Leadership and Global Challenges
This module will provide students with an opportunity to consider the nature and role of leadership in what we do and explore key challenges facing leaders in contemporary organisations. There will be a focus on the practical aspects of ‘doing leadership’ as a response to and in tackling such challenges. The international focus will be supported by drawing on the diverse experiences of the student cohort and current leadership challenges from around the world.
In this module, students will gain an international perspective on leadership by considering practices in different parts of the world, including sharing their own diverse experiences.
Most of the resources are available on the ELE (Exeter Learning Environment).
This module helps students develop their critical thinking, their skills in research and arguing a case, articulating their position, and broadens their understanding of leadership. They also develop their skills in leading and influencing.
Full module specification
|Module title:||Leadership and Global Challenges|
|Duration of module:||
Duration (weeks) - term 2: |
The aim of this module is to develop students’ understanding of the concept of leadership and explore implications of this in terms of leaders, followers and the doing of leadership. This will be considered in terms of the social process and relationships between leaders and followers which lie at the heart of leadership, and also through the lens of ‘global challenges’. While there is no single-best way to lead or do leadership, this module aims to ‘sensitize’ students to some of the critical issues associated with contemporary leadership in organizations.
ILO: Module-specific skills
- 1. critically engage with debates on a range of cutting-edge issues affecting global leadership practice
- 2. draw on the academic literature to support their thinking on these issues
- 3. compare and contrast the rhetoric and reality of leadership practice
- 4. critically reflect on the implications of these issues for how leadership is 'done' in their own culture and in others
ILO: Discipline-specific skills
- 5. relate these debates to other issues affecting international management
- 6. reflect on their own cultural heritage as a way of understanding leadership and management
- 7. develop a broadened understanding as to how leadership is implicated in the world around them
ILO: Personal and key skills
- 8. develop communication and debating skills in written work
- 9. apply a range of theoretical perspectives to areas of topical debate
- 10. critically reflect on their own leadership experience and practice
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|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Feedback on group discussions and exercised||N/A||1-11||Oral, in class|
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|
|Written Assignment||50||1,500 words||1-11||Individual written comments and grade|
|Written Examination||50||2 hours||1-11||Individual written comments and grade|
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|
|Written Assignment||Re-write assignment||1-11||July|
|Written examination||Re-sit examination||1-11||August Examination Period|
- Introduction: What is leadership?
- New models of Leadership
- Eastern and Western Perspectives on Leadership
- Destructive Leadership and Leadership Derailment
- Individual Difference in Self-Leadership
- Leading Difference
- Mindful Leadership
- Leadership and Change
- Leadership and Identity
- Political Leadership
- Leadership and Board Governance
Indicative learning resources - Basic 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.
- Leadership Quarterly
- Academy of Management Learning & Education
- Research in Organization Behaviour
- Journal of Occupational and Organizational Psychology
- Harvard Business Review
Module has an active ELE page?
Indicative learning resources - Web based and electronic resources
Course readings and notes to be posted on ELE
Last revision date