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Leadership and Team Management



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Module name (EN):
Name of module in study programme. It should be precise and clear.
Leadership and Team Management
Degree programme:
Study Programme with validity of corresponding study regulations containing this module.
Industrial Engineering, Bachelor, regulation 01.10.2021
Module code: WIB21-WPM-S-900
SAP-Submodule-No.:
The exam administration creates a SAP-Submodule-No for every exam type in every module. The SAP-Submodule-No is equal for the same module in different study programs.
P450-0064
Hours per semester week / Teaching method:
The count of hours per week is a combination of lecture (V for German Vorlesung), exercise (U for Übung), practice (P) oder project (PA). For example a course of the form 2V+2U has 2 hours of lecture and 2 hours of exercise per week.
2V+2U (4 hours per week)
ECTS credits:
European Credit Transfer System. Points for successful completion of a course. Each ECTS point represents a workload of 30 hours.
5
Semester: 5
Mandatory course: no
Language of instruction:
English
Assessment:
Group presentation (50%), term paper (50%)

[updated 26.10.2026]
Exam recurrence:
The information regarding exam recurrence is found within the exam regulation of the study programme.
Applicability / Curricular relevance:
All study programs (with year of the version of study regulations) containing the course.

WIBASc-525-625-FÜ38 Industrial Engineering, Bachelor, regulation 01.10.2013 , semester 5, optional course, general subject
WIB21-WPM-S-900 (P450-0064) Industrial Engineering, Bachelor, regulation 01.10.2021 , semester 5, optional course, general subject

Suitable for exchange students (learning agreement)
Workload:
Workload of student for successfully completing the course. Each ECTS credit represents 30 working hours. These are the combined effort of face-to-face time, post-processing the subject of the lecture, exercises and preparation for the exam.

The total workload is distributed on the semester (01.04.-30.09. during the summer term, 01.10.-31.03. during the winter term).
60 class hours (= 45 clock hours) over a 15-week period.
The total student study time is 150 hours (equivalent to 5 ECTS credits).
There are therefore 105 hours available for class preparation and follow-up work and exam preparation.
Recommended prerequisites (modules):
None.
Recommended as prerequisite for:
Module coordinator:
Prof. Dr. Petra Garnjost
Lecturer: Prof. Dr. Petra Garnjost

[updated 09.02.2022]
Learning outcomes:
After successfully completing this module, students will:
•       be able to identify and characterize the determinants of effective teamwork
•       be able to identify dysfunctions in teams and propose solutions
•       be able to analyze the different roles and typical behaviors in teams
•       be able to reflect on the skills, behaviors, and attitudes of successful employee leadership
•       be able to develop solutions to leadership problems by building relationships and motivating others
•       be familiar with the concept of New Work and its impact on the demands of the working world
•       be able to develop an individual development plan for themselves to expand their leadership skills profile
•       be able to assess their communication skills and their (self-)organizational skills well

[updated 26.10.2026]
Module content:
This module covers teamwork, effective leadership, and new work concepts. Based on scientific studies, students will analyze teams, team dynamics, and individual leadership behavior. Building on this, measures for team development and the development of individual leadership behavior will be evaluated and tested in a practical manner through tests, simulations, role-playing, and other interactive methods. Students will also have the opportunity to test and reflect on their own behavior in teams and in leadership situations, and to expand their behavioral repertoire.
 
Working in a team
1.      Team analysis
2.      Team development
3.      Decision making in teams
4.      Negotiating and conflict management
5.      Multicultural teams
 
Management/Leadership
1.      Introduction to the topic of management/leadership
2.      Emotional intelligence
4       Transformational leadership
5.      Global leadership
 
New Work
1.      Agile working
2.      Project organization
3.      Digital/hybrid work
 
Individual leadership skills/behavior in teams
1.        Self-evaluation
2.        Personal development plan


[updated 26.10.2026]
Teaching methods/Media:
Various interactive teaching methods will be used, such as exercises, case studies, group work, role-playing, group discussions, self-evaluation, and reflection.
Materials for preparing for the individual sessions (videos, literature, presentations) will be available on Moodle.


[updated 26.10.2026]
Recommended or required reading:
•       Brett, J., Behfar, K., & Kern, M. C. (2009). Managing multicultural teams. The Essential Guide to Leadership, 85.
•       Collins, J. (2007). Level 5 leadership. The Jossey-Bass reader on educational leadership, 2, 27-50.
•       DuBrin, AJ., Leadership: Research findings, practice, and skills (8 ed.). Cengage Learning, Boston, MA 2016.
        ISBN 78-1-285-86636-9
•       Eisenhardt, K. M., Kahwajy, J. L., & Bourgeois III, L. J. (2009). How management teams can have a good fight.
        Harvard Business Review Press.
•       Frisch, B. (2008). When teams can’t decide. What Makes a Decisive Leadership Team, 2.
•       Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional
        intelligence. Harvard Business Press.
•       Kotter, J. P. (2007). What leaders really do. Harvard Business Review, 68(3).
•       Fernandez, D. J., & Fernandez, J. D. (2008). Agile project management—agilism versus traditional approaches.
        Journal of computer information systems, 49(2), 10-17.
•       Hass, K. B. (2007). The blending of traditional and agile project management. PM world today, 9(5), 1-8.
•       Larson, B. Z., & Makarius, E. E. (2018). The virtual work skills you need—even if you never work remotely.
        Harvard Business Review, 5(2018), 5


[updated 26.10.2026]
 
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