Strategy and Systems Leadership
This module aims to explore the key elements a strategic leader needs to operate in the contemporary healthcare environment. It will help you understand your personal strengths and assist you in developing areas of your strategic leadership practice that will make you more effective. You will be asked to critically apply your theoretical learning into your workspace and understand how to be both patient/client focused and operate effectively as part of a system. Taking account of both the technical and social aspect of organisations you will then explore working across systems, boundary forming and boundary spanning and the complexities of leading people and organisations to be both environmentally-aware and socially sustainable. Giving you the tools and skills to analyse your strategic context within which your leadership practice impacts on and drive change.
Full module specification
|Module title:||Strategy and Systems Leadership|
|Duration of module:||
Duration (weeks) - term 1: |
8Duration (weeks) - term 2:
0Duration (weeks) - term 3:
In this module you will be equipped with some advanced knowledge, understanding and skills to practice in a healthcare leadership role. You will develop yourself personally, and professionally to improve your effectiveness as a strategic leader and understand your role in the development of other leaders and managers around. As you progress your will you refine your key executive and professional skills while reflecting on what it means to lead responsibly across your organisation. You will also learn how to integrate feedback while doing real work and develop critical reflection skills to enhance your personal transformation.
ILO: Module-specific skills
- 1. Critically evaluate systems thinking and its impact on healthcare organisational strategy and development
- 2. Analyse changing patient expectations and healthcare trends to align strategy with external, political environmental, social and technological implications
- 3. Formulate Corporate Social Responsibility initiatives based on robust Governance structures that deliver value to stakeholders
- 4. Critique organisational brand and reputation management and identify risks and opportunities
ILO: Discipline-specific skills
- 5. Recognise and evaluate innovation and understand the impact of disruptive technologies and mechanisms that challenge traditional healthcare methods and practices
- 6. Analyse approaches to high performance working and demonstrate a capacity to lead and develop a team to achieve results.
ILO: Personal and key skills
- 7. Critically evaluate leadership styles and their impact on organisational strategic decision and direction and determine why leadership styles need to be adapted
- 8. Work collaboratively enabling empowerment and delegation and act with humility and authenticity
- 9. Reflect on your personal strengths and weaknesses and integrate insights into your personal leadership development
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Teaching and Learning||12||Faculty-led masterclasses and seminars. Practical exercises, simulated case-studies and engagement with real-world scenarios to foster experiential learning with opportunities for peer and facilitator feedback.|
|Teaching and Learning||10||On-line group discussions and action learning|
|Guided independent study||57||Web-based learning, resource gathering, and in-depth reading during the period of module delivery. Preparation and writing of academic digests and workplace reflection|
|These 79 hours make up the Off-the-Job learning element mandated by the ESFA guidance.|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Reflective logs||Various and ongoing||1-9||Oral|
|Case-based discussions||Various and ongoing||1-9||Oral|
|Small group discussions||Various and ongoing||1-9||Oral|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Academic digests||40||1500 words||1-9||Written|
|Reflective workplace blogs||40||1500 words||1-9||Written|
|Workplace readiness assessment||20||800 words||2,3,4,6||Written|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Academic Digest (40%) 1500 words||Academic Digest||1-9||Within 6 weeks|
|Reflective workplace blogs (40%) 1500 words||Reflective workplace blogs||1-9||Within 6 weeks|
|Workplace readiness assessment (20%) 800 words||Workplace readiness assessment||2,3,4,6||Within 6 weeks|
Please also refer to the TQA section on Referral/Deferral: http://as.exeter.ac.uk/academic-policy-standards/tqa-manual/aph/consequenceoffailure/
Whilst the precise content of the module may vary from year to year, an example of an overall structure is as follows:
- Foundations of strategy and leadership
- Strategic thinking, acting and reflection and strategy formulation
- What is systems thinking and why does it matter in healthcare?
- Thinking about organisational culture and organisational design
- Shaping organisational vision, culture and values
- Thinking about diversity
- Exploring collaboration and high performance in organisations
- Thinking about strategic leadership development
- Preparing for thinking about innovation, knowledge and value creation
Indicative learning resources - Basic reading
Camillus J., (2008) Strategy as a wicked problem.
Centre for Creative Leadership (2009). Developing a Leadership Strategy-a critical ingredient for organisational success.
Centre for Creative Leadership (2016). Boundary Spanning Leadership-mission critical perspectives for the executive suite.
Day S., (1994) Continuous learning about markets.
Dewar (2013) When marketing is strategy HBR
Dodd D, Favaro K, (2006) Managing the right tension. HBR
Montgomery, C. (2008) Putting leadership back into strategy. HBR
Powell E, (2007) Writing to reflect: Mindful leadership in the face of change
Samson A, An introduction to behavioural economics
Vogt et.al. The art of powerful questions-catalysing insight, innovation and action.
Zaleznik etal. (2004) Managers and Leaders: Are they different? HBR Vol 82, 1, 74-81
Strategic healthcare leadership
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