LP302-15 Leading for Innovation
Introductory description
The module combines theories of leadership and innovation with methods of critical self-reflection in order for students to develop their own values-focused creative, cultural and media practices as leaders of innovative projects in the media, cultural and creative industries, as well as other industries where creativity and media play a strong role. The module explores the evolution of innovation, leadership and creativity within arts and cultural sector working and professions.
Module aims
The module aims to prepare students as leaders of innovative projects in the media, cultural and creative industries, as well as other industries where creativity and media play a strong role. The module aims to help students develop their own value focused model of innovation and leadership drawing on theories of leadership and innovation and critical self-reflection through reading and problem-solving.
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.
Part 1: Rethinking leadership in the media and creative industries
- Introduction to leadership theory – transformational vs. transactional; charismatic leadership; top-down vs. bottom up; ‘situated’ leadership; gendered leadership (‘soft’ vs. ‘hard’ skills’. How do these models map onto the realities of the cultural sector?
- Towards new kinds of leadership: flat hierarchies and multitasking; cooperative and collective approaches to leadership in the cultural sector; ‘vulnerable’ leadership; implicit vs explicit leadership and hidden hierarchies.
Part 2: Understanding innovation
- From leadership to creativity to innovation: innovation as ‘applied creativity’, beyond the myth of genius. Adapters and innovators – where is the value added?
- The innovative leader – how can innovation processes be managed, what is the role of the leader (referring back to models in first part of module), can leadership / management itself be innovative? What are the barriers to innovation and how can these be overcome (idea champions, pitching an idea, building alliances)?
Part 3: Leading for innovation
- Videos and guest speaker
- Big Problems – how to develop innovative arts-based interventions as small solutions to a big problem
Part 4: Group Assessment
- Playing leadership abd innovative roles
- Evaluating innovation and leadership in the creative industries
The module will be assessed via a Reflective Essay and a Group Presentation.
Learning outcomes
By the end of the module, students should be able to:
- Demonstrate an understanding of theoretical models of leadership and their application in the media and creative industries
- Demonstrate an understanding of theories of innovation and creativity
- Practice problem-solving skills through group collaboration
- Reflect upon personal and professional strengths in an innovative team
- Critically reflect on learning arising from group projects
- Present a case convincingly to a group of people in a professional manner
- Evaluate what they have learnt, both orally and in writing
Indicative reading list
Bilton, C and Cummings S (2010). Creative Strategy: reconnecting business and innovation. (Wiley)
Küng, L. (2017). Strategic Management in the Media: theory to practice 2nd edition (Sage)
Mould, O. (2018). Against Creativity (Verso)
Mumford, M, Scott, G, Gaddis, B and Strange, J. (2002): Leading creative people: orchestrating expertise and relationships. The Leadership Quarterly 13, 705 – 750.
Verganti, R. (2009. Design-driven innovation: changing the rules of competition by radically innovating what things mean (Harvard Business Press)
Belbin, R. Meredith: (1993) Team Roles at Work (Butterworth-Heinemann: Oxford)
Bertcher, H. (1994): Group Participation: Techniques for Leaders and Members (Sage: London)
Bolton, Gillie (2010 Third Edition): Reflective Practice: Writing and Professional Development (Sage: London)
Johns, C. (2004): Becoming a Reflective Practitioner (2nd ed.) (Blackwell Publishing: Oxford)
Reynolds, M. and Vince, R. (eds.) (2004): Organising reflection. (Ashgate: Aldershot)
Subject specific skills
Understanding of theoretical models of leadership and their application in the media and creative industries
Understanding of theories of innovation and creativity
Transferable skills
Problem-solving skills through group collaboration
Awareness of personal and professional strengths in an innovative team
Ability to reflect critically reflect on learning arising from practical projects
Ability to present a case convincingly to a group of people in a professional manner
Ability to valuate what you have learnt, both orally and in writing
Study time
| Type | Required |
|---|---|
| Seminars | 9 sessions of 2 hours (12%) |
| Tutorials | 1 session of 30 minutes (0%) |
| Online learning (independent) | 1 session of 2 hours (1%) |
| Other activity | 1 hour (1%) |
| Private study | 128 hours 30 minutes (85%) |
| Total | 150 hours |
Private study description
Reading the core text and critical reviewing and reflection
Research wider reading
Viewing leadership videos and materials
Researching guest speakers and leader profiles
Group work, taking minutes of meetings and assessment preparation
Other activity description
Watching the leadership videos
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 A2
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
| Group Presentation | 50% | No | |
| Critical review | 50% | Yes (extension) |
Feedback on assessment
Feedback on both assessments will be provided via Tabula within 20 days of submission. A baseline mark for all group members will be given based on the group project, but may be adjusted at discretion of the module tutor, based on individual self-evaluation and peer-evaluation.
Pre-requisites
To take this module, you must have passed:
Courses
This module is Core for:
- Year 3 of ULPA-P301 Undergraduate Media and Creative Industries