MNM3LC-Leadership and Change

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 10 [5 ECTS credits]
Level:NA
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Module version for: 2017/8

Module Convenor: Dr Stephen Simister

Email: stephen.simister@henley.ac.uk

Summary module description:

Leadership and Change places practising managers at the centre of their development as effective change leaders, faced with real dilemmas, and choices about courses of action. Through exploration of the links between leadership, the change context, culture, and change practice, they will be able to make informed decisions about how to mobilise the leadership and change resources at their disposal (individually and collectively). The key themes are: concepts, theories and models of leadership and their relevance to organisational change circumstances; the challenge of change and the key organisational and people factors impacting on its nature and enactment; the role, nature and impact of values and culture in both pursuing and responding to change and its leadership; and the core skills and techniques required to enable, enact and evaluate effective change.


Aims:

The module is designed for practising managers who aspire to understanding and developing their leadership capability and strengthening their change leadership expertise.

The key objectives are to: 




  • Introduce key and related concepts, theories and models of leadership, change, leadership culture and the values, capabilities and approaches that bind them together.

  • Prepare for their roles as business leaders.

  • Explore connections between the leadership, culture development and change capabilities necessary to fulfil an organisation’s remit.

  • Identify their development goals as change leaders and practise the core skills of leading change.


Assessable learning outcomes:

By the end of the module it is expected that programme members will be able to demonstrate their ability to:




  • Make appropriate and effective use of different approaches to leadership and change.

  • Identify and apply the key leadership and change resources required to take an organisation forward.

  • Understand and develop your own and others' leadership and change responsiveness capability.


Additional outcomes:


  • Make appropriate and effective use of different approaches to leadership and change.

  • Identify the key leadership and change resources required to take an organisation forward.

  • Understand and develop their own and others’ leadership and change responsiveness capability.

  • Develop their change leadership capability through knowledge and understanding of the roles and responsibilities of leaders, the nature and impact of change, and the culture and values in the business environment.

  • Demonstrate their ability to compare, contrast and critique the theoretical work in this field and apply this to current business examples.

  • Demonstrate by their own behaviours, the attributes appropriate to leading in an ethical and authentic manner, both as an individual and when working as a team.


Outline content:

The key topics covered in all modes of study address the aim of enabling programme members to develop an appreciation and understanding of:




  • The long line of thought about leadership and its connection with organisational change.

  • Sole, collective and distribute leadership.

  • Leadership talent identification and capability building.

  • Leading in context (becoming your own leader).

  • Values driven leadership behaviour and its impact on culture and performance.

  • Leadership culture or ‘brand’ and the interaction with organisational culture and reputation.

  • Personal diversity in values, cultural intelligence and the interaction with organisational change.

  • Leadership culture for sustainable business improvement and transformation• Drivers and challenges – why leading change is difficult.

  • Perspectives, strategies, models, frameworks and approaches.

  • Managing change and transition.

  • Evaluation of environment and change readiness.

  • Making change happen.

  • Change leadership.

  • Change leadership interventions and competencies.

  • Evaluating change and the leadership of change interventions.



The module core addresses four fundamental topics within the subject area: Leadership; Leadership culture, values and change; Change challenges and approaches and Enabling, enacting and embedding change. 


Brief description of teaching and learning methods:

Teaching and learning methods:

There will be some flexibility within the focus of the teaching and learning approach for programme members taking different modes of study.




  • Executive MBA programmes: the content is delivered through a number of taught sessions, supported by key reading from texts and other sources, practical activities for each topic with group and cohort discussion. Guest speakers may be included in order to study contemporary situations. Case material is included to stretch the practical application of theory and experience. An element of self-reflection is included to build awareness and identify development needs. The on-line materials from the flexible programme are also made available to programme members.

  • Flexible executive learning programmes: the content is delivered on-line in a study-guide format with an associated text book; it is structured around key readings and other sources, with a series of practical activities for each topic. A 1.5 day workshop is run for the module, covering the key topics from the syllabus with a range of case material and exercises for group activity and discussion.



Contact Hours:

The table below shows the contact hours for the Executive Programme. The Flexible Executive programme has 10 hours of contact time in the form of taught workshops.


Contact hours:
  Autumn Spring Summer
Practicals classes and workshops 28
       
Total hours by term 28.00
       
Total hours for module 28.00

Summative Assessment Methods:
Method Percentage
Written assignment including essay 60
Oral assessment and presentation 40

Other information on summative assessment:
The module is assessed by :
• Executive programme – A two-part assessment consisting of an individual written assignment (60%) of 3,000 words and a group-based presentation (40%) derived from the assignment examples
• Flexible Executive programmes – An individual written assignment of 4,000 words (100%)

Formative assessment methods:

Penalties for late submission:

These are in accordance with the mode of study arrangements laid out in the programme guide.



Penalties for late submission on this module are in accordance with the University policy. Please refer to page 5 of the Postgraduate Guide to Assessment for further information: http://www.reading.ac.uk/internal/exams/student/exa-guidePG.aspx



Penalties for late submission on this module are in accordance with the University policy. Please refer to page 5 of the Postgraduate Guide to Assessment for further information: http://www.reading.ac.uk/internal/exams/student/exa-guidePG.aspx

Length of examination:

Requirements for a pass:
The assignment must achieve a pass mark of 50%.

Reassessment arrangements:
These are in accordance with the arrangements for resubmission laid out in the programme guide.

Additional Costs (specified where applicable):
1) Required text books:
2) Specialist equipment or materials:
3) Specialist clothing, footwear or headgear:
4) Printing and binding:
5) Computers and devices with a particular specification:
6) Travel, accommodation and subsistence:

Last updated: 31 March 2017

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