3rd -SA Corps Officer Leadership Issues
-Operating Policies, Orders, and Regulations
-Wrap Up - Questions & Answers

April 10th -A Life in Leadership (Presentations)

Course Requirements

Assignment 1 Leadership Profile 30%

Assignment 2 Create Your Personal Leadership Development
Plan (see chapter 13 of The Discover Your
True North Fieldbook 40%
Assignment 3 Group Participation and Facilitation 20%
Assignment 4 The Purpose of My Leadership Presentation 10%

Assignment 1: Leadership Profile - Due Date: Feb 28

Choose one leader and write a 5 page review and analysis of the individual’s accomplishments,
leadership style and philosophy, leadership impact, situational factors, and career influences.
This is not a book report or an individual’s resume, but a critical evaluation and synthesis of
their accomplishments and struggles.

You may choose an historical figure, biblical figure, or contemporary leader. You may gather
your information from published books or from first-person interviews. Indicate how you
gather the information. You may include someone you consider to be an exemplary leader or

5
someone you consider to have a failed leadership attempt. If you choose the latter, comment
on why, in your opinion, the person “failed”.

Consider the following:

• Was there drama in the story?
• Why did you find this person compelling enough to study?
• What did you learn about leadership from this profile?
• Does this person’s leadership story reflect some of the concepts
discussed in this course or your reading?

Assignment 2: Create Your Personal Leadership Development Plan (as per Chapter 13 in the
Fieldbook Due - Date: Mar 31

Create Your Personal Leadership Development Plan in chapter 13 of The Fieldbook. Be sure to
begin the process early so that you will have time to think through your plan. Be as thorough as
possible in developing your plan, even if it requires some forecasting about what lies ahead.
You will hand in your book March 31st
Late submissions - .5 deducted per day.

Assignment 3: Group Participation and Facilitation – Due Date: Apr 7

One of the most important skills that you will require is the ability to facilitate groups of various
sizes and composition. Participate fully in the LDGs and submit the Group Leader’s Facilitator
Feedback Form(s) for each time you facilitate a group.

Assignment 4: The Purpose of My Leadership Presentation – Due Date: Apr 10

It is important to establish and articulate your own philosophy about how you operate as a
leader and to share your plan for development thus ensuring a greater scope of accountability.
Prepare a 7 to 10 minute presentation sharing the following:
• What you think about leadership.
• What has influenced your thoughts on leadership from this
course?
• What personal principles are you not willing to violate?
• A statement on one focus from your development plan.

Assignments Submission Requirements

Please submit all assignments in your Moodle site or by email to

Susan_van_Duinen@can.salvationarmy.org

6
Indicate in the subject line of your email – Assignment # ? or Leadership Development Group
Form.

Class participation
Required

Final Exam
None

Letter Grades & Grade Points

A+ (4.5) Exceptional performance with evidence of outstanding original thinking, superior
organization, exceptional capacity to analyze and synthesize; a superior grasp of the subject
matter with sound critical evaluations; evidence of an extensive knowledge base. A final
grade of A+ may be awarded only with the approval of the Academic Dean.
A (4.0) Excellent performance with evidence of excellent original thinking, excellent
organization, excellent ability to analyze and synthesize; an excellent grasp of the subject
matter with sound critical evaluations; evidence of an extensive knowledge base.
B+ (3.5) Very good performance with evidence of original thinking, very good organization,
demonstrated ability to analyze and synthesize; a very good grasp of the subject matter;
evidence of good critical judgment, a very good understanding of the relevant issues under
examination; very good familiarity with the relevant literature.
B (3.0) Good performance with evidence of a good grasp of the subject matter; evidence of
critical capacity, good analytical ability, a good understanding of the relevant issues under
examination; evidence of good familiarity with the relevant literature.
C+ (2.5) Satisfactory performance with evidence of a satisfactory grasp of the subject
matter; evidence of critical capacity, demonstrated analytical ability, an understanding of the
relevant issues under examination; evidence of familiarity with the relevant literature.
C (2.0) Adequate performance with evidence of an adequate grasp of the subject matter;
some evidence of critical capacity, an ability to develop solutions to simple problems found in
the material; evidence of familiarity with some of the relevant literature.
D (1.0) Marginal performance with evidence of marginal familiarity with the subject matter
and some evidence that critical and analytical skills have been used.
F (0) Inadequate performance with little evidence of even a superficial understanding of
the subject matter; serious weaknesses in critical and analytical skills; limited or irrelevant
use of the literature; failure to satisfy course requirements.
The College does not use a standard percentage scale to correspond to the letter grade and
grade points. If an instructor intends to use a percentage scale, that scale will be included in the
course syllabus.

7
Bibliography

Anderson, Leith (1991). Leadership that Works. Minneapolis: Bethany House Publishers.

Anderson, L. (1999). Leadership that works: Hope and direction for church and parachurch
leaders in today’s complex world. Minneapolis, MN: Bethany House

Berkely, James D. (Ed.) (1994) Leadership Handbook of Management and Administration. Grand
Rapids, Michigan: Baker Books.

Bennis, W. (2009). On Becoming a Leader. MASS: Addison-Wesley Publishing Co.

Blanchard K. & Ridge G. (2009). Helping People Win at Work. Upper Saddle River, NJ: Polver
Publishing and Garry Ridge Publishing as FT Press.

Cashman, K. (2008). Leadership From the Inside Out: Becoming a Leader for Life. San Francisco,
CA: Berrett Koehler Publishers, Inc.

Clinton, J.R. (2007). Finishing Well – Six Characteristics.

http://www.impactleader.org/articles/wp-content/uploads/Finishing-Well-Six-
Characteristics.pdf

Cloud, Henry (2014). Never Go Back. New York: Howard Books

Gibbs, Eddie (2005). Leadership Next: Changing Leaders in a Changing Culture. Downers Grove,
IL: InterVarsity Press

Goleman, D. (2002). A Primal Leadership: Realizing the Power of Emotional Intelligence. Boston,
MA: Harvard Business School Press

Irvine, Andrew R. (2003). Clergy Well-being Seeking Wholeness with Integrity. Toronto, ON:
Knox College and the Beatty Rykerman Trust

Maxwell, J. (2000). The 21 Most Powerful Minutes in a Leader’s Day. Nashville, TN: Thomas
Nelson Publishers

McIntosh, G.L., Rima, S.D. (2007). Overcoming the Dark Side of Leadership: The Paradox of
Personal Dysfunction, Revised Edition. Grand Rapids, MI: Baker Books

Sanders, O. (1967). Spiritual Leadership. Chicago: Moody Bible Institute

Wilkes, C. Gene (1998) Jesus on Leadership. Wheaton, IL: Tyndale House Publishers

8
Yuill, Chick (2003). Leadership on the Axis of Change. Alexandria, Virginia: Crest Brooks

(1974). Orders and Regulations for Officers of The Salvation Army. Volume One –
Principles; Volume Two – Procedures. St. Albans, Herts: Campfield Press

(1987). Orders and Regulations of The Salvation Army. Volume Two St. Albans,
Herts: Campfiled Press

(2004). Orders and Regulations for Divisional Commanders. London, Eng.: The
Salvation Army International Headquarters

Academic Policies
Cadets are responsible for reviewing and abiding by all Booth UC academic policies in the
current Academic Calendar. Three policies of particular relevance are:

Academic Integrity
It is a serious offence to present a piece of work for course credit as one’s own if the work or a
portion thereof was done by some other person (plagiarism). Actions of plagiarism harm both
the student and the reputation of the University College. Plagiarism or any form of cheating in
examinations or term tests (e.g. crib notes) is subject to serious academic penalty that may
include loss of part or all of the marks for an assignment/test, failure in the course, dismissal
from the University College, or other serious consequences. Plagiarism or cheating in a course
in which a student is cross-registered with the University of Manitoba may lead to disciplinary
action by the University according to its policies.

To plagiarize is to take ideas or words of another person and pass them off as one’s own. In
short, it is stealing something intangible rather than an object. Obviously it is not necessary to
state the source of well known or easily verifiable facts, but students are expected to
acknowledge the sources of ideas and expressions they use in their written work, whether
quoted directly or paraphrased. This applies to diagrams, statistical tables and the like, as well
as to written material and materials or information from Internet sources. Failure to do so
constitutes plagiarism. It will also be considered plagiarism and/or cheating if a student submits
an assignment in whole or in part by someone other than him/herself, or copies the answer or
answers of another student in any test, examination, or take-home assignment.

At the beginning of their program of study, all students are required to complete the prescribed
plagiarism tutorial.

Instructors are required to report all allegations of plagiarism or cheating to the Academic Dean
before a grade is assigned. The original assignment is submitted to the Academic Dean.

The Academic Dean will chair a joint meeting of student and instructor to hear both the
allegations and the student’s response to the allegations. The Academic Dean will then make a
determination whether or not plagiarism or cheating has in fact occurred and decide on

9
appropriate disciplinary measures. The student and instructor will be notified of the Academic
Dean’s decision in writing. A copy of the decision will be sent to the Registrar and University
College President. The student has the right to appeal the decision of the Academic Dean (see
Academic Appeals).

Absenteeism
Class attendance (Cadet Manual 3.2.4) is essential to your learning and important to me as your
instructor. You may miss two 75-minute classes without penalty but additional absences will
incur a grade reduction of 4% for every class missed. If you are unable to attend class, it is your
responsibility to cover the work for that day. You are required to communicate all absences
directly to the instructor and personnel officer.

Policy on the Use of Personal Computers, Electronic Devices and Cell Phones in CFOT
Classrooms

Computer / Personal Electronic Device (PED) Usage Policy (Cadet Manual 3.7.1)

“Course instructors may choose to allow Cadets/Students to bring personal laptop computers /
PEDs to class for note taking. Cadets/students should exhibit the highest level of integrity while
using computers/PEDs in class and remain fully 'engaged' in the class. During class time
Cadets/Students will refrain from using their computers/PEDs for personal use, this includes
surfing the internet, emails, Facebook, chat rooms, etc. Cadets/Students who choose to
'disengage' from class lectures and use their computers / PEDs for surfing the internet, chatting
on internet sites, sending emails, etc. may be asked by the instructor(s) to refrain from using
the computer / PED during the remainder of the class as well as in future classes.

Policy on Unclaimed Term Work

It is the student’s responsibility to claim all term work, assignments or tests. Any term work
that has not been claimed by students will be held for a period of four months from the end of
final exam period for the term in which the work was assigned. At the conclusion of this time,
all unclaimed term work will be destroyed according to FIPPA guidelines.

10