MQM2DNA-Finding Your Leadership DNA

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 20 [10 ECTS credits]
Terms in which taught: Autumn / Spring / Summer module
Non-modular pre-requisites:
Modules excluded:
Current from: 2020/1

Module Convenor: Prof Andrew Godley


Type of module:

Summary module description:

Finding your Leadership DNA 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.


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 ethics and values of leadership, capabilities and approaches that bind them together.

  • Prepare for their roles as business leaders: to set agendas, to research, analyse and integrate complex information in designing change solutions for organisations.


  • Explore connections between the leadership, culture development, creating an environment for innovation and creativity, cultural resilience, and change capabilities necessary to drive continuous innovation and fulfil an organisation’s remit.


  • Manage partnerships, people and resources effectively and measure outcomes, understanding how to champion projects and transform services across organisational boundaries.


  • 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 their own and others' leadership and change responsiveness capability.

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Additional outcomes:


  • 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, ethics and values in the business environment.


  • Demonstrate their ability to compare, contrast and critique the theoretical work in leadership and change 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.


  • Work collaboratively enabling empowerment and delegation, act with humility and authenticity


  • Takes personal accountability aligned to clear values, instils confidence, demonstrating honesty, integrity, openness and trust


  • Comfortable in uncertainty, is pragmatic


  • Empowers and motivates to inspire and support others


  • Advocates the use of good practice within and outside the organisation

Outline content:

The key topics of study address the aim of enabling students to develop an appreciation and understanding of:


  • Historical perspectives of leadership.

  • Modern forms of leadership including followership, sole, collective and distribute.

  • 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

  • Change leadership interventions and competencies.

  • Evaluating change and the leadership of change interventions.


The module core addresses four fundamental topics within the subject area:


  1. Leadership,

  2. Leadership culture, values and change,

  3. Change challenges and approaches and

  4. Enabling, enacting and embedding change.



Global context:

Consideration is given to leading within a global context taking account of different cultures and values.

Brief description of teaching and learning methods:

The module content is delivered through a combination of taught sessions, supported by key reading from texts and other sources, practical activities for each topic with group and cohort discussion. In addition, on-line support material will also be provided.  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 ide ntify development needs.


The contact hours are a guide and the terms taught will vary depending on the start date of the cohort. 

Contact hours:
  Autumn Spring Summer
Lectures 21
Work-based learning 50
Guided independent study:      
    Wider reading (independent) 30
    Wider reading (directed) 20
    Peer assisted learning 9
    Advance preparation for classes 30
    Essay preparation 30
    Reflection 10
Total hours by term 0 200 0
Total hours for module 200

Summative Assessment Methods:
Method Percentage
Written assignment including essay 100

Summative assessment- Examinations:

Summative assessment- Coursework and in-class tests:

Assessment is through the completion of a 3000-word individual assignment. A -10% to + 20% word count tolerance margin applies.

Formative assessment methods:

Penalties for late submission:

The below information applies to students on taught programmes except those on Postgraduate Flexible programmes. Penalties for late submission, and the associated procedures, which apply to Postgraduate Flexible programmes are specified in the policy “Penalties for late submission for Postgraduate Flexible programmes”, which can be found here:
The Support Centres will apply the following penalties for work submitted late:

  • where the piece of work is submitted after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for that piece of work will be deducted from the mark for each working day (or part thereof) following the deadline up to a total of five working days;
  • where the piece of work is submitted more than five working days after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.
The University policy statement on penalties for late submission can be found at:
You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

Assessment requirements for a pass:

The assignment must achieve a minimum mark of 50% to achieve a pass.

Reassessment arrangements:

Reassessment by 100% assignment (capped at 50%); to be submitted within 6 weeks of notification of module failure, date dependent on cohort entry and to be advised by the Programme Administrator.

Additional Costs (specified where applicable):

Required text books - £60

The cost of textbooks and study aids for apprentices are met by the University of Reading as per the Education and Skills Funding Agency Regulations.

Last updated: 29 October 2020


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