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Module

Leadership in Dynamic Environments

Module description

This module builds on leadership: practise and performance and seeks to develop a deeper understanding of the strategic leadership skills, strategies, ethical and cultural issues within your organisation. Effective leadership involves the ability to analyse the impact of the organisation’s culture and values on the strategic leadership process. Managers should hold awareness of how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands.

This module focuses on contemporary workplace issues, recognizing the increasing breadth and diversity of workplaces, the interdependence of public, private, and community sectors, and the dynamic interplay between global and local factors. All topics and discussions highlight the importance of being mindful of the key stakeholders within an issue, and the need to develop an informed and considered understanding of who it is that will be influenced/impacted by the decisions that you (and others) may make when in a leadership or management role. With all topics we will ensure that we work to take global perspectives into account, both in terms of our understanding of the issue and by drawing on the different backgrounds and perspectives of class members.

Full module specification

Module title:Leadership in Dynamic Environments
Module code:BEM3013DA3
Module level:3
Academic year:2021/2
Module lecturers:
  • Ms Jackie Bagnall - Convenor
Module credit:40
ECTS value:

7.5

Pre-requisites:
Co-requisites:
Duration of module:

Module aims

Individual perspectives:  overview of the nature and theories of personal leadership and its role within different contexts and cultures.  Organisational perspectives: The role of leadership in shaping and enabling strategy to meet changing organisational objectives. Societal perspectives: the use of strategic leadership skills and the understanding of the ethical and cultural issues within the organisation and corporate social responsibility

 

This module aims:

  • to explore the impact of the use of strategic leadership skills and the understanding of the ethical and cultural issues within the organisation.
  • to continue to explore the links between strategic management and leadership, key leadership principles, theory and organisational strategy and the key leadership principles that support organisational values
  • to enable the student to be able to understand leadership strategies and the impact on organisation direction and to be able to analyse how your leadership strategy supports your organisational direction

ILO: Module-specific skills

  • 1. analyse the impact of the organisation’s culture and values on strategic leadership, particularly how organisational specific, legal, regulatory and ethical requirements impact on strategic leadership demands;
  • 2. evaluate current and emerging social concerns and expectations impacting on strategic leadership in your organisation;
  • 3. determine situational variables which could cause a change in leadership strategy;
  • 4. advocate a staff welfare environment that supports organisational values and improves work design.

ILO: Discipline-specific skills

  • 5. illustrate arguments using reflections upon own practice and drawing from own reading of assigned academic and professional texts;
  • 6. apply proven management models when analysing complex problems;
  • 7. recognise where learning originates and translate new knowledge into suggestions for practice.

ILO: Personal and key skills

  • 8. understand different forms of communication (written, verbal non-verbal, digital) and how to apply them. Know how to maintain personal presence and present to large groups;
  • 9. understand approaches to stakeholder, customer and supplier management, developing engagement, facilitating cross functional working and negotiation;
  • 10. awareness of interpersonal skills of effective listening, influencing techniques, negotiating and persuasion;
  • 11. know how to use emotional and social intelligence, and active listening and open questioning to work effectively with others;
  • 12. able to reflect on own performance, identifying and acting on learning and development needs. Ability to understand impact on others. Can manage stress and personal well-being, and confident in knowing core values and drivers;
  • 13. understand different forms of communication (written, verbal non-verbal, digital) and how to apply them. Know how to maintain personal presence and present to large groups.

Learning activities and teaching methods (given in hours of study time)

Scheduled Learning and Teaching ActivitiesGuided independent studyPlacement / study abroad
48300

Details of learning activities and teaching methods

CategoryHours of study timeDescription
Residential Seminars (Master classes)7Face-to-face seminars and case study learning sets
On-line tutorials6Working with peers, key ideas and concepts are explored in tutorials
On-line learning activities36Reading material, Case studies material, Professional practice forums, MCQ’s, Quizzes, Videos
Work Based Project (Applied Learning Context)73Organisation design and organisation development in consultation with a senior leader from the work place
Assignment guidance 2Skype/ email and telephone support – discussion and review.

Formative assessment

Form of assessmentSize of the assessment (eg length / duration)ILOs assessedFeedback method
A situational analysis identifying all forms of organisational leadership. System map All ILOsWritten feedback from academic tutor and workplace mentor.

Summative assessment (% of credit)

CourseworkWritten examsPractical exams
10000

Details of summative assessment

Form of assessment% of creditSize of the assessment (eg length / duration)ILOs assessedFeedback method
Part 1 – organisational development plan 503,000 words Illustrated with images, system maps and other relevant materials Written feedback from academic tutor
Part 2 – Academic assessment (individual)503000 words Critical paper reviewing an aspect of theory related to leadership.Written feedback from academic tutor

Details of re-assessment (where required by referral or deferral)

Original form of assessmentForm of re-assessmentILOs re-assessedTimescale for re-assessment
Part 1 - Same as originalAll ILO's6 weeks
Part 2 - Same as original6 weeks

Re-assessment notes

Defer – as first time

Refer – capped at 50%

Syllabus plan

The module is delivered through a mix of online blended learning, including webinars, interactive group learning activities, business simulations, online mini-lectures, and learning materials as well as coaching, action learning sets, and personalised academic support.  Learning will be reinforced and consolidated using a range of interactive tools and assessments.

 

You will also:

  • Learn how to evaluate current and emerging social concerns and expectations impacting on strategic leadership in your organisation
  • Learn how to evaluate leadership styles and their impact on strategic decisions
  • Learn how to evaluate differing leadership strategies and the variety of leadership styles within your organisation
  • Determine situational variables which could cause a change in leadership strategy
  • Develop a personal leadership learning strategy to support your professional impact

Indicative learning resources - Basic reading

Suggested reading:

Ancona, D, Malone, T, Orlikowski, W and Senge P (2007) In Praise of the Incomplete Leader, Harvard Business Review, Feb: 92-101.

Arnold, J., Randall, R., Silvester, J., Patterson, F., Robertson, I., Cooper, C. & Burnes (2010). Work Psychology: Understanding Human Behaviour in the Workplace  (5th Ed).  Pearson Education. (Earlier editions are also useful)

Badaracco, J. L. (2001) 'We don't need another hero', Harvard Business Review, September, pp.  120-126.

Gosling, J. & Mintzberg, H. (2003) The five minds of a manager, Harvard Business Review, 81(11), 54-63.

Haslam, S.A. & Reicher, S. D. (2010) The new psychology of leadership: Identity, influence and power, Psychology Press, Sussex, UK.

Northouse, P. G. (2015) Leadership: Theory and Practice (7th edition), Sage, London. (Fifth and sixth editions are also.  useful)

Uhl-Bien, M. (2006) 'Relational leadership theory: exploring the social processes of leadership and organizing', The Leadership Quarterly, 17, pp. 654-676

Youssef, C. M. & Luthans, F. (2007). Positive Organizational Behaviours in the Workplace: The Impact of Hope, Optimism, and Resilience. Journal of Management, 33 (5), 774-800.

Module has an active ELE page?

Yes

Indicative learning resources - Web based and electronic resources

All reading materials will be available online:

 

ELE – College to provide hyperlink to appropriate pages

 

Other resources:

 

CIPD (Chartered Institute for Personnel and Development) provides information on managing change, organisational change, change strategies, communicating change and resistance to change. The resources includes factsheets, research reports and practical tools: http://www.cipd.co.uk 

 

CMI - Management Direct - an online management resource portal. Management Direct allows managers at any level to learn, research and think. It offers fast, 24-hour access to the latest digital content to help overcome hundreds of managerial challenges from absence to performance to change: 5 minute, 20 minute and extended briefings; Creative tools for problem solving; Hundreds of checklists and interactive scenarios to aid self-directed learning; Self-Assessments and automatic CPD recording/reporting; Document templates and best practice guides

Origin date

06/04/2018

Last revision date

06/04/2018