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. The module will enable students to develop their skills in:
Working collaboratively as part of a team
Leading and managing people, change and innovation skillfully
Handling the ethical dimensions involved in making business decisions
Thinking systemically and critically appreciate the importance of sustainability in business
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
Leading in crisis
Leading strategic change and innovation
Leadership Styles
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
- Deeply reflect on and make sense of their own behaviour and its impact on others
- Critically evaluate the role of leaders in concepts 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
Colley, J. and Spyridonidis, D. (2022) Unprecedented Leadership: Leading in a Turbulent Time London: Palgrave Macmillan
Spyridonidis, D., Côté, N., Currie, G., & Denis, J. L. (2022). Leadership configuration in crises: Lessons from the English response to COVID-19. Leadership, 18(5), 680-694.
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, 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
communication
problem solving
working with others
personal effectiveness
Study time
| Type | Required |
|---|---|
| Lectures | 27 sessions of 1 hour (27%) |
| Private study | 29 hours (29%) |
| Assessment | 44 hours (44%) |
| Total | 100 hours |
Private study description
Private study to include preparation for lectures and own reading
Costs
No further costs have been identified for this module.
You must pass all assessment components to pass the module.
Assessment group A2
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Group Presentation | 20% | 9 hours | No |
|
Group presentation (15 slides/ 15 minutes) |
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Reassessment component |
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| Individual Assignment | Yes (extension) | ||
|
1000 words |
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Assessment component |
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| Individual Assignment | 80% | 35 hours | Yes (extension) |
|
2500 words |
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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.
Courses
This module is Core for:
- Year 1 of TIBS-N1Q4 Postgraduate Business Administration (Executive) London
- Year 1 of TIBS-N1Q3 Postgraduate Taught Business Administration (Executive)
- Year 1 of TIBS-N1S2 Postgraduate Taught Business Administration (Executive) (London) Daytime