Introductory description

This module shows how leaders develop, facilitate and manage the achievement of the mission and vision via a clear stakeholder focused strategy, supported by relevant policies, objectives, targets and plans implemented through appropriate actions and behaviours that conform to developed values required for long term success, thereby ensuring that the organization’s management system is developed and implemented. Students, working in teams, will develop and present a proposal that delivers a case company strategy informed by the EFQM model 2020 2nd Edition.

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.

• Defining leadership.
• Theories of leadership from management and psychological perspectives.
• Strategic direction setting.
• Development of vision, mission and values for an organization and their links to strategy.
• Policy deployment.
• Management ethics and corporate social responsibility.
• Performance management.

Learning outcomes

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

• Analyse an organizational situation to identify areas for improvement of leadership.
• Select and propose how to apply one or more leadership theories to improve the quality of leadership in an organizational situation .
• Critically evaluate the leadership and followership of self and others

Indicative reading list

Akao, Y. (1991). Hoshin Kanri: policy deployment for successful TQM. Portland, Or: Productivity Press
DuBrin, A. J. (2019). Leadership: research findings, practice, and skills. Boston, MA: Cengage Learning
Manning, T., & Robertson, B. ((2002). Leadership: A critical review and guide. (1st Ed). Ethics Intermational Press
Carroll, B et al, (2023). Leadership: Contemporary critical perspectives. (3rd Ed). Sage
Uys, J. et al, (2021). The Anatomy of Leadership in Industry 4.0 : The 4.0D® Leadership Development Model. (1st Ed). Knowledge Resources
Dathe, T. (2022). Corporate social responsibility (CSR), sustainability and environmental social governance (ESG): approaches to ethical management. Springer
Smith, C & Lenssen, G. (2009). Mainstreaming corporate responsibility. Hoboken, N. J.: Wiley
Matshoba-Remuedzisi, T., de Jongh, D., & Fourie, W. (2022). Followership: a review of current and emerging research. Leadership & organization development journal, 43, (4).

View reading list on Talis Aspire

Research element

Reviewing the literature to identify appropriate leadership theories and approaches to support development of organizational and personal performance.

International

Students will experience leadership and followership in the context of working with colleagues from different nationalities, thereby appreciating cultural differences.

Subject specific skills

Understand how leaders develop the vision, mission and values, ensuring that the organization’s
management system is developed, implemented and continuously improved, Understand the
need for leaders’ involvement with customers, partners and representatives of society,
Understand how leaders motivate, support and recognise the organization’s people, Understand
how policy and strategy are based on the present and future needs and expectations of
stakeholders, Understand how policy and strategy are developed, reviewed and updated,
Understand how policy and strategy are deployed through a framework of key processes and are
communicated and implemented.

Transferable skills

Communication, critical thinking, working with others, problem solving, information literacy,
numeracy, digital literacy, ethical values, intercultural awareness, professionalism, organizational
awareness