IB9DS-15 LeadershipPlus
Introductory description
The LeadershipPlus module covers three complementary areas of leading self, leading others, and leading change as components of becoming a change leader. Students have the opportunity to learn through experience, feedback and reflection about what they personally stand for as a leader, how to manage self effectively, and how to lead, manage and influence other people and teams to bring about change.
Module aims
The aims of the module are to enable students to:
-
Gain a theoretically sound understanding of the concept of leadership, as well as tools and frameworks to help them develop leadership capabilities for themselves and their organisations. -
Develop their ability to engage in effective conversations and how to handle conflict constructively. -
Engage in the complexities of developing leadership through real-life case studies, experiential workshops and references to relevant recent literature. The format is a mix of group work and plenary discussions centred on what effective leadership looks like in various contexts. -
Lead and manage people skilfully, with a firm appreciation of issues of sustainability in business with a focus on diversity, ethics, globalisation, and environmental and social responsibility. -
Engage in personal growth using a variety of methods including self-reflection and active participation in 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.
Leading self
The image of a leader
Collaborating effectively with others in a team setting through effective conversations
Leading with influence
Responsible leadership - leading ethically and sustainability
Leading change
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
- 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
Thomson, B. (2014), Understanding Yourself and Others, London: Sheldon Press.
Adair, J. (2009) Effective Teambuilding. London: Pan Macmillan.
Adair, J. (2009) Effective Leadership. London: Pan Macmillan.
Blakeley, K. and Blakeley, C. (2022) Leading with Love. London: Routledge.
Colley, J. and Spyridonidis, D. (2022) Unprecedented Leadership. London: Palgrave Macmillan.
Crane, A. and Matten, D. (2015) Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford: Oxford University Press.
Currie, G. & Spyridonidis, D. (2019). Sharing leadership for diffusion of innovation in professionalized settings. Human Relations, 72(7), 1209-1233.
Dial, M. (2021) You Lead. London: Kogan Page
Feldman, D. C., & Lankau, M. J. (2005). Executive coaching: A review and agenda for future research. Journal of Management, 31(6), 829.
George, B. et al., 2007. Discovering your authentic leadership. Harvard Business Review, 85(2), 129.
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. (1998), What Makes a Leader? in Harvard Business Review, Nov-Dec, pp. 93 â 102
Grint, K. (2010 Leadership A Very Short INtroduction. OUP
Heifetz, R., Linsky, M. and Grashow, A. (2009) Practice of Adapative Leadership. Boston: Harvard Business School Press.
Iszatt-White, M. and Saunders, C. (2020) Leadership. Oxford: Oxford University Press
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.
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.
Lindsay, P. and Bawden, M. (2017) Pig Wrestling. London: Vermillion.
Marquet, D. (2015). Turn the Ship Around. London: Penguin Business.
Marquet, D. (2020). Leadership is Language. London: Penguin Business.
Sanford, C. (2011) The Responsible Business. San Francisco: Jossey-Bass.
Steare, R. (2011) Ethicability. Roger Steare Consulting.
Stone, D., Patton, B. and Heen, S. (1999) Difficult Conversations. New York: Viking Penguin.
Thomson, B. (2006), Growing People, Oxford: Chandos Publishing.
Thompson, B. (2014). Understanding Yourself and Others. London: Sheldon Press.
Thompson, B. (2020). How to Coach. London: Sage.
Thompson, B. (2023). Coaching from A to Z and Back Again. St Albans: Critical Publishing.
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
Writing skills
Communication skills
Personal effectiveness
Leadership skills
Problem solving skills
Study time
| Type | Required |
|---|---|
| Other activity | 55 hours (37%) |
| Private study | 38 hours (25%) |
| Assessment | 57 hours (38%) |
| Total | 150 hours |
Private study description
Private study to include preparation for lectures and own reading
Other activity description
Ten days of workshops in terms one and two - 10 x 5.5 hours
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 A6
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Individual Assignment | 60% | 34 hours | Yes (extension) |
|
Individual Assignment 2500 words |
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Reassessment component is the same |
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Assessment component |
|||
| Group Presentation | 40% | 23 hours | No |
|
Group presentation on a client engagement project (20 mins plus 10 mins Q and A) |
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Reassessment component |
|||
| Individual Assignment | Yes (extension) | ||
|
Individual Assignment 2000 words |
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Feedback on assessment
Students will receive written feedback on their individual assignment and their group presentation and report, in the usual manner.
Post-requisite modules
If you pass this module, you can take:
- IB9FY-10 Strategic Leadership Development
Courses
This module is Core for:
- Year 1 of TIBS-N1P2 Postgraduate Taught Business Administration
This module is Core optional for:
- Year 1 of TIBS-N1P2 Postgraduate Taught Business Administration