• Class Number 4263
  • Term Code 3430
  • Class Info
  • Unit Value 6 units
  • Mode of Delivery In Person
    • Prof Giles Hirst
    • Prof Giles Hirst
  • Class Dates
  • Class Start Date 19/02/2024
  • Class End Date 24/05/2024
  • Census Date 05/04/2024
  • Last Date to Enrol 26/02/2024
SELT Survey Results

This course takes an evidence-based approach to the study leadership and in doing so, uncovers myths and fads often championed by the "leadership industry". In the first part of the course, students will learn how to appraise and use trustworthy evidence to understand leadership effectiveness and make leadership decisions. The second part of the course is designed to develop students’ leadership capability.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

  1. Describe the basic principles of using an evidence-based approach to the study of leadership;
  2. Critically discuss key concepts and theories in leadership and the evidence that underpins these concepts and theories;
  3. Apply evidence-based practice to leader decision-making;
  4. Integrate the evidence on leadership to develop personal leadership capability;
  5. Present both orally and in written communication their evidence-based practice of influencing others towards a vision.

Research-Led Teaching

This course takes a practical and research led approach to the study of leadership. The course convenor incorporates cutting edge leadership research and practical techniques into the program drawing on their research leadership, publishing, editorial service, media and organizational development experience.

Field Trips

No field trips.

Additional Course Costs

No additional class costs.

Examination Material or equipment

There are no examinations in this course, only mini quizzes with details provided below.

Required Resources

There is no textbook for this course. Readings are provided on Wattle in Week 1 and then as necessary.

Students are strongly advised to make use of the resources freely available on the following websites:



The following book is also recommended for students who are interested in the evidence on leadership:

  • Jeffrey Pfeffer (2015) Leadership BS: Fixing workplaces and careers one truth at a time, Harper Collins: New York.

Staff Feedback

Students will be given feedback in the following forms in this course:

  • Written comments
  • Verbal comments
  • Feedback to the whole class, to groups, to individuals.

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Other Information

Support for Students

The University offers a number of support services for students. Information on these is available online from http://students.anu.edu.au/studentlife/

Class Schedule

Week/Session Summary of Activities Assessment
1 Course Introduction: Understanding self, other and leading ReadingsCompulsory Readings on Wattle
2 Understanding self: Key issues in leadership Seminar 1Complete questions and discussion related to self insight, making connections and developing self.Readings:Compulsory Reading on Wattle
3 Leading and helping others: Coaching Seminar 2Perform GROW coaching activityReadings:Compulsory Readings on Wattle
4 Leading and helping others: Managing conflict Seminar 3Collective completion of Conflict "hot seat" and mediated conflict scenario.Readings:Compulsory Reading on Wattle
5 Managing teams Seminar 4Team challengeReadings:Compulsory Readings on Wattle
6 Managing teams: Moral leaders  Seminar 5Decision-making caseReadings:Compulsory Reading on WattleAssessment 2: Online multiple choice test
7 Managing Change Seminar 6Persuasion exercise (1): pitching an idea as creative
8 Managing for the Future: Leading with AI Seminar 7Creative problem solving and leading with AI
9 Managing for the Future: Creative leadership Seminar 8Persuasion exercise (2): pitching an idea as creative
10 Managing for the Future: Leading for the future Seminar 9Scenario Planning and leading AI (2)
11 Managing the future: Wellbeing and AI Seminar 10Presentations
12 Course Culmination Seminar 11Celebration

Tutorial Registration

ANU utilises MyTimetable to enable students to view the timetable for their enrolled courses, browse, then self-allocate to small teaching activities / tutorials so they can better plan their time. Find out more on the Timetable webpage.

This course has tutorials or tutorial-like teaching activities. Further details about the structure and teaching activities for this course will be available on the course Wattle site the week before classes commence.

Assessment Summary

Assessment task Value Due Date Return of assessment Learning Outcomes
Lecture and tutorial Participation (individual assessment) 10% 10 % * * 1,2
Mid-semester test (individual assessment) 25% 25 % 19/03/2024 28/03/2024 1,3
Leadership project (group assignment) (30%) 30 % 20/05/2024 27/06/2024 3,4,5
Personal leadership capability reflection (individual assignment) (35%) 35 % 30/05/2024 27/06/2024 5

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details


ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.


This course is taught in a seminar mode. Students will be expected to have read all prescribed readings before class and to participate fully in class discussions.

Attendance at seminars, lectures, and tutorials, while not compulsory, is expected in line with "Code of Practice for Teaching and Learning," Clause 2 paragraph (b). Where students will not be able to attend a seminar, lecture and tutorial, they should advise the Convenor and discuss how to otherwise address the learning materials.


There is a mid-semester exam for this course in week 5.

Assessment Task 1

Value: 10 %
Learning Outcomes: 1,2

Lecture and tutorial Participation (individual assessment) 10%

Details of task: The lectures will focus on applying concepts discussed in the lecture-part of the seminar to a leadership case or problem. Tutorials/seminars will provide a forum for structured discussion, problem-solving, asking questions, surfacing of assumptions and argumentation, and opinion on topics and issues canvassed in this course. Each student is expected to make a consistent, informed, and considered contribution to seminar and online discussion forums and debate. Active listening is required to do this well. Students are also encouraged to ask presenters considered and relevant questions. Students will be expected to come to class prepared and to have read the assigned reading for each tutorial. Each week the course convenor will select students randomly to respond to questions.

Specific requirements: The following criteria will be used for assessment:

•   Quality of contribution to seminar and online and online discussion forums. The contribution should demonstrate that students come to class prepared i.e. read required materials and attended or listened to lecture recordings;

•   Completion of class activities including simulations, problem solving exercises and related activities

•   Active participation in tutorial activities;

•   Submit a handwritten response to tutorial exercises in some weeks.

•   N.B. Students will not receive marks for simply attending seminars, the assessment is based on the quality of contribution to seminars and online discussion forums.

Feedback during tutorials every week

Due: Seminars will form the basis of the assessment for participation from weeks 2 to 12 inclusive. The assessment is worth a total of 10%.

Assessment Task 2

Value: 25 %
Due Date: 19/03/2024
Return of Assessment: 28/03/2024
Learning Outcomes: 1,3

Mid-semester test (individual assessment) 25%

Details of task: Students will complete a test at the end of week 5 or 6 on the material covered in Weeks 1-5 of the course. It will be an online open book short answer and multiple choice test that students will complete on Wattle at a predetermined time and date. Students will have 40 minutes to complete the test.

Due date: As specified on Assessment Summary table.

Feedback by: 3 weeks of assessment submission

Assessment Task 3

Value: 30 %
Due Date: 20/05/2024
Return of Assessment: 27/06/2024
Learning Outcomes: 3,4,5

Leadership project (group assignment) (30%)

Applied leadership working together and solving problems is critical to leadership. The aim of this case study is to offer:

1) Greater understanding — demonstrate learning new viewpoints on various leadership styles by looking at specific instances from history or current affairs.

2) Better decision-making — a careful examination of available data.

3) A greater sense of self-awareness — insight into the triumphs and failures of other leaders can help us better understand our own values, assumptions, and biases.

4) Improved problem-solving abilities — understanding of the effective tactics employed to provide you and your team with concepts and frameworks for addressing similar difficulties in the future.

5) Improved teamwork — through conversations, team members can better comprehend one another’s perspectives and collaborate more successfully.

Your task working in groups is to prepare a leadership plan and report to resolve this performance issue. This plan should include:

• The leadership strategies that provide the theoretical basis for your plan.

• The specific steps of your plan as they relate to this model. This includes actions to be taken by leadership.

• How this plan addresses the culture of the organization and any desired changes in culture.

• A proposed timeline for implementation.

• Additional aspects of the plan as appropriate.

The group pitch should be 15 minutes to be delivered in the last two weeks of semester ie. week 11 or 12. This presentation will be recorded for quality purposes. This presentation includes delivery of a report that is a maximum of 8 pages i.e 1500-2000 excluding references. As appropriate a process will be described to account for variation in individual members effort. The use of AI such as ChatGPT to generate an essay or report is not allowed as it is akin to plagiarism. Students are required to demonstrate achievement of critical, analytical and synthesis skills in high quality works. Groups will be assigned by week 6/7.

Submit via Turnitin; Please save the file name as your group number and include the members of this group with their u-numbers on the front page. Revise and resubmit using Turnitin is possible for assignments submitted more than 24 hours before the deadline. Assignments submitted to Turnitin within 24 hours of the deadline cannot be revised.

All assessment extension requests must be submitted via the CBE Assessment Extension Request Form.


Making Criteria: Further instructions and a marking rubric will be made available in-class and on Wattle by week 6.

Due date: As specified on Assessment Summary table.

Assessment Task 4

Value: 35 %
Due Date: 30/05/2024
Return of Assessment: 27/06/2024
Learning Outcomes: 5

Personal leadership capability reflection (individual assignment) (35%)

Students are required to reflect on their personal leadership capability and prepare a 1,200 word critical reflection that is informed by relevant research outlining personal leader capabilities and developmental areas. Students should use peer feedback, their experience in class tutorials, lectures and their own personal experiences to understand personal leader capabilities and developmental areas and develop a personal leader development plan. They should complete the following:

1. Drawing from course materials describe the skills and behaviors necessary for you to be a successful leader.

2. Select one of the areas that you feel is an opportunity for improvement for you.

3. Develop a personal development plan for how you will practice new behaviors and improve this skill/trait during the second half of this course.

Specific requirements: This assignment must comply with the following requirements:

Harvard referencing style for the reference list and in-text citations;

1,200 words excluding references (+/-10% of 1,200 is acceptable. Where an assignment exceeds this word limit, the portion that exceeds the word limit will not be marked);

Submit via Turnitin; Please name the file as your student number e.g. u1004769. Revise and resubmit using Turnitin is possible for assignments submitted more than 24 hours before the deadline. Assignments submitted to Turnitin within 24 hours of the deadline cannot be revised. All assessment extension requests must be submitted via the CBE Assessment Extension Request Form.

Return of assessment & feedback: Individual feedback consistent with rubric.

Making Criteria: Further instructions and a marking rubric will be made available in-class and on Wattle at least two weeks before due date.

Due date: As specified on Assessment Summary table.

Feedback by: After the release of results

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof.

All requests for extensions to assessment in RSM courses must be submitted through the CBE extension request portal: CBE Assessment Extension Request Form. Further information on this process can be found at https://rsm.anu.edu.au/study/students/extension-application-procedure

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

Two weeks after submission. The final assignment will be returned when final grades are released.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

No re-submission of assignments is possible.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).
Prof Giles Hirst

Research Interests

Giles Hirst is a Professor of Leadership at the Research School of Management, The Australian National University and Visiting Fellow of the Judge Business School, University of Cambridge. Developing creative ideas is one of mankind’s greatest gifts, so Giles’ main interest is helping individuals and leaders unlock their creativity. With a keen interest in building rewarding and inclusive workplaces his research spans creative industries, sciences, precarious work, refugees and socio-technological advances at work. Giles completed his PhD at the Melbourne Business School and is an awarding winning educator. He publishes in The Academy of Management Journal, Academy of Management Review, Leadership Quarterly, Journal of Management, The Journal of Applied Psychology where he serves as consulting editor.

Prof Giles Hirst

Tuesday 11:00 12:00
Tuesday 11:00 12:00
By Appointment
Prof Giles Hirst

Research Interests

Prof Giles Hirst

Tuesday 11:00 12:00
Tuesday 11:00 12:00
By Appointment

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