Introductory description

The LeadershipPlus module offers students the opportunity to learn through experience, feedback and reflection about what they personally stand for as a leader, how to can manage yourself effectively, and how to lead, manage and influence other people successfully.

Module web page

Module aims

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.

Self management, personal development and emotional intelligence
Collaborating effectively with others
Behaving assertively, communicating clearly, and influencing others
Leading individuals and teams
Leading ethically and sustainably

Learning outcomes

By the end of the module, students should be able to:

• Evaluate and critique the main theories of leadership, including the leadership capabilities required to contribute to organisational effectiveness
• Critically self-reflect on personal leadership capabilities and reflect deeply upon and make sense of their own behaviour and its impact on other people to manage conflict and handle difficult conversations effectively.
• Critically evaluate ideas such as corporate social responsibility, the triple bottom line (economic, environmental and social value), ethics, sustainability and globalisation.
• Critically appraise a variety of approaches to leadership and management when leading strategic change and innovation

Indicative reading list

KEY TEXTS

Iszatt-White, M. and Saunders, C. (2020) Leadership. Oxford: Oxford University Press.

Thomson, B. (2014), Understanding Yourself and Others, London: Sheldon Press.

FURTHER READING

Adair, J. (2009) Effective Teambuilding. London: Pan Macmillan.

Adair, J. (2009) Effective Leadership. London: Pan Macmillan.

Covey, S. (1989) The 7 Habits of Highly Effective People.London: Simon & Schuster.

Crane, A. and Matten, D. (2015) Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford: Oxford University Press.

Dial, M. (2021) You Lead. London: Kogan Page

George, B. (2003) Authentic Leadership. San Francisco: Jossey-Bass.

Goffee, R. and Jones, G. (2006), Why Should Anyone Be Led by You? Boston: Harvard Business School Press.

Goleman, D. (1996) Emotional Intelligence.London: Bloomsbury.

Goleman, D. (1998), What Makes a Leader? in Harvard Business Review, Nov-Dec, pp. 93 – 102

Greenlead, R. (2002). Servant Leadership. Mahwah: Paulist Press.

Heifetz, R., Linsky, M. and Grashow, A. (2009) Practice of Adapative Leadership. Boston: Harvard Business School Press.

Katzenbach, J. and Smith, D. (2003), The Wisdom of Teams. New York: Harper.

Kotter, J. (1990), What Leaders Really Do, Harvard Business Review, May - June 1990, pp.103-11.

Lencioni, P. (20020. The Five Dysfunctions of a Team. San Francisco: Jossey-Bass.

Marquet, D. (2015). Turn the Ship Around. London: Penguin Business.

Marquet, D. (2020). Leadership is Language. London: Penguin Business.

Thomson, B. (2006), Growing People, Oxford: Chandos Publishing.

Thomson, B. (2020). How to Coach. London: Sage.

Stone, D., Patton, B. and Heen, S. (1999) Difficult Conversations. New York: Viking Penguin.

International

Critically evaluate ideas such as corporate social responsibility, the triple bottom line (economic, environmental and social value), ethics, sustainability and globalisation

Subject specific skills

Interpret, synthesise and apply the theories of leadership into the development of own practice, and in supporting the development of direct reports
Manage challenging conversations effectively

Transferable skills

Oral communication skills.
Written communication skills.
Leadership skills.
Problem solving skills.