Leadership

Module description

This module aims to help you become a better leader. We focus on the incorporation of cutting edge leadership theories into real-world experiences. We will reflect on your prior experiences and build off of your group work during the MBA coursework.

Internationalisation: All topics are explored in a global context to reflect the variety of countries and cultures in which you may wish to pursue your career.  

Employability: You will develop a number of valuable transferable skills, including: self-awareness, cultural awareness, influencing, communication, networking, negotiating, leadership, and the capacity for personal reflection on personal skills, competencies and experience. 

External Engagement: A wide range of practitioners will present on their leadership challenges during the sessions

Research in Teaching:  The module builds on recent research and scholarship in the field of Leadership, in particular Leadership Development and Relational Leadership Models

Full module specification

Module aims

Through an emphasis on experiential learning the module aims to equip you with the leadership, executive and professional skills you will require in order to redirect your career and/or develop into more senior leadership roles.  To support you in this process you will be guided by your faculty team via workshops and seminars, and learning activities.

Through reflective experiential learning, you will embark on a journey of discovery, self-awareness and personal development. For inspiration, guidance and support a series of leadership lectures, seminars, workshops and facilitated group sessions will be offered.

The aim of the module is to enable you to

• Acquire and practice leadership skills
• Develop self-reflection ability on personal, competencies and experience
• Integrate feedback on your leadership style and skills

ILO: Module-specific skills

• 1. articulate and evaluate a range of theories and perspectives on leadership and leadership development
• 2. critically evaluate the potential impact of these theories and perspectives on leadership practice
• 3. demonstrate a capacity for practical leadership
• 4. reflect upon personal resources and challenges

ILO: Discipline-specific skills

• 5. engage in reflection and debate on one’s own leadership practice in the light of new conceptual and practical insights
• 6. explain the process of leadership
• 7. apply insights to your own leadership style/practice
• 8. identify learning and leadership development needs and planned future actions
• 9. integrate insights generated by self-assessment tools in your leadership development process

ILO: Personal and key skills

• 10. undertake peer observation
• 11. apply inductive and deductive reasoning based on observational data
• 12. give and receive feedback
• 13. manage yourself in the achievement of goals – reviewing own learning
• 14. identify your personal strengths and weaknesses

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

Details of learning activities and teaching methods

Formative assessment

Summative assessment (% of credit)

Details of summative assessment

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

Syllabus plan

• Individual perspectives: overview of leadership theory; personality, identity and authenticity in leadership; when leaders derail.
• Organisational perspectives: leadership and performance; leadership and power in organizations; culture, strategy and context.
• Societal perspectives: leadership in and of communities; global and worldly leadership; leading for a sustainable future; emerging perspectives and enduring dilemmas; gender, power and toxicity

Indicative learning resources - Basic reading

Assigned module reading:

Antonakis, J. and Day, D. (2018). The nature of leadership. 3rd ed. Los Angeles: SAGE.

Antonakis, J., Fenley, M., & Liechti, S. U. E. 2011. Can charisma be taught? Tests of two Interventions. Academy of Management Learning & Education, 10(3): 374-396.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.

Benjamin, B., & O'Reilly, C. (2011). Becoming a leader: Early career challenges faced by MBA graduates. Academy of Management Learning & Education, 10(3), 452-472.

Casciaro, T., & Lobo, M. S. (2005). Competent jerks, lovable fools, and the formation of social networks. Harvard business review, 83(6), 92-99.

Casciaro, T., Gino, F. & Kouchaki, M. (2016). Learn to Love Networking. Harvard Business Review.

https://hbr.org/2016/05/learn-to-love-networking

Cross, R., Cowen, A., Vertucci, L., & Thomas, R. J. (2009). Leading in a Connected World:: How Effective Leaders Drive Results Through Networks. Organizational dynamics, 38(2), 93-105.

Cross, R., Liedtka, J., & Weiss, L. (2005). A practical guide to social networks. Harvard Business Review, 83(3), 124-132.

Goffee, R., & Jones, G. (2000). Why Should Anyone Be Led by You?. Harvard Business Review.  https://hbr.org/2000/09/why-should-anyone-be-led-by-you

Haslam S. A., Reicher S. D., & Platow M.J. (2011) The New Psychology of Leadership: Identity, Influence and Power. Psychology Press

Jarrett, Michael. (2017). “Four Types of Organizational Poltics.” Harvard Business Review. https://hbr.org/2017/04/the-4-types-of-organizational-politics

Perrewé, P. L., Ferris, G. R., Frink, D. D., & Anthony, W. P. (2000). Political skill: An antidote for workplace stressors. The Academy of management executive, 14(3), 115-123.

Ragins, B. R. (2016). From the ordinary to the extraordinary: High-quality mentoring relationships at work. Organizational Dynamics, 45(3), 228-244.

Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. The Academy of Management Perspectives, 26(4), 66-85.

Plus, a range of contemporary academic and professional journal articles which are accessible via the ELE.

Module has an active ELE page?

Yes

Origin date

21/03/2018

Last revision date

17/09/2018