This module will enable you to gain a deeper insight into the empirical process of leadership (as opposed to the theory of leadership). On successfully completion of this module you should be able to derive lessons from the exchange experience that you will be able to implement in your own organisation by way of modelling new behaviours and demonstrating new thinking to others. You will be able to undertaken research within organisations as an observer or participant observer, and integrate the academic content of the programme with you and others work experience.
This module looks explicitly looks at cultural differences and ways to interpret these differences.
This module encourages participants to observe in detail the ways in which sustainability features in the discourse of various organisations, and how this affects the accomplishment of leadership.
Students engage with the organisations or businesses they already work for when conducting their coursework.
Students acquire a better understanding of their own leadership, or of the leadership at their place of work, and the changes that could take place in order to instil a more effective leadership.
Full module specification
|Module title:||Leadership Exchange|
|Duration of module:||
Duration (weeks) - term 1: |
The aim of this module is for participants to gain a deeper insight into the empirical process of leadership
(as opposed to the theory of leadership). This is based upon an ethnographic, experiential learning
philosophy which in this module involve participants:
- closely observing another leader performing his/her organisational role;
- being observed by a partner in his/her role;
- giving feedback to the partner on his/her leadership practice;
- receiving feedback from their partner on their leadership practice;
- discussing the experience with the academic coach and deriving key learning points;
- writing up the experience in a reflective report.
ILO: Module-specific skills
- 1. derive lessons from the exchange experience that they will be able to implement in their own organisation by way of modelling new behaviours and demonstrating new thinking to others
- 2. be able to undertake research within organisations as an observer or participant observer
- 3. further integrate the academic content of the programme with their and others work experience
ILO: Discipline-specific skills
- 4. have gained a deeper understanding of the process of leadership in their own and their partner's organisation
- 5. have developed greater insight into their own situated subjectivity and leadership style/practice
- 6. have identified learning and leadership development needs and planned future actions
- 7. developed the ability to practice reflection
ILO: Personal and key skills
- 9. undertake observation and give feedback
- 10. apply inductive and deductive reasoning based on observational data
- 11. learn to give and receive feedback
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|
|Scheduled Learning and Teaching activities||10||Lectures/classroom based activity|
|Scheduled Learning and Teaching||30||Exchange visit (2x15 hours)|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Learning log||Max. 500 words||11||Written, 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|
|Assignment||100||4000 words||1-10||Written, oral|
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|
|Assignment||Assignment (100%)||1-10||1 month|
Re-submission of written assignment
- Revisiting the reflective mindset
- Observation skills, participation methods, ethnography
- Inductive and deductive reasoning
- Anthropological perspectives on research
- The ethics of participation observation
- Giving & receiving feedback; active listening
- Distinguishing between research and consultancy
Indicative learning resources - Basic reading
- Gosling, J. and Mintzberg, H. (2003) The five minds of a manager, Harvard Business Review, 81(11), 54-64
- Schwarzman, H. (1993) Ethnography in Organizations. London: Sage.
- Ybema, S., Yanow, D., Wels, H. & Kamsteeg, F. (eds) (2009) Organizational Ethnography: Studying the complexities of organizational life. London: Sage
Module has an active ELE page?
Indicative learning resources - Web based and electronic resources
ELE, other web based resources as detailed in course materials
Indicative learning resources - Other resources
Additional materials as outlined in course handbook.
Last revision date