COMM5902 Leadership for Social Impact

Subject Code

COMM5902

Study Level

Postgraduate

Commencing Term

Term 2

Total Units of Credit (UOC)

Delivery Mode

T2, F2F

School

UNSW Business School

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This course outline is for the current term. To view outlines from other years and/or terms, visit the archives

1. Course Details

Summary of Course

Leadership is not about popularity, but it does rely on influence.

Leadership is not the sole territory of formal leaders and bosses, but they do set the tone for the organisational culture.

Leadership is not just about how you work; it's about how you live your life. It's about relationships and human connection.

It's how you bring the personal to the professional and practice moral courage, mindfulness and creativity at work.

Whether you work in the corporate, NFP or government sector, your approach to leadership can be purposeful and ethics-based. Leaders from all sectors can create positive social impact. As the sectors increasingly work together it is useful to understand the leadership styles preferred by different types of organisations.

This course is underpinned by the idea that leadership is not a position you have; it is a set of values and behaviours that you practice. We explore your leadership practice at all stages of your career, whether you are an intern, consultant, manager or CEO.

Through in-depth case studies and leadership theories, you will compare and contrast the dominant approaches to leadership in each sector. You will be able to recognise complexity and its role in your leadership practice.

At the conclusion of the course, you will understand the different approaches to leadership and how to implement leadership initiatives in your personal and professional endeavours.

The course is an elective in the Graduate Certificate in Social Impact and the MBAX (Social Impact) programs but is also suitable for other postgraduate students[1] with an interest in learning more about leadership.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

Program Learning Outcomes
Academic Integrity and Plagiarism
Student Responsibilities and Conduct
Special Consideration
Protocol for Viewing Final Exam Scripts
Student Learning Support Services

View course Policies and Support

Course Aims and Relationship to Other Courses

Leadership for Social Impact will help you understand how leadership and people-management practices can enhance the success and sustainability of organisations, whether large or small. The aim of the course is to foster the development of the analytical and practical competencies needed to enhance your own leadership practices. For students undertaking the Graduate Certificate in Social Impact (GCSI) or the MBA (Social Impact) this course complements your understanding of positive social change developed in COMM5701 Social Impact. For other postgraduate students, this course will provide you with a foundation in leadership and people-management principles, and an understanding of leadership for positive change, that can be extended and developed in other courses.

Please note there are no prerequisites for this course.

Additional Course Details

Readings
There are no prescribed textbooks for this course. Each Unit (topic) will have mandatory and optional readings. Links to all of these resources are on the reading list for your course in the UNSW Library's Leganto system, which you can access via your Moodle course. Please note you will need to login, and may be required to enter your UNSW zID and zPass in order to access the library site.

If you experience any problems in accessing the readings, please try the following:

Search directly for the article on the UNSW Library home page (https://library.unsw.edu.au/) by placing the name of the article in the Search box.
Search directly for the book excerpt on the UNSW Library home page (https://library.unsw.edu.au/) by placing your course code into the Search box. When you do this all the course readings that are excerpts from books will appear.

2. Quality Assurance and Course Alignment

Quality Assurance

The program is aligned to a number of international standards, to ensure the courses you study are high quality. At present, this includes designing courses to:

meet Association to Advance Collegiate Schools of Business (AACSB) accreditation standards, through the measurement of students program-level learning outcomes
align with the United Nations Principles for Responsible Management Education (UNPRME)
meet Australian educational and government governing body requirements, e.g. the Australian Qualifications Framework (AQF) and Tertiary Education Quality and Standards Agency (TEQSA) standards
European Quality Improvement System (EQUIS) accreditation is also held by UNSW Business School.

Student Learning Outcomes

Program Learning Goals and Outcomes	Course Learning Outcomes	Course Assessment Item
PLO 1: Business knowledge	Describe the various perspectives on leadership and how they apply to different types of organisations across sectors	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Become familiar with new ways of thinking about organisations and the contexts within which they operate, and how this impacts on the ways we lead and manage people and other organisational stakeholders.	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
PLO 2: Problem solving	Reflect upon your own personal leadership and the leadership capabilities needed to achieve effective outcomes.	Assessment 1 : Participation Assessment 3 : Personal Action Plan
PLO 2: Problem solving	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 1 : Participation Assessment 3 : Personal Action Plan
PLO 3: Business communication	Reflect upon your own personal leadership and the leadership capabilities needed to achieve effective outcomes.	Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Communicate ideas about leadership in a clear and engaging manner	Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Describe the various perspectives on leadership and how they apply to different types of organisations across sectors.	Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
PLO 4: Teamwork	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Reflect upon your own personal leadership and the leadership capabilities needed to achieve effective outcomes.	Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Communicate ideas about leadership in a clear and engaging manner.	Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
PLO 5: Responsible business practice	Describe the various perspectives on leadership and how they apply to different types of organisations across sectors.	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
	Become familiar with new ways of thinking about organisations and the contexts within which they operate, and how this impacts on the ways we lead and manage people and other organisational stakeholders.	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
PLO 6: Global and cultural competence	Become familiar with new ways of thinking about organisations and the contexts within which they operate, and how this impacts on the ways we lead and manage people and other organisational stakeholders.	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
PLO 6: Global and cultural competence	Describe the various perspectives on leadership and how they apply to different types of organisations across sectors	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report
PLO 7: Leadership development	Become familiar with new ways of thinking about organisations and the contexts within which they operate, and how this impacts on the ways we lead and manage people and other organisational stakeholders	Assessment 1 : Participation Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Reflect upon your own personal leadership and the leadership capabilities needed to achieve effective outcomes.	Assessment 1 : Participation Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Recognise and apply skills integral to leadership and collaborative practice in teams	Assessment 1 : Participation Assessment 2 : Team Project Part A Individual Oral Presentation Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Communicate ideas about leadership in a clear and engaging manner.	Assessment 1 : Participation Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan
	Describe the various perspectives on leadership and how they apply to different types of organisations across sectors	Assessment 1 : Participation Assessment 2 : Team Project Part B Team Report Assessment 3 : Personal Action Plan

3. Staff Contact Details

Position	Name	Email	Location	Phone	Consultation Times
Course Authority	Dilan Thampapillai		Centre for Social Impact, 704, Level 7 Science Engineering Building (E8) (SEB)	+61 2 8936 0909	By appointment

Course Authority: Dilan Thampapillai

Dr Dilan Thampapillai is an Associate Professor and the Associate Dean of Postgraduate Programs at the UNSW Business School. Dilan's particular expertise is in leadership, contracts, inequality, artificial intelligence and intellectual property, and he has published over forty law review articles and book chapters. His forthcoming monograph book with Hart Press addresses contractual exploitation during the COVID-19 pandemic.

Dilan has written articles on the inter-relationship between artificial intelligence and copyright law and he has presented his research at a number of forums including Jesus College, Cambridge University and at the WIPO-WTO Colloquium for IP Academics. He has also authored a text on Contract Law and has co- authored a text on Commercial Law with Cambridge University Press. Dilan is an incredibly experienced academic with significant experience in curriculum design, program management and student experience.

Please direct any CSI education program, enrolment and administration queries here:
Centre for Social Impact Student Team
Phone No: (02) 8936 0990
Email: csistudents@unsw.edu.au

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

You are encouraged to develop an inquiry-based approach to your learning and will be supported in this throughout the course by a clear teaching strategy. The teaching model in COMM5902 relies on in-person classes and active learning. The COMM5902 Moodle site will provide access to multi-media resources that can provide you with the tools to examine, explore and discuss your learning in-class with your co-participants and teachers. The online resources will set the scene, framework and context for the topics being examined.

Learning Activities and Teaching Strategies

In order to maximise the collaborative and experiential nature of this course, a flipped learning and constructivist teaching approach will be used that will help to support deeper student engagement and outcomes in the classes. Each module will include a range of activities that you will complete during class. Indicative time frames will be provided to support your learning in this way. You have three major resources to help you learn:

The course materials, comprising readings, references, insights and commentary for each Unit. You will do much of your learning outside the classroom by working through the course materials.
Your classes are in-person and on campus. Your facilitator's role is to guide your learning by conducting class discussions, answering questions that might arise during classes, providing insights from practical experience and understanding of theory, providing you with feedback on your assessments, and directing discussions that will occur between you and your co-participants.
Your co-participants. Your co-participants are an invaluable potential source of learning for you. Their work and life, and their willingness to question and argue with the course materials, the facilitator and your views, represent a great learning opportunity. They bring much valuable insight to the learning.

Course Structure

To create and foster a positive learning environment this course draws on the Community of Inquiry teaching model (see below) and is structured to ensure the group moves through the course together.

This course is delivered in-person via two intensive weekends. Each module consists of scholarly readings, learning materials and online resources.

Module 1: Social Impact (To be completed prior to the first intensive weekend) - This introductory module addresses social impact and the social purpose ecosystem. We begin this course with a discussion of the approach to learning adopted here. We then consider the broader context within which leadership for social impact can take place - the social purpose ecosystem - and discuss some of the challenges and opportunities presented by this context.

Module 2: Social Impact Leadership (Day One, First Intensive Weekend) - This module introduces you to the core concepts within social impact leadership. This includes evaluating traditional approaches to the study of leadership. This module will include a series of leadership ethical decision-making exercises and detailed case studies of two modern leaders. As the assessment in this course is built around a leadership problem question, it is essential that you should have read that question prior to the first weekend intensive.

Module 3: Aspects of Social Impact Leadership (Day Two, First Intensive Weekend) - This module provides a further and deeper exploration of social impact leadership. This module addresses ethical leadership and team leadership. We will also address a detailed ethical leadership case study and undertake a leadership coaching exercise. You will also consider why distributed or shared leadership is essential for creating social impact and reflect on your own leadership practice in the light of the concepts introduced in this module.

Module 4: Engaging Your Workforce (To be completed prior to the second intensive weekend) - This module addresses leading and engaging your workforce. You will begin by acknowledging how employee and volunteer commitment and engagement is a key leadership responsibility, before identifying the three facets of employee/volunteer organisational commitment. You will then consider management practices and cultural elements that engender affective commitment and workforce engagement.

Module 5: Strategy, Influence and Engagement (Day One, Second Intensive Weekend) - Module Five examines three discrete parts of leadership. This first part consists of a strategy exercise. The second part involves an influence exercise. Understanding power and influence is crucial for future leaders. The third part involves a workforce engagement in the context of a change management exercise. The final part of this module includes a difficult conversations exercise.

Module 6: Contemporary Issues in Social Impact Leadership (Day Two, Second Intensive Weekend) - Module Six examines three contemporary issues in social impact leadership. This module also includes time for class presentations and reflections on learning in the course. The focus of this module will be on drawing together the course learning and developing some practical leadership tools for collectively engaging key stakeholders in a shared journey.

5. Assessment

Formal Requirements

In order to pass this course, you must:

achieve a composite mark of at least 50 out of 100;
achieve a satisfactory result on any essential assessment components; and
meet any additional requirements described in the Assessment Summary section.

You are expected to attempt all assessment requirements in the course.

Assessment Structure

Assessment	Task	Weighting (%)	Length	Due Date	Individual / Group
Assessment 1	Participation	20	n/a	Throughout the intensive weekend classes.	Individual
Assessment 2	Team Project Part A Individual Oral Presentation	15	5-10 minutes per person	Sunday 30 July (in class) (Week 9)	Individual
Assessment 2	Team Project Part B Team Report	25	5,000 words (+/-10%)	Thursday 10 August, 11.59pm Sydney time (Week 11)	Group
Assessment 3	Personal Action Plan	40	2,000 words (+/-10%)	Friday 18 August, 11.59pm Sydney time (Week 12)	Individual

Assessment Feedback

Feedback on student performance from formative and summative assessment tasks will be provided to students in a timely manner. Assessment tasks completed within the teaching period of a course, other than a final assessment, will be assessed and students provided with feedback, with or without a provisional result, within 10 working days of submission, under normal circumstances. Feedback on continuous assessment tasks (e.g. laboratory and studio-based, workplace-based, weekly quizzes) will be provided prior to the midpoint of the course.

Assessment Summary

Assessment 1: Participation: (20%)

Student participation is an important part of your degree program and is formally assessed across the duration of this course.

In addition to Participation, there are two assessments to be completed for Leadership for Social Impact.

Assessment 2: Team Project (25% team report, 15% individual oral presentation.)

The purpose of this Team Project is to apply your understanding of impact-driven leadership in organisations. Students will be provided with a social impact leadership problem question in Week One of Term 2. This problem question will examine a leadership transition, issues in ethical leadership, team leadership, workforce engagement, adaptive leadership and change management and leadership development.

Individual oral presentation: You are required to prepare a 5-10-minute analysis of an aspect of the social impact leadership problem.

Team report: You will need to form teams of about five for this project- these teams will be allocated by the course authority. In your teams, you are required to analyse the social impact leadership problem question written by the course authority.

Assessment 3: Personal Action Plan (40%)

In this assessment you are asked to reflect on your own learning during the course and develop a Personal Action Plan for the future. You will need to apply the concepts covered in the course to your own situation, drawing on a number of sources, and discuss how you plan to use and further develop the skills covered in this course. Your written Personal Action Plan should be presented as a 2,000 word report.

Please note that in your assessments you may use the personal pronoun 'I' and 'we' where appropriate

The use of Generative AI tools for your assessments

It is prohibited to use any software or service to search for or generate information or answers.
If its use is detected, it will be regarded as serious academic misconduct and subject to the standard penalties, which may include 00FL, suspension and exclusion.

Assignment Submission Procedure

Online submission

Assessment tasks should be submitted through Turnitin as a Microsoft Word document. Do not submit as a PDF document. Written assessments need to be submitted to Turnitin in Word - all UNSW students can access this for free.â€¯The non-Microsoft 'Word Online' will not be accepted by Turnitin.

Individual assignments submitted electronically via Turnitin do not require cover sheets. Ensure that your student ID number is in the top right-hand corner of each page for individual assignments and the team number plus student ID of all members is in the top right hand corner of your social change pitch. Full information about how to prepare assignments for electronic submission can be found in the Turnitin Student Guide.

In the unlikely event that a problem should occur when submitting assignments online, students should make sure to send their assignment to the lecturer in charge before the deadline and re-submit using Turnitin as soon as the problem is rectified. Assignments not submitted through Turnitin will not be marked.

Referencing style

Harvard Referencing is required for all your assessments. The module in Week 2 will provide the opportunity to review academic integrity principles and how to reference correctly.

For the ASB Harvard Referencing Guide, see the ASB Referencing and Plagiarism webpage (ASB >Learning and Teaching>Student services> Referencing and plagiarism).

There is software available to you to make referencing easier:

Word has a built in referencing tool
As a UNSW student you also have free access to using and downloading Endnote on your computers

Plagiarism

Students need to familiarise themselves with appropriate referencing standards as well as what constitutes plagiarism (see here for further details).

If you are unsure, help is available here. If you would like further and personalised guidance with regards to the University requirements and policy around referencing, you can also book a meeting with the Learning Centre who will be able to provide you with the necessary guidance.

Instances of plagiarism will be referred to the CSI Student Ethics Officer for review and educative action as appropriate.

Marks will be deducted for inappropriate referencing.

Formatting requirements

Times New Roman, 12pt font and 1.5 line spacing is recommended.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

Please note the following:

Applications will not be accepted by teaching staff. The lecturer-in-charge/course coordinator will be automatically notified when you lodge an online application for special consideration.
Decisions and recommendations are only made by lecturers-in-charge/course coordinators (or by the Faculty Panel in the case of final exam special considerations), not by tutors.
Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession.
Special consideration requests do not allow the awarding of additional marks to students.

Further information on Business School policy and procedure can be found under 'Special Consideration' on the Policies and Support page.

Late Submission Penalties

For assessments other than examinations, late submission will incur a penalty of 5% per day or part thereof (including weekends) from the due date and time. An assessment will not be accepted after 5 days (120 hours) of the original deadline unless special consideration has been approved. An assignment is considered late if the requested format, such as hard copy or electronic copy, has not been submitted on time or where the 'wrong' assignment has been submitted.

For assessments which account for 10% or less of the overall course grade, and where answers are immediately discussed or debriefed, the LIC may stipulate a different penalty. Details of such late penalties will be available on the course Moodle page.

Protocol for Viewing Final Exam Scripts

6. Course Resources

The University and the Business School provide a wide range of support services for students, including:

Centre for Social Impact (CSI)

http://www.csi.edu.au/

Please direct any CSI education program, enrolment and administration queries here:

Email: csistudents@unsw.edu.au Phone: (02) 8936 0990

Business Student Centre

https://www.business.unsw.edu.au/students/resources/student-centre

The Nucleus: Student Hub, Level 2, in the Main Library. (UNSW map location F21)

Phone: (02) 8936 7005

Moodle eLearning Support

For online help using Moodle, go to: https://student.unsw.edu.au/moodle-support

For technical support, email: itservicecentre@unsw.edu.au ; Phone: (02) 9385 1333

UNSW Learning Centre

www.lc.unsw.edu.au

Provides academic skills support services, including workshops and resources, for all UNSW students. See website for details.

Library services and facilities for students

https://www.library.unsw.edu.au/study/services-for-students

IT Service Centre

https://www.myit.unsw.edu.au/

Provides technical support to troubleshoot problems with logging into websites, downloading documents, etc.

Office: UNSW Library Annexe (Ground floor). Phone: (02) 9385 1333

UNSW Counselling and Psychological Services

https://student.unsw.edu.au/wellbeing

Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.

Office: Level 2, East Wing, Quadrangle Building; Phone: (02) 9385 5418; Email: counselling@unsw.edu.au

Equitable Learning Services (formally Disability Support Services)

https://student.unsw.edu.au/els

Provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or have personal circumstances that are having an impact on their studies.

Phone: (02) 8374 9201; Email: els@unsw.edu.au

Nura Gili Indigenous Student Support

https://www.nuragili.unsw.edu.au/contact-us/student-support

Nura Gili's Academic Support Officers are available to assist Indigenous students

Phone: (02) 9385 3805 Email: nuragili@unsw.edu.au

7. Course Evaluation & Development

Continual Course Improvement

Each year feedback is sought from students and other stakeholders about the courses offered in the Business School and continual improvements are made based on this feedback. UNSW's myExperience process is one of the ways in which student evaluative feedback is gathered. In this course we will seek your feedback through end of semester myExperience evaluations.

COMM5902 Leadership for Social Impact has been developed through a sustained process of stakeholder consultation, planning and design. In this course we will evaluate and use your course-level feedback, both quantitative and qualitative, to guide our process of continuous improvement through the ongoing review and redesigning of the course.

Student Response

Students have requested smaller team sizes for the project

Response to Student Feedback

We now have the option of about three students per team, depending on your program.

8. Course Schedule

Week	Activity	Topic	Detail/Engagement	Assessment Task
Week 1	Check-in conversation w. Course Authority (Online)	–	Participation is assessed throughout the course (20%)	Assessment 1 : Participation
Week 5	Weekend Intensive 1	–	–	–
Week 9	Weekend Intensive 2	–	Assessment 2: Team Project Part A: Individual Oral Presentation - Due Sunday 30 July (in class)	Assessment 2 : Team Project Part A Individual Oral Presentation
Week 11	No unit	–	Assessment 2 Team Project: Part B: Team Report - Due Thursday 10 August, 11.59pm Sydney time	Assessment 2 : Team Project Part B Team Report
Week 12	No unit	–	Assessment 3: Personal Action Plan (40%) due Friday, 18 August, 11.59pm Sydney time	Assessment 3 : Personal Action Plan

9. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs. Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate Capabilities	Business School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 7: Leadership development
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 6: Global and cultural competence PLO 7: Leadership development
Professionals capable of ethical, self-directed practice and independent lifelong learning	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 5: Responsible business practice
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 5: Responsible business practice PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility. The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
Paying another person to perform an academic task and passing it off as your own
Stealing or acquiring another person’s academic work and copying it
Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Communication Resources
The Business School Communication and Academic Support programs provide online modules, communication workshops and additional online resources to assist you in developing your academic writing.

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning & Careers Hub
The UNSW Learning & Careers Hub provides academic skills and careers support services—including workshops, individual consultations and a range of online resources—for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Student Support Advisors
Student Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

International Student Support
The International Student Experience Unit (ISEU) is the first point of contact for international students. ISEU staff are always here to help with personalised advice and information about all aspects of university life and life in Australia.
Advisors can support you with your student visa, health and wellbeing, making friends, accommodation and academic performance.
International.student@unsw.edu.au
02 9385 4734

Equitable Learning Services
Equitable Learning Services (formerly Disability Support Services) is a free and confidential service that provides practical support to ensure that your health condition doesn't adversely affect your studies. Register with the service to receive educational adjustments.
Ground Floor, John Goodsell Building.
els@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

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COMM5902 Leadership for Social Impact - 2023

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1. Course Details

Summary of Course

Teaching Times and Locations

Course Policies & Support

Course Aims and Relationship to Other Courses

Additional Course Details

2. Quality Assurance and Course Alignment

Quality Assurance

Student Learning Outcomes

3. Staff Contact Details

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning Activities and Teaching Strategies

Course Structure

5. Assessment

Formal Requirements

Assessment Structure

Assessment Feedback

Assessment Summary

Assignment Submission Procedure

Special Consideration

Protocol for Viewing Final Exam Scripts

6. Course Resources

7. Course Evaluation & Development

Continual Course Improvement

Student Response

Response to Student Feedback

8. Course Schedule

9. Policies and Support

RELATED DOCUMENTS

UNSW Graduate Capabilities

Plagiarism

Cheating

Workload

Attendance

General Conduct and Behaviour

Health and Safety

Keeping Informed

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