Leadership and Organizational Behavior



This course describes the challenge of business today and how this relates Organizational Behavior (OB), especially on how to manage people effectively in organizations. OB is a field of study helping managers to understand the impact of individuals, groups, influence, and organizational processes for the purposes of improving an organization’s effectiveness.
This course is designed to provide a conceptual and empirical understanding of the process of human behavior in organization. Through analysis of state of the art theory and empirical studies, students will enable to develop and understand of the knowledge in the field of organizational behavior in organizational practices. The course underlines that mastering of the knowledge and exploring rea organizational problems in local context facilitate students understanding the contribution of the concepts and theories in the field of organizational behavior in achieving optimal organizational performance. The benefit of utilizing the text and lecture materials will be raised through in-class discussion at the results of mini research and projects.


After completion of this course, students are expected to be able to:

  1. Have self awareness for the individual behavior and to understand how this behavior influence others and perception leading individual behavior and differences in organizations;
  2. Understand and apply the leadership competence or as team member (follower);
  3. Apply the learning process and perseption about indovidual behavior and its difference in the organization;
  4. Undestand and apply the importance of group and social processes in organizational processes;
  5. Identify issues related with organizational processes influencing individual and groupbehavior;
  6. Understand and apply the integration between individual aspect, group and organizational to make the strategic business decision.


  • Kinicki, A., and Fugate, M. (2018). Organizational Behavior, 5th Edition. McGraw-Hill, Boston. (KF) Yukl, G. (2019). Leadership in Organizations, 8th Edition. Pearson, Essex. (GY)


  • Additional materials will be distributed during the sessions.


This method is a particular type of learning methods under the student-centered learning (SCL) paradigm and focusing in the class discussion. Students should understand the basic concepts of the books before the session begins. The class teaching will be based on the cases prepared by the lecturer. Students actively act with the principles below:
Critical thinking and lessons learned
Students will be taught many concepts, teoritical issues and empirical research to practise critical thinking and create the cognitive aspects learned in the class.
Experiential learning
Students should understand the self awareness, self reflection which later on can be transformed to be a contributive leader through the process of learning based on experiences.
Students are given space to experiment on giving perception a behavior, process and impact which might happen in the organization.


  1. Mid-term Exam (25%)
  2. Final Exam (25%)
  3. Presentation, Discussion and Participation (20%)
  4. Assignment (Individual Paper, Quiz, etc.) (30%)


The course Organizational Behavior weighs 3 credit units which is held in 14 sessions of lectures and 2 sessions of exams @ 150 minutes for regular class and 12 sessions of lectures and 2 sessions of exams @ 180 minutes for the executive class.

Session Topic Reading Materials
1 Introduction

  • Introduction to OB
  • People-centered managers & workplaces
KF 1
  • Leadership
  • Managerial roles & decisions
  • Leadership behaviors
  • All the wrong moves
KF 14
GY 2
GY 3
(HBR Case Study)
3 Part I: Managing People

  • Cross-cultural leadership & diversity
  • Organizational Culture
  • Socialization process and mentoring
  • From regional star to global leader
GY 14
KF 2
KF 3
(HBR Case Study)
4 Part II: Factors Leading to Individual Behavior in Organizations

  • Social perception and diversity
  • Individual differences, self-concept, personality, ability, attitudes, and emotions
  • Gen Y in the workforce
KF 4
KF 5(HBR Case Study)
  • Empowering leadership
  • Understanding motivation
  • Theories of motivation
GY 5
KF 6
KF 7
  • Traits & skills of leaders
  • Contingency theories of effective leadership
  • Organizational performance: Increasing motivation &
  • reinforced motivation
  • Bonuses in bad times
GY 6
GY 7
KF 8(HBR Case Study)
7 Part III: Factors leading group behavior in organizations

  • Dyadic theories & followership
  • Team leadership
  • Effective group and teams
  • Pioneers, drivers, integrators & guardians
GY 9
GY 10
KF 9
(HBR reading)
Mid-Term Exam
  • Process of making decisions
  • Holding fast
KF 10
(HBR Case Study)
  • Managing conflict & negotiating
  • Communication in the digital age
  • Beating burnout
  • Noise
KF 11
KF 12
(HBR reading) (HBR reading)
10 Part IV: Managing effectiveness organizational processes

  • Power & influence in leadership
  • Power & politics
  • Don’t let power corrupt you
GY 8
KF 13
(HBR reading)
  • Effectiveness of organization designs
  • Restructure or reconfigure?
KF 15
(HBR reading)
  • Change leadership
  • Managing change and learning
  • Big shoes to fill
GY 4
KF 16
(HBR Case Study)
 13 Group Project Presentation
14 Group Project Presentation
Final Exam