Leadership in Dynamic Environments
| Module title | Leadership in Dynamic Environments |
|---|---|
| Module code | BEM3013DA3 |
| Academic year | 2021/2 |
| Credits | 40 |
| Module staff | Ms Jackie Bagnall (Convenor) |
| Number students taking module (anticipated) | 20 |
|---|
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.
Module aims - intentions of the module
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
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. analyse the impact of the organisations 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
On successfully completing the module you will be able to...
- 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
On successfully completing the module you will be able to...
- 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.
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
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 48 | 30 | 0 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Residential Seminars (Master classes) | 7 | Face-to-face seminars and case study learning sets |
| On-line tutorials | 6 | Working with peers, key ideas and concepts are explored in tutorials |
| On-line learning activities | 36 | Reading material, Case studies material, Professional practice forums, MCQs, Quizzes, Videos |
| Work Based Project (Applied Learning Context) | 73 | Organisation design and organisation development in consultation with a senior leader from the work place |
| Assignment guidance | 2 | Skype/ email and telephone support discussion and review. |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| A situational analysis identifying all forms of organisational leadership. | System map | All ILOs | Written feedback from academic tutor and workplace mentor. |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 100 | 0 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Part 1 organisational development plan | 50 | 3,000 words Illustrated with images, system maps and other relevant materials | Written feedback from academic tutor | |
| Part 2 Academic assessment (individual) | 50 | 3000 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 assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Part 1 - | Same as original | All ILO's | 6 weeks |
| Part 2 - | Same as original | 6 weeks |
Re-assessment notes
Defer – as first time
Refer – capped at 50%
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.
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
| Credit value | 40 |
|---|---|
| Module ECTS | 7.5 |
| NQF level (module) | 6 |
| Available as distance learning? | Yes |
| Origin date | 06/04/2018 |
| Last revision date | 06/04/2018 |
