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Negotiation and Leadership Techniques

Code: 103154
Credits: 6
2026/2027
Degree programme Type Course
Advertising and Public Relations OP 4

Contact lecturer

Name :
Arantza Danes Vilallonga
Email :
aranzazu.danes@uab.cat

Group languages

You can consult this information at the end of the document.

Prerequisites

Good level of English, interest in the subject and desire to participate, contribute and develop personally and academically.

Objectives

  • Identify the skills and abilities that allow managers to effectively manage teams
  • Acquire skills and tools for people management
  • Grow on your self-awareness. To be able to lead others you have to learn how to lead yourself
  • Understand the principles and concepts related to negotiation in several areas.
  • Develop tools to negotiate successfully

Learning outcomes

  • CM29 (Create the right synergies with institutions and the media to reinforce the intangible value of organisations.) Create the right synergies with institutions and the media to reinforce the intangible value of organisations.
  • KM30 (Recognise the intangible value of organisations and their audiences as strategic linchpins for the design and planning of public relations initiatives.) Recognise the intangible value of organisations and their audiences as strategic linchpins for the design and planning of public relations initiatives.
  • SM24 (Determine the communication objectives for the design of the most appropriate public relations actions according to the needs of organisations and the public.) Determine the communication objectives for the design of the most appropriate public relations actions according to the needs of organisations and the public.
  • SM25 (Interpret the needs of different business sectors to adapt public relations strategies to communication objectives) Interpret the needs of different business sectors to adapt public relations strategies to communication objectives
  • SM27 (Apply negotiation and leadership skills to successfully manage crisis communication.) Apply negotiation and leadership skills to successfully manage crisis communication.

Contents

- Are leaders born or made?


- Self-awareness


- Leadership styles


- The use of Power


- Motivation


- Communication Skills


- Team Work, difference among exclusion, integration and inclusion


- Conflict


- Types of Negotiation


- Prepare your Negotiation


- Negotiation Tactics


- Steps in the Negotiation Based by Interests


- Closing Agreements


A detailed schedule outlining the content of each session will be presented on the first day of the course and will be available on the course’s Virtual Campus, where students will find the various teaching materials deemed appropriate by the instructors and necessary information for effective course monitoring. Should the teaching modality change for reasons of force majeure according to the competent authorities, the teaching staff will inform students of any modifications to the course schedule and teaching methodologies. .

Learning activities and methodology

Title Hours ECTS Learning outcomes
Meeting with professor 7.5 0.3 SM24, SM25, SM27
Preparation of reading material, work assignments and presentations. 82.5 3.3 CM29, KM30, SM24, SM25, SM27
15h Theory classes / 37,5h Seminary classes 52.5 2.1 CM29, KM30, SM24, SM25, SM27

The sessions are dynamic and participatory.

They combine, on the one hand, theoretical classes given by the professor, and on the other hand, their practical application in group and individually through coaching dynamics, works and diverse presentations.


In all classes, constructive and open debate, personal growth and individual and collective reflection will always be encouraged.


Note: The course content will be sensitive to issues related to gender perspective and the use of inclusive language.



Annotation: within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Assessment

Continuous assessment activities

Title Weight Hours ECTS Learning outcomes
Active class participation 20% 0.5 0.02 CM29, KM30, SM24, SM25, SM27
Final Exam 30% 2 0.08 CM29, KM30, SM24, SM25, SM27
Practical work 50% 5 0.2 CM29, KM30, SM24, SM25, SM27

The activities of the continuous assessment are:

a) Exam, 30% of the final grade

b) Active class participation, 20% of the final grade

c) Practical team work, 50% of the final grade (10 practices)

To pass the subject, students must obtain a weighted average of the three evaluation items of no less than 5. Otherwise, they must go to the recovery of the subject.

Recovery

Students will have the right to retake the subject if they have been evaluated for the set of activities whose weight is equivalent to a minimum of 2/3 of the total grade of the subject.

The activities that are excluded from the recovery process are class attendance and participation.

The activities of the single assessment are:

a) Exam, 50% of the final grade.

b) Submission of a paper: summary of 5 books of the bibliography, 25% of the final grade.

c) Practical application in real cases, 25% of the final grade.

To pass the subject, students must obtain a weighted average of the three evaluation items of no less than 5. Otherwise, they must go to the recovery of the subject.

Recovery of the single assessment

The items of the single evaluation are the examination and practical application in real cases.

In any case, the recoverable items are the exam and the practical assignments (in the case of continuous assessment) and/or the practical application in real cases (in the case of single assessment).

Not assessable

Students who do not attend any classes and do not take the exam will be considered not assessable.

Plagiarism

In the event that the student makes any irregularity that may lead to a significant variation in the grade of an evaluation act, this evaluation act will begraded with 0, regardless of the disciplinary process that may be instructed. In the event that there are several irregularities in the assessmentof the same subject, the final grade for this subject will be 0.

Artificial Intelligence (AI)

For this subject, the use of Artificial Intelligence (AI) technologies is allowed exclusively for text correction or translations. Students must clearly indicate when they have used this tool for this purpose. Under no circumstances may AI be used to search for answers. The development of critical thinking is fundamental in this subject, and tools that may influence critical reflection and the final outcome of the activity cannot be used. Lack of transparency in the use of AI for this evaluable activity will be considered academic dishonesty and may result in partial or total penalties on the activity's grade, or more severe sanctions in serious cases.

Any student suspected of submitting assignments that have been generated by AI, written by others or copied; include unattributed AI-generated content, or fall outside the permitted scope, may be asked to provide the preliminary work or other materials that can demonstrate it is original work and the result of their own authorship. They may also be asked to separately explain or justify their work. Teachers may also use AI detection systems or carry out any verification tasks they deem appropriate. If, after review, the instructor detects irregularities, the assignment may be graded zero, and the student may be subject to further disciplinary action.

Bibliography

Alberoni, Francesco (2003). El arte de liderar.

Anderson, Dana. (2005). Coaching that counts.

Ariely, Dan (2010). The upside of irrationality.

Barak, Michelle. (2005). Managing diversity: Toward a globally inclusive workplace.

Brown, Brené. (2012). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent, and lead 

Bryman, Alan. (1992). Charisma and leadership in organisations.

Carnegie, Dale. (1936). How to win friends and influence people.

Chouinard, Yvon. (2005). Let my people go surfing. 

Ciadlini, Robert. (2006). Influence: The psychology of persuasion.

Connors, Roger & Smith, Thomas. (2011). Change the culture, change the game.

Covey, Stephen (1989). The 7 habits of highly effective people. 

Coyle, Daniel. (2016). The culture map.

Cuddy, Amy (2015). Presence.

David, Susan (2016). Emotional Agility: Get unstuck, embrace change, and thrive in work and life. 

Duckworth, Angela. (2016). Grit.

Dweck, Carol. (2006). Mindset: The new psychology of success.

Edmondson, Amy (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth.  

Gallo, Carmine. (2014). Talk like TED. 

Grant, Adam (2013). Giveand take. 

Grant, Adam (2016). Originals. 

Lencioni, Patrick. (2003). Las cinco disfunciones de un equipo: un inteligente modelo para formar un equipo cohesionado y eficaz.

McGonigall, Kelly (2015). The upside of stress.

Mnookin, Robert. (2002). Resolver conflictos y alcanzar acuerdos.

Navarro, Joe. (2008). What everybody is saying.

Palomo, Mª Teresa (2010). Liderazgo y motivación de equipos de trabajo.

Pease, Allan. (2012). El arte de negociar y persuadir.

Pink, Daniel (2009). The surprising truth about what really motivates us.

Sandberg, Sheryl. (2013). Lean in.

Schwartz, Barry (2015). Why we work. 

Scott, Kim (2017). Radical Candor: How to get what you want by saying what you mean. 

Senge, Peter. (1995). La quinta disciplina: cómo impulsar el aprendizaje en la organización inteligente.

Sharma, Robin (2010). The leader who had no title.

Sinek, Simon (2009). Start with why. 

Sinek, Simon (2023). Los líderes comen al final (8a edición).

Ury, William & Fisher, Roger. (1981). Getting to yes.

Ury, William. (2005). Alcanzar la paz: resolución de conflictos y mediación en la familia, el trabajo y el mundo. Munduate, Lourdes. (2005). Gestión de conflicto, negociación y mediación.

Ury, William. (2012). ¡Supere el no! Cómo negociar con personas que adoptan posiciones inflexibles.

Winkler, John. (2004). Cómo negociar para mejorar resultados.

Software

No special software required

Course groups and languages

The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE

Type of teaching Group Language Semester Shift
(TE) Theory 5 English first semester afternoon
(PLAB) Practical laboratories 51 English first semester afternoon