Course syllabus

Course-PM

TEK700 TEK700 Practical leadership and entrepreneurship lp2 HT20 (7.5 hp)

Course is offered by the department of Technology Management and Economics

Contact details

Course purpose

The purpose of the course is for students to gain knowledge and practical experience of entrepreneurship and entrepreneurial processes. This is done both through practice and through lectures, self-study and self-reflection. Students will run a team-based entrepreneurial process based on their previous knowledge, abilities and experiences. Students should reflect on their own role in different relationships and the importance of communicating effectively with potential users and stakeholders in entrepreneurial processes. Students will develop technology-based business ideas through repeated interaction with private individuals and actors from academia, business and public activities.

 

Schedule

TimeEdit

Course literature

Course book
ben Salem Dynehäll, M., Lärk Ståhlberg, A. 2015. Loopa: a business development method for entrepreneurs: Liber (kan köpas på Cremona)
Self-leadership (LS1)
Argyris, C. (1991). Teaching Smart People How to Learn. Harvard Business Review, 69(3), 99- 109.
Heslin, P. A. (2010). 18 Mindsets and employee engagement: theoretical linkages and practical interventions. Handbook of employee engagement: Perspectives, issues, research and practice, 218.
Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary educational psychology, 25(1), 54-67.
Entrepreneurship (LS2)
Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of management Review, 26(2), 243-263.
Davidsson, P., Recker, J., & von Briel, F. (2020). External enablement of new venture creation: A framework. Academy of Management Perspectives, 34(3), 311-332.
Kaandorp, M., Van Burg, E., & Karlsson, T. (2020). Initial networking processes of student entrepreneurs: The role of action and evaluation. Entrepreneurship Theory and Practice, 44(3), 527-556.
Team leadership (LS3)
Bonebright, D. A. (2010). 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), 111-120
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The leadership quarterly, 6(2), 219-247.
Stangor, C. (2017, October 26). Group Processes. Oxford Research Encyclopedia of Psychology.
Entrepreneurial Leadership (LS4)
Meier, D. (2016). Situational Leadership Theory as a Foundation for a Blended Learning Framework. Journal of Education and Practice, 7(10), 25-30.
Shamir, B., Arthur, M. B., & House, R. J. (2018). The rhetoric of charismatic leadership: A theoretical extension, a case study, and implications for research. In Leadership Now: Reflections on the Legacy of Boas Shamir (pp. 31-49). Emerald Publishing Limited. (page 25-29; 39-41)
Leitch, C. M., & Volery, T. (2017). Entrepreneurial leadership: Insights and directions. International Small Business Journal, 35(2), 147-156.

Course design

The course is largely experience-based. This means that i) the student team themselves actively manages their projects, ii) the course has an explicit focus on the student's abilities and ways of working, iii) the learning activities aim to mimic a real project as much as possible and involve real problems in the outside world. The first-hand experiences referred to here are those that the students gain by carrying out a major project with a focus on idea generation and business development.

In order for the new experiences you as a student gain to also lead to new understanding and new abilities, the course contains a number of elements that support reflection. This includes lectures, tutorials, writing assignments, etc. An overview of the course is shown in Figure 1 below.

Figure 1

Week

Monday

Tuesday

Thursday

Friday

W1

Intro

LS1

Case+R1

W2

WS1

PF1

LS2

Case+R2

W3

WS2

PF2

LS3

Case+R3

W4

WS3

PF3

LS4

Case+R4

W5

WS4

PF4

Case

Case+R5

W6

WS5

PF6

Case

Case

W7

Pitch

PR

IFR prep

IFR prep

W8

IFR prep

IFR Q&A

IFR prep

IFR Submission

 

Red is compulsory attendance

Green is examination

 

LS= Literature Seminar; Case= Work with case and case company interaction; R= Group reflection; WS= Workshop with Loopa tools; PF= Peer feedback on reflections; Case= Unassisted case work; PR= Project report; IFR= Individual Final Reflection; IFR prep is NOT teacher assisted; IFR Q&A is teacher assisted

Changes made since the last occasion

Covid-19

Due to Covid-19, all teacher-led education will be held online, via zoom. We see it as an extra challenge for an experience-based course like this, because we believe personal meetings are good for exchanging experiences, feeling social belonging and maintaining motivation. If this can be read in, for example, Ryan and Deci (2000). However, personal contact increases the risk of spreading the infection. Because of this we made the following changes:

  1. We work extensively with so-called breakout rooms in Zoom. In order for them to work efficiently, you will need to follow the zoom log in instructions below.
  2. We have reduced the size of groups for group work to 4-5 people. You choose whether you want to meet physically or digitally in terms of both contact with companies and your own work. Physical distance reduces the risk of infection. At the same time as face to face communication improves belongingness and communication efficiency. If you choose to meet physically, remember to keep your distance.
  3. Meetings with case companies and / or potential customer groups take place after discussion with the companies. No one has to meet someone physically, and you can choose who in the group takes those meetings. Instead of physical contacts, contacts can be made by telephone, video conference or via other digital tools
  4. We introduce a non-examining quiz via Kahoot. These quizzes will be directly linked to the course's literature seminars. This is to increase the interaction and fun in class.
  5. We have introduced more assignments. Due to impaired communication and feedback opportunities due to covid-19, we have introduced weekly assignments and increased peer review. This gives an increased understanding of how other groups are doing and gives us as teachers an improved understanding of what is happening in the projects.

Learning objectives and syllabus

Learning objectives:

 

  • Show basic theoretical knowledge of entrepreneurship
  • describe and problematize what it means to work entrepreneurially
  • demonstrate good ability to independently, together with others, plan, implement, lead, evaluate and develop entrepreneurial processes aimed at developing technology-based ideas into concrete values for a target audience
  • retrieve, analyze and cater for the perspective of different social actors on technology-based business ideas
  • be able to relate entrepreneurship to sustainable development, gender equality and ethics
  • demonstrate insights on conditions for entrepreneurial behavior in organizations and in society
  • Iteratively present, review, evaluate and update business ideas
  • work for a team that works well under the conditions of entrepreneurial processes
  • communicate with group members and stakeholders on professional basis in both speech and writing
  • collectively and individually reflect on their approach to cooperation and management of uncertainty as well as their entrepreneurial development potential.

Link to the syllabus on Studieportalen.

Study plan

If the course is a joint course (Chalmers and Göteborgs Universitet) you should link to both syllabus (Chalmers and Göteborgs Universitet).

Examination form

The course is examined through pitch, project report, and reflections. An overview of these data can be seen in Table 1.

 

Table 1: Overview of examination

Submission

Time

Level

Feedback

Examination

R1

Week 1

Group

Formative

U/G

PF1

Week 2

Individual

Formative

U/G

R2

Week 2

Group

Formative

U/G

PF2

Week 3

Individual

Formative

U/G

R3

Week 3

Group

Formative

U/G

PF3

Week 4

Individual

Formative

U/G

R4

Week 4

Group

Formative

U/G

PF4

Week 5

Individual

Formative

U/G

R5

Week 5

Group

Formative

U/G

PF5

Week 6

Individual

Formative

U/G

Pitch

Week 7

Group

Summative

U/G

PR

Week 7

Group

Summativ

U/G

IFR1

Week9

Individual

Summative

U, 3, 4, 5

 

R= Reflection, PF= Peer feedback, PR= Project Report; IFR= Individual final reflection

All information is described in more detail on separate information sheets, but a brief presentation of their content and layout also follows below. The information is assessed with the help of assessment matrices that are attached to each information sheet.

Course summary:

Date Details Due