MQM2MMOE-Mobilising and Maintaining Organisational Energy

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 20 [10 ECTS credits]
Level:NA
Terms in which taught:
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2018/9

Module Convenor: Dr Bernd Vogel

Email: bernd.vogel@henley.ac.uk

Type of module:

Summary module description:

The elective module is offered as part of either Stage 1 or Stage 2 of the MA Leadership, a part-time programme for experienced leaders or managers with significant leadership responsibility. This module is specifically aimed at developing leadership skills and practices in programme members around leadership for mobilising and maintaining energy in teams and organisations. It is delivered by a combination of face-to-face workshops, energy diagnostics, small group work, continuous transfer to individual programme member context, personal reflection and self-study, over a period of several months alongside other modules within Stage 1 or Stage 2.


Aims:

This module aims to:



• Develop the understanding and capability to engage in leadership that is mobilising and maintaining energy in teams, units, and organisations



• Help programme members discover what organisational energy is and its impact on performance



• Help them link the human potential to their team’s and organisation’s core purposes, crucial initiatives and transformations



• Help programme members understand energy diagnostics and energy profiles



• Discover and apply leadership strategies, tools and practices to mobilise and maintain energy in teams, units, and organisations



• Explore practices of engaging, inspirational and visionary leadership, concepts of inspiring followership, and self-leadership to sustain high energy–high performance



• Help understand and apply practices of (re-)vitalising management systems, such as strategy, culture and leadership


Assessable learning outcomes:

• Knowledge, understanding, and application of a range of theoretical models and approaches of engaging and energizing leadership for teams and organisations



• Understanding of a range of theoretical models and approaches and application of practices of leadership that maintains energy and performance over time in teams and organisations



• Knowledge and understanding of a range of models and techniques to inspire and influence people upwards, sideways and downwards in an organisation in the context of organizational transformation



• Analytical skills of interpreting challenges regarding the human potential in organisations



• Understanding of leadership, leading-up and followership as an organisational capability



 



The programme member will receive feedback from peers and tutors on these outcomes throughout the module. This will contribute to their reflective statement in the final assignment for assessment


Additional outcomes:

• Individual analysis of specific energy profiles of their respective teams or organisations



• Understanding and experience of programme members’ own sense of inspiration



• Identifying leadership strategies concerning their team’s and organisation’s  individual energy profile and performance challenges



• Developing a set of individualised, situation specific recommendations and action plans for their leadership (re-)thinking and activities


Outline content:

• Leadership as a relationship



• Energy states of an organisation or team and the impact on performance



• Linking collective energy to core purpose, initiatives and transformations of teams and organisations



• Energy diagnostics and different energy profiles



• Leadership strategies and tools to mobilise and sustain energy in teams, units, and organisations



• Individualised leadership strategies and instruments regarding the individual energy profile and performance challenges



• Practices  and  instrument  of  engaging,  inspirational  and  visionary  leadership,  concepts  of  inspiring followership and, self-leadership



• Practices of vitalising management systems, such as strategy, culture and leadership


Brief description of teaching and learning methods:

There will be two, 1 day workshops separated by a few months to allow for reflection and practice. Teaching methods include working in a whole group of up to 50 with one or two tutors, and in smaller groups up to 8 programme members. Other learning activities take place in pairs and individual reflection.



Teaching includes input from tutors, demonstrations of techniques and practice in small groups. Plenary discussion and table discussions are encouraged. Formative and summative feedback is given as appropriate.

Programme members are expected to draw on their practical leadership experience in their own or other organisations to practice and consolidate their learning through planned leadership development targets. After the workshop in this module, the programme members write their assignments. They have access to the Virtual Learning Environment throughout the programme, until the end of their registration period.

Programme members are encouraged to keep a personal learning log, paper or electronic, during both this module and the complete programme.


Contact hours:
  Autumn Spring Summer
Lectures 16
Project Supervision 44
Work-based learning 40
Guided independent study 100
       
Total hours by term 200.00
       
Total hours for module 200.00

Summative Assessment Methods:
Method Percentage
Written assignment including essay 100

Summative assessment- Examinations:

None


Summative assessment- Coursework and in-class tests:

Assessment:



Following on from the first workshop, programme members develop a personal leadership development plan with their desired developmental goals and targets, during the subsequent ‘practice’ period of several months. Programme members will design a range of leadership development and learning activities which provide the opportunity to demonstrate acquired skill and develop further. These will be discussed in the final assessment, which will comprise:



 



• A written assignment of 5000 words, based on the experience of the leadership practice and personal leadership development during the overall period of the module. This should reflect on the activities which took place both in ‘live’ practice and at the workshops, the learning gained from it, the programme member’s learning reflections, and be underpinned with reference and critical analysis of the relevant literature.



 



The assignment is the only piece of work assessed in this module. It is expected that the programme member will reference the other elements of their development portfolio, such as learning logs and reflective documents, and include them as required in the appendix of the assignment. These additional elements of the portfolio will be included in the same electronic submission as the assignment.


Formative assessment methods:

Penalties for late submission:
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

Assessment requirements for a pass:

Minimum of 50%


Reassessment arrangements:

One re-submission allowed, capped at 50%


Additional Costs (specified where applicable):

Last updated: 19 December 2018

THE INFORMATION CONTAINED IN THIS MODULE DESCRIPTION DOES NOT FORM ANY PART OF A STUDENT'S CONTRACT.

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