IB9KU-10 Leadership
Introductory description
The aim of this module is to build an in-depth understanding of leadership by focusing on the three complementary areas of: leading self, leading others and leading change.
Module aims
The module is a broad introduction to the field of leadership. Recent leadership literature is reviewed together with some of the major theoretical approaches. Case studies are used to develop experiential learning and consider the effectiveness of popular frameworks and models in relation to the needs of organisations. The module also considers self development needs through the medium of a number of different approaches. Students are encouraged to reflect on their own styles and to participate fully in the sessions.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
Traditional and contemporary approaches to leadership.
Decision making.
Leadership lifecycle.
Leadership teams.
Effective communications.
Personal development and leadership.
Leading strategy change.
Transactional and transformational leadership.
Learning outcomes
By the end of the module, students should be able to:
- Demonstrate understanding of the main theories of leadership.
- Demonstrate an advanced understanding of the leadership capabilities required in order to contribute to organisational effectiveness.
- Critical self reflection on personal leadership capabilities.
- Compare and contrast different theoretical approaches to leadership.
Indicative reading list
Currie, G., & Spyridonidis, D. (2019). Sharing leadership for diffusion of innovation in professionalized settings. Human
Relations, 72(7), 1209-1233.
Grint, K (2010) Leadership A Very Short Introduction. OUP
Allio, R.J., 2003. Interview: Noel M. Tichy explains why the “virtuous teaching cycle” is integral to effective leadership. Strategy &
Leadership, 31(5), 20-25.
Bennis, W., 1996. The Leader as Storyteller. Harvard Business Review, 74(1), 154-160.
Tichy, NM. And Bennis, WG. (2007) Making Judgment Calls. HBR Oct 2007.
Vroom, V. (2005). A Measure of Situational Leadership: How Does My
Vroom, V. (2003) Educating managers in decision making and leadership. Management Decisions, 41 (0), pp968-978.
Vroom, V. (2000) Leadership and the Decision Making Process. Organisational Dynamics, 68, pp82-94.
McClelland, D & Burnham, C (1976) Power Is the Great Motivator Harvard Business Review 2003
Goleman, D. (2004) What Makes a Leader Harvard Business Review Jan
Goleman, D. (2000) Leadership that gets results Harvard Business Review March – April
Goleman, D Boyatzis R & McKee A (2001) Primal leadership: The hidden driver of great performance Harvard Business Review
December
Boyatzis R & McKee A (2006) Intentional Change Journal of Organizational Excellence Summer
Joo, B. K. B. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human
Resource Development Review, 4(4), 462.
Feldman, D. C., & Lankau, M. J. (2005). Executive coaching: a review and agenda for future research. Journal of Management,
31(6), 829.
Whitmore, J. (2002). Coaching for Performance: Growing People, Performance and Purpose. (3rd edition). Nicholas Brealey
Publishing
Luthens, F, Luthens, K. W. and Luthens, B. C. (2004 )
Positive psychological capital: Beyond human and social capital,
Business Horizons 47/1 pp45-50
Bennis, W.G. & Thomas, R.J., 2002. Crucibles of Leadership. Harvard Business Review, 80(9), 39-45.
George, B. et al., 2007. Discovering your authentic leadership. Harvard Business Review, 85(2), 129.
Hambrick, D. C., Humphrey, S. E., & Gupta, A. (2014). Structural Interdependence Within Top Management Teams: A Key
Moderator of Upper Echelons Predictions.Strategic Management Journal
The Myth of the Top Management Team Katzenbach, J. R. 1997
Patrick Lencioni, 2005 Overcoming the Five Dysfunctions of a team Jossey Bass
Kotter, J, P. (1995) Leading Change: Why Transformation Efforts Fail. Harvard Business Review, March-April 1995 pp59-67.
Kotter, J,P. (2009) A Sense of Urgency. HarvardBusinessSchool Press.
Ward, A. (2003) Chapters 5 and 7,The Leadership Lifecycle. Palgrave Macmillan.
Ireland R.D. and Hitt M.A. (1999) Achieving and Maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Executive Vol 13, No 1
Interdisciplinary
We use guidance and theory from sociology, organisational behaviour, history, philosophy and the arts to unlock this module
International
Most cases studies are from outside the UK and that include both developed and developing world examples
Subject specific skills
Interpret and apply the theories of leadership to practical situations.
Integrate leadership theory with development of their own practice, and in supporting the development of their direct reports.
Transferable skills
Written communication.
Verbal communication.
Problem solving.
Systematic evaluation of complex issues.
Working with others.
Personal effectiveness.
Study time
| Type | Required |
|---|---|
| Lectures | 4 sessions of 7 hours 30 minutes (52%) |
| Private study | 28 hours (48%) |
| Total | 58 hours |
Private study description
Private Study and preparation for lectures.
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Group Presentation (10 CATS) | 20% | 8 hours | No |
|
Group - Marked Collectively |
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Reassessment component is the same |
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Assessment component |
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| Individual Assignment (10 CATS) | 80% | 34 hours | Yes (extension) |
Reassessment component is the same |
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Feedback on assessment
Grade, verbal and written feedback on group presentation to Groups Individual assessment will have written feedback and will be assessed against approved PG marking grid.
Post-requisite modules
If you pass this module, you can take:
- IB9FY-10 Strategic Leadership Development
There is currently no information about the courses for which this module is core or optional.