Organ Leader & Decision Making

School of Computer and Information Sciences

COURSE SYLLABUS

Course Information

ITS630 – A01 Organ Leader & Decision Making

Fall 2020 First Bi-Term

Course Format: Online

CRN: 11684

Instructor Information

Name: Dr. Mamdouh Babi

Email: [email protected]

Phone: 440-525-1936

Office Location: FL

Office Hours/Preferred Contact Times: By Appointment

Course Description

One of the most important skills a business leader needs to have concerning technology

involves effective decision making and governance. This class will consist of a case study

approach presenting different scenarios that require decisions to be made on technology

issues that are relevant to today�s business environment. Students will develop the skills

for understanding the components and elements of these technology decisions, and

assess associated risks. This course will draw upon a cross section of technology, finance,

security, project management, leadership, and other aspects of effective decision making.

Course Objectives

Upon completion of this course:

1. Develop IT strategy for business value,

2. – Explain the principles of business metrics and its application in the business

setting,

3. – Explore and explain the principles of communications with business managers.

Learner Outcomes

Compare and contrast the difference between leadership and management in a

digital world

Understand how innovation assists organizations with transformation principles and

practices

Understand how organizational culture impacts productivity

Articulate what ethical leadership is and how it impacts culture

Evaluate leadership traits that are most influential and impactful in strategic

business decisions.

Course Website

Access to the course website is required via the iLearn portal on the University of the

Cumberlands website: http://www.ucumberlands.edu/ilearn/

or https://ucumberlands.blackboard.com/

Required Books and Resources

Title: IT Strategy: Issues and practices

Authors: McKeen, J. D., & Smith, H. A.

Publisher: Pearson

Publication Date: 2015

Edition: Third Edition

Course Required text can be found and purchased via the UC Barnes and Noble Bookstore:

https://cumber.bncollege.com/shop/cumberlands/page/find-textbooks

Suggested Books and Resources

http://www.schoolcounselor.org/

Organizational Ethics

ISBN: 9781506361765

Authors: Craig E. Johnson

Publisher: SAGE Publications

Publication Date: 2018-01-31

Building Leadership Character

ISBN: 9781544343112

Authors: Amy Newman

Publisher: SAGE Publications

Publication Date: 2018-03-28

Organizational Leadership

ISBN: 9781529715460

Authors: John Bratton

Publisher: SAGE

Publication Date: 2020-02-10

Edition: 1st ED.

Requirements and Policies

Academic Integrity/Plagiarism

At a Christian liberal arts university committed to the pursuit of truth and understanding,

any act of academic dishonesty is especially distressing and cannot be tolerated. In

general, academic dishonesty involves the abuse and misuse of information or people to

gain an undeserved academic advantage or evaluation. The common forms of academic

dishonesty include:

Cheating – using deception in the taking of tests or the preparation of written work,

using unauthorized materials, copying another person’s work with or without

consent, or assisting another in such activities.

Lying – falsifying, fabricating, or forging information in either written, spoken, or

video presentations.

Plagiarism—using the published writings, data, interpretations, or ideas of another

without proper documentation

Plagiarism includes copying and pasting material from the internet into

assignments without properly citing the source of the material.

Episodes of academic dishonesty are reported to the Vice President for Academic Affairs.

The potential penalty for academic dishonesty includes a failing grade on a particular

assignment, a failing grade for the entire course, or charges against the student with the

appropriate disciplinary body.

Attendance Policy

Course enrollment and participation will be monitored and verified for all students during

the first two weeks of classes. Lack of participation during this time may jeopardize

enrollment status. Each student is expected to meet course expectations by completing

the coursework required each week. Active participation and staying abreast of the

material is essential to success. Program specific attendance policies may still apply.

Participation Policy:

Study after study has linked successful academic performance with good class

participation. Those who assume positions of responsibility must “show up” in order to be

effective. Therefore, students are expected to actively participate in intelligent discussion

of assigned topics in all areas (Discussion Board Activities, Synchronous Sessions, Forums,

Shared Papers, etc.) to help process course material and/or to demonstrate understanding

of course content. Point adjustments will be taken for non-participation.

Disability Accommodations

University of the Cumberlands accepts students with certified disabilities and provides

reasonable accommodations for their certified needs in the classroom, in housing, in food

service or in other areas. For accommodations to be awarded, a student must submit a

completed Accommodations Application form and provide documentation of the disability

to the Disability Services Coordinator (Mr. Jacob Ratliff, Boswell Campus Center, Student

Services Office Suite, [email protected]). When all paperwork is on file, a

meeting between the student and the Coordinator will be arranged to discuss possible

accommodations before accommodations are formally approved. Students must then meet

with the Coordinator at the beginning of each semester before any academic

accommodations can be certified for that term. Certifications for other accommodations

are normally reviewed annually.

Academic Appeal

Both undergraduate and graduate students have the right to challenge a grade. If

discussions with the course instructor and department chair do not lead to a satisfactory

conclusion, students may file a formal written appeal with the Vice President for Academic

Affairs, who will forward the appeal to the chair of the Academic Appeals Committee. This

formal written appeal must be filed by the end of the 4th week of classes in the next

regular term following the term in which the course in question was taken. The Academic

Appeals Committee then gathers information from the student, the instructor, and any

other relevant parties. The Committee will deliver its recommendation on the complaint to

the Vice President for Academic Affairs. After reviewing this recommendation and

concurring or amending it, the Vice President for Academic Affairs will inform the student

and instructor of the disposition of the complaint no later than the last day of classes of

the term in which the complaint was filed. Records of all actions regarding academic grade

appeals, including their final disposition, are maintained by the Vice President for

Academic Affairs and the Academic Appeals Committee. (Undergraduate Catalog/Graduate

Catalog)

Student Responsibilities

Students should:

Use University of the Cumberlands email system for all academic, administrative,

and co-curricular communication between faculty, staff and peers.

Check for email and class announcements using iLearn (primary) and University of

the Cumberlands webmail (secondary) daily.

Demonstrate Cumberlands Character in and outside the classroom per the University

Mission & Vision

Ensure you have consistent required technology for the course

Participate in courses regularly to:

Find announcements and updates

Complete assignments on time. Keep in mind that all deadlines use Eastern

Standard Time (EST).

Engage in discussion

Connect with fellow students and faculty

Present written work in an academic and professional manner.

Take examinations on the designated dates and times. Students should make

arrangements with faculty before the designated date for any needed

accommodations.

Contact faculty or student success coordinator with questions or concerns.

Course Policies

The only authorized electronic means of academic, administrative, and co-curricular

communication between University of the Cumberlands and its students is through

the UCumberlands email system (i.e. Webmail). Each student is responsible for

monitoring his/her University email account frequently. This is the primary email

account used to correspond with you directly by the University; imperative program

information is sent to this email account specifically from campus and program

office.

Students should check for e-mail and class announcements using iLearn (primary)

and University of the Cumberlands webmail (secondary).

Students are expected to find out class assignments for missed classes and make up

missed work.

Students are expected to find out if any changes have been made in the class or

assignment schedule.

Written work must be presented in a professional manner. Work that is not

submitted in a professional manner will not be evaluated and will be returned as

unacceptable.

There is a craft to writing. Spelling, grammar, punctuation and diction (word

usage) are all tools of that craft. Writing at the collegiate level will show careful

attention to these elements of craft. Work that does not exhibit care with

regard to these elements will be considered as inadequate for college writing

and graded accordingly.

Students are expected to take the examinations on the designated dates. If you are

unable to take the exam on the scheduled date and know in advance, you are to

make arrangements with your professor before the designated date. If you miss the

exam, you must have a legitimate reason as determined by your professor.

Recognizing that a large part of professional life is meeting deadlines, it is necessary to

develop time management and organizational skills. Failure to meet the course deadlines

may result in penalties. Keep in mind that all deadlines are set using Eastern Standard

Time (EST). Late assignments will NOT be accepted.

Course Activities and Experiences

Students are expected to:

• Review any assigned reading material and prepare responses to homework assigned.

• Actively participate in activities, assignments, and discussions.

• Evaluate and react to each other’s work in a supportive, constructive manner.

• Complete specific assignments and exams when specified and in a professional manner.

• Utilize learned technologies for class assignments.

• Connect content knowledge from core courses to practical training placement and

activities.

Links to Support

UC Academic Catalog: https://www.ucumberlands.edu/academics/academic-catalog

UC Student Handbook: https://www.ucumberlands.edu/student-handbook

Academic Resources & Writing Center: www.ucumberlands.edu/learningcommons

Library: http://www.ucumberlands.edu/library/

Bookstore: https://cumber.bncollege.com/shop/cumberlands/home

About University of the Cumberlands:

https://www.ucumberlands.edu/about/presidents-welcome

Course Evaluation

A student will be evaluated/weighted on the following basis:

Course Weekly Participation (Discussions):    10%  Course Grade

Course Weekly Assignments (Case Studies): 20%  Course Grade

Portfolio Project:      20%  Course Grade

Policies (Acceptance of Course Policies):    5%  Course Grade

STP (Create a Strategic Plan):     5%   Course Grade

MidTerm Exam: 20%  Course Grade

Final Exam: 20%  Course Grade

Grading Scale

Graded work will receive a numeric score reflecting the quality of performance as given

above in evaluation methods. The overall course grade will be determined according to the

following scale:

A= 900 – 1000 (90% – 100%)

B= 800 – 899 (80% – 89%)

C = 700 – 799 (70% – 79%)

F < 699 (Below 69%)

Course Schedule

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

Lesson 1:Leadership vs. Management and How Leadership Impacts Decisions in the Digital

Space

Resources Required Reading:

Read Chapters 1, 2, and 3 in text

IT Strategy: Issues and practices, McKeen, J. D., & Smith, H. A.,

Pearson, 2015, Third Edition

Read Chapter 1 in the text

Read Benbya, H., Ning Nan, Tanriverdi, H., & Youngjin Yoo. (2020).

Complexity and Information Systems Research in the Emerging

Digital World. MIS Quarterly, 44(1), 1–17.

https://doi.org/10.25300/MISQ/2020/13304

http://search.ebscohost.com/login.aspx?

direct=true&AuthType=shib&db=buh&AN=141995164&site=eds-

live&custid=s8501869&groupid=main&profile=eds_new

Optional Resources:

Read: Chapter 1 Journal articles

Journal Article 1.1:Trumpy, A.J. and Elliott, M. (2019) ‘You

lead like a girl: Gender and children’s leadership

development’, Sociological Perspectives, 62(3): 346–365.

Journal Article 1.2:Sudha, K.S., Shahnawaz, M. G. and

Farhat, A. (2016) ‘Leadership styles, leader’s effectiveness

and well-being: Exploring Collective Efficacy as a Mediator’,

Vision, 20(2): 111–120.

View: Chapter 1 Videos

Chapter 1: https://study.sagepub.com/bratton/student-

resources/sage-video/chapter-1-the-nature-of-leadership

0 points

Discussion After completing the reading this week, please review table 1.2 in

the text and review the distinction between leadership and

25 points

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

management. Then think about this in regard to how senior

leaders versus senior managers lead change in an organization

(especially when it comes to technical change in an organization).

This week please reflect on these concepts and answer the

following questions:

1. When implementing change in an organization, there are

always culture issues that are faced, such as not accepting

change, determine how differently this would be handled

thinking about the management versus leadership

constructs?

2. When dealing with performing work, how is this

implemented differently within the management versus

leadership constructs?

Please be sure to answer all of the questions above in the initial

post.

Please ensure the initial post and two response posts are

substantive. Substantive posts will do at least TWO of the

following:

· Ask an interesting, thoughtful question pertaining to the topic

· Expand on the topic, by adding additional thoughtful information

· Answer a question posted by another student in detail

· Share an applicable personal experience

· Provide an outside source

· Make an argument

At least one scholarly (peer-reviewed) resource should be used in

the initial discussion thread. Please ensure to use information

from your readings and other sources from the UC Library. Use

APA references and in-text citations.

Please be sure to engage by Wednesday at 11:59pm ET and then

engage on two more days throughout the week (for a total of

Initial post

due by

Thursday

Aug. 27,

2020.  Two

or more

peers with

substantive

responses

by Sunday,

Aug. 30,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

three days of engagement, before Sunday at 11:59pm, ET).

Note: This discussion is a REQUIRED ASSIGNMENT it is worth

twenty-five (25) points. You are required to respond to the

question in order to obtain credit for the assignment by the due

date. If you do not respond to the question by the due date, you

will receive a zero (0) for this assignment. There is a grading

criterion associated with this assignment. Your work will be

compared against your peers using SafeAssign for plagiarism. You

will be able to review every other submission once you complete

your entry, so please note that copying other people’s responses

will not be tolerated.

Written

Work

This week’s journal article was focused on the Complexity of

Information Systems Research in the Digital World. Complexity is

increasing as new technologies are emerging every day. This

complexity impacts human experiences. Organizations are

turning to digitally enabled solutions to assist with the emergence

of digitalization.

Please review the article and define the various technologies that

are emerging as noted in the article. Note how these emerging

technologies are impacting organizations and what organizations

can to do to reduce the burden of digitalization.

Be sure to use the UC Library for scholarly research. Google

Scholar is also a great source for research. Please be sure that

journal articles are peer-reviewed and are published within the

last five years.

The paper should meet the following requirements:

3-5 pages in length (not including title page or references)

APA guidelines must be followed. The paper must include a cover

page, an introduction, a body with fully developed content, and a

conclusion.

A minimum of five peer-reviewed journal articles.

100 points

Due by

Sunday

Aug. 30,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

Policies

(Acceptance

of Course

Policies)

The writing should be clear and concise. Headings should be used

to transition thoughts. Don’t forget that the grade also includes

the quality of writing.

Note: This written assignment is a REQUIRED ASSIGNMENT it is

worth one-hundred (100) points. You are required to answer the

questions as stated in the assignment question in order to obtain

credit for the assignment by the due date. If you do not complete

the assignment by the due date, you will receive a zero (0) for

this assignment. There is a grading criterion associated with this

assignment. Your work will be compared to other’s work, using

SafeAssign for plagiarism, so please note that copying other

people’s responses will not be tolerated.

Policies (Acceptance of Course Policies)

5 points

Due by

Sunday

Aug. 30,

2020

Lesson 2:Organizational Performance, Innovation, and the TAM Methodology

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

Resources Required Reading:

Read Chapters 4, 5, and 6 in text

IT Strategy: Issues and practices, McKeen, J. D., & Smith, H. A.,

Pearson, 2015, Third Edition

Read Chapter 2 in the text

Read AKCIL, U., ALTINAY, Z., DAGLI, G., & ALTINAY, F. (2019). The

Role of Technology Leadership: Innovation for School Leadership

in Digital Age. ELearning & Software for Education, 2, 323.

http://search.ebscohost.com/login.aspx?

direct=true&AuthType=shib&db=edb&AN=135939718&site=eds-

live&custid=s8501869&groupid=main&profile=eds_new

Optional Resources:

Read: Chapter 2 Journal articles

Journal Article 2.1:Learmonth, M. and Morrell, K. (2017)

‘Is critical leadership studies ‘critical’?’ Leadership, 13(3):

257–271.

Journal Article 2.2:Spector, B.A. (2016) ‘Carlyle, Freud,

and the great man theory more fully considered’,

Leadership, 12(2): 250–260.

View: Chapter 2 Videos

Chapter 2: https://study.sagepub.com/bratton/student-

resources/sage-video/chapter-2-strategic-management-

innovation-and-leadership-part-1

0 points

Discussion After completing the reading this week, we reflect on a few key

concepts this week:

1. Organizational performance is the fifth aspect of the model,

reflect on the question, do certain leadership behaviors

improve and sustain performance at the individual, group,

and organizational level? Please explain your response.

2. There were two types of innovation addressed this week

(product and process innovation), please note your own

25 points

Initial post

due by

Thursday

Sep. 03,

2020. Two

or more

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

personal definition of these concepts and offer an example

of both.

Please be sure to answer all of the questions above in the initial

post.

Please ensure the initial post and two response posts are

substantive. Substantive posts will do at least TWO of the

following:

· Ask an interesting, thoughtful question pertaining to the topic

· Expand on the topic, by adding additional thoughtful information

· Answer a question posted by another student in detail

· Share an applicable personal experience

· Provide an outside source

· Make an argument

At least one scholarly (peer-reviewed) resource should be used in

the initial discussion thread. Please ensure to use information

from your readings and other sources from the UC Library. Use

APA references and in-text citations.

Please be sure to engage by Wednesday at 11:59pm ET and then

engage on two more days throughout the week (for a total of

three days of engagement, before Sunday at 11:59pm, ET

Note: This discussion is a REQUIRED ASSIGNMENT it is worth

twenty-five (25) points. You are required to respond to the

question in order to obtain credit for the assignment by the due

date. If you do not respond to the question by the due date, you

will receive a zero (0) for this assignment. There is a grading

criterion associated with this assignment. Your work will be

compared against your peers using SafeAssign for plagiarism. You

will be able to review every other submission once you complete

peers with

substantive

responses

by Sunday,

Sep. 06,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

your entry, so please note that copying other people’s responses

will not be tolerated.

Written

Work

This week’s journal article was focused on how information and

communication innovation drives change in educational settings.

The key focus of the article was how technology-based leadership

has driven the digital age. Also, that the role of technology

leadership incorporates with the Technology Acceptance Model

(TAM).

In this paper, address the following key concepts:

1. Define TAM and the components.

2. Note how TAM is impacting educational settings.

3. Give an overview of the case study presented and the

findings.

Be sure to use the UC Library for scholarly research. Google

Scholar is also a great source for research. Please be sure that

journal articles are peer-reviewed and are published within the

last five years.

The paper should meet the following requirements:

· 3-5 pages in length (not including title page or references)

· APA guidelines must be followed. The paper must include a

cover page, an introduction, a body with fully developed content,

and a conclusion.

· A minimum of five peer-reviewed journal articles.

The writing should be clear and concise. Headings should be used

to transition thoughts. Don’t forget that the grade also includes

the quality of writing.

Note: This written assignment is a REQUIRED ASSIGNMENT it is

worth one-hundred (100) points. You are required to answer the

questions as stated in the assignment question in order to obtain

100 points

Due by

Sunday,

Sep. 06,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

STP –

Strategic

Technology

Plan

credit for the assignment by the due date. If you do not complete

the assignment by the due date, you will receive a zero (0) for

this assignment. There is a grading criterion associated with this

assignment. Your work will be compared to other’s work, using

SafeAssign for plagiarism, so please note that copying other

people’s responses will not be tolerated.

STP – Strategic Technology Plan

100 points

Due by

Sunday,

Sep. 06,

2020

Lesson 3: Power in Leadership, Organizational Leadership and Intentionality in Innovation

Implementations

Resources Required Reading:

Read Chapters 7, 8, and 9 in text

IT Strategy: Issues and practices, McKeen, J. D., & Smith, H. A.,

Pearson, 2015, Third Edition

Read Chapter 3 & 4 in the text

Read Se Yeon Choi, Goo Hyeok Chung, & Jin Nam Choi. (2019).

Why are we having this innovation? Employee attributions of

innovation and implementation behavior. Social Behavior &

Personality: An International Journal, 47(7), 1–13.

https://doi.org/10.2224/sbp.8124

http://search.ebscohost.com/login.aspx?

direct=true&AuthType=shib&db=pbh&AN=137631636&site=eds-

live&custid=s8501869&groupid=main&profile=eds_new

Optional Resources:

Read: Chapter 3 & 4 Journal articles

0 points

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

Journal Article 3.1:Lucas, J.W. and Baxter, A.R. (2012)

‘Power, influence, and diversity in organizations’, The

ANNALS of the American Academy of Political and Social

Science, 639(1): 49–70.

Journal Article 3.2:Martinez, A.D., Kane, R.E., Ferris, G.R.

and Brooks, C.D. (2012) ‘Power in leader–follower work

relationships’, Journal of Leadership & Organizational

Studies, 19(2): 142–151.

Journal Article 4.1:Petty, M.M., Beadles, N.A., Chapman,

D.F., Lowery, C.M. and Connell, D.W. (1995) ‘Relationships

between organizational culture and organizational

performance,’ Psychological Reports, 76(2): 483–492.

Journal Article 4.2:Bonavia, T. (2006) ‘Preliminary

organizational culture scale focused on artifacts’,

Psychological Reports, 99(3): 671–674.

Journal Article 4.3:Walker, R.C. and Aritz, J. (2015)

‘Women doing leadership: leadership styles and

organizational culture,’ International Journal of Business

Communication, 52(4): 452–478.

View: Chapter 3 & 4 Videos

Chapter 3: https://study.sagepub.com/bratton/student-

resources/sage-video/chapter-3-power-and-leadership

Chapter 4: https://study.sagepub.com/bratton/student-

resources/sage-video/chapter-4-culture-and-leadership

Discussion After completing the reading this week, we reflect on a few key

concepts this week:

1. Discuss what power in the context of leadership is and how

it relates to bullying within organizations. Also note how this

impacts productivity.

2. Discuss what organizational culture is and how it impacts

work productivity. Also, note how organizational culture

impacts the success of innovation implementation.

3. How does culture impact leadership? Can culture be seen as

a constraint on leadership?

Please be sure to answer all the questions above in the initial

post.

Please ensure the initial post and two response posts are

substantive. Substantive posts will do at least TWO of the

25 points

Initial post

due by

Thursday

Sep. 10,

2020. Two

or more

peers with

substantive

responses

by Sunday,

Sep. 13,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

following:

· Ask an interesting, thoughtful question pertaining to the topic

· Expand on the topic, by adding additional thoughtful information

· Answer a question posted by another student in detail

· Share an applicable personal experience

· Provide an outside source

· Make an argument

At least one scholarly (peer-reviewed) resource should be used in

the initial discussion thread. Please ensure to use information

from your readings and other sources from the UC Library. Use

APA references and in-text citations.

Please be sure to engage by Wednesday at 11:59pm ET and then

engage on two more days throughout the week (for a total of

three days of engagement, before Sunday at 11:59pm, ET

Note: This discussion is a REQUIRED ASSIGNMENT it is worth

twenty-five (25) points. You are required to respond to the

question in order to obtain credit for the assignment by the due

date. If you do not respond to the question by the due date, you

will receive a zero (0) for this assignment. There is a grading

criterion associated with this assignment. Your work will be

compared against your peers using SafeAssign for plagiarism. You

will be able to review every other submission once you complete

your entry, so please note that copying other people’s responses

will not be tolerated.

Written

Work

This week’s journal article focuses on attribution theory and how

it influences the implementation of innovation technologies. Two

types of employee attributions are noted in the article

(intentionality and deceptive intentionality), please review these

concepts and answer the following questions:

100 points

Due by

Sunday,

Sep. 13,

2020

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

Provide a high-level overview/ summary of the case study

Note how constructive intentionality impacts innovation

implementations

Find another article that adds to the overall findings of the case

and note how attribution-based perspective enhances successful

innovation implementations. Please be explicit and detailed in

answering this question.

Be sure to use the UC Library for scholarly research. Google

Scholar is also a great source for research. Please be sure that

journal articles are peer-reviewed and are published within the

last five years.

The paper should meet the following requirements:

3-5 pages in length (not including title page or references)

APA guidelines must be followed. The paper must include a cover

page, an introduction, a body with fully developed content, and a

conclusion.

A minimum of five peer-reviewed journal articles.

The writing should be clear and concise. Headings should be used

to transition thoughts. Don’t forget that the grade also includes

the quality of writing.

Note: This written assignment is a REQUIRED ASSIGNMENT it is

one-hundred (100) points. You are required to answer the

questions as stated in the assignment question in order to obtain

credit for the assignment by the due date. If you do not complete

the assignment by the due date, you will receive a zero (0) for

this assignment. There is a grading criterion associated with this

assignment. Your work will be compared to other’s work, using

Grading

Category Activity Title

Grade

Allocation

(% of all

graded

work)

SafeAssign for plagiarism, so please note that copying other

people’s responses will not be tolerated.

Lesson 4: Ethics in Leadership and Knowledge Sharing

Resources Required Reading

Read Chapters 10, and 11 in text

IT Strategy: Issues and practices, McKeen, J. D., & Smith, H. A.,

Pearson, 2015, Third Edition

Read Chapter 5 in the text

Read LE BA PHONG, LEI HUI, & THAN THANH SON. (2018). How

Leadership and Trust in Leaders Foster Employees’ Behavior

toward Knowledge Sharing. Social Behavior & Personality: An

International Journal, 46(5), 705–720.

https://doi.org/10.2224/sbp.6711

http://search.ebscohost.com/login.aspx?

direct=true&AuthType=shib&db=pbh&AN=129468910&site=eds-

live&custid=s8501869&groupid=main&profile=eds_new

Read CHANHOO SONG, KWANGSEO RYAN PARK, & SEUNG-WAN

KANG. (2015). Servant Leadership and Team Performance: The

Mediating Role of Knowledge-Sharing Climate. Social Behavior &

Personality: An International Journal, 43(10), 1749–1760.

https://doi.org/10.2224/sbp.2015.43.10.1749

http://search.ebscohost.com/login.aspx?

direct=true&AuthType=shib&db=pbh&AN=111059573&site=eds-

live&custid=s8501869&groupid=main&profile=eds_new

Optional Resources:

Read: Chapter 5 Journal articles

Journal Article 5.1:Bormann, K.C. and Rowold, J. (2016)

‘Ethical leadership’s potential and boundaries in

0 points