module specification

This core module supports the development of the learner through their engagement with Leadership and Strategic Management theory and further develops their on-going leadership skills through the application of theory to practice. It will also prepare and develop them for an organisational leadership and/or management role.  Key features of the module are an emphasis on effectiveness in a leadership role together with doing this in a socially and ethically responsible manner. The module draws on a wide-range of academic research and professional experience. It introduces core leadership and strategic management concepts and encourages students to develop a critical, analytical approach to solving work-based leadership/ management issues. Students will develop an awareness of different theoretical perspectives so that the complexity of managerial work is explored rigorously. The module explores a range of strategic and operational perspectives through academic research and an examination of work-based issues. It encourages students to adopt a reflective approach on current practice and critique academic theory in relation to their future leadership and management development. This module contains a strong experiential learning approach.

This module aims to stimulate the student’s critical awareness and application of key leadership and strategic management theories to their own practice and develop their ability to evaluate current practice in the light of relevant academic theories. It is expected that students will develop an increased awareness of the impact and influence of leaders and their own leadership development.

• Leadership theory, including relational theory ( Komives)
• Leadership and Management styles, e.g. autocratic, democratic, transformational, charismatic (Weber, Conger and Kanungo), transactional (Bennis, Bass) relational, situational ( Hersey and Blanchard, Vroom and Yetton, tri-dimensional (Yukl), impact of styles on different organisations/ sectors/ situations
• Strategic management theory including strategic issues relating to organisations
• Role of strategic management
• Relationship between leadership and strategic management: definition of leadership; Mintzberg’s 10 Managerial Roles, Leader member exchange theory, strategic aims and objectives, improving organisational performance, managing and implementing change, high performance teams, leadership skills.
• Emotional Intelligence: how this influences leadership effectiveness (Goleman)
• Managing people in organisations perceptions and learning: motivation, communication

Learning and teaching strategy for the module involves an approach using blended learning, experiential learning, student’s responsibilities and opportunities for reflective learning, professional and personal development.

The module draws on a wide-range of academic research and professional experience. It introduces core concepts and encourages students to develop a critical, analytical approach to solving work-related leadership and management issues. Students will develop an awareness of different theoretical perspectives so that the complexity of managerial work is explored rigorously.

To ensure a positive and productive student learning experience the programme is designed to be a blend of class-based lectures, seminars and case-study group work as well as self-directed learning and presentations. Classroom sessions will be supported by web-based materials and recommended pre-readings from module texts and other readings. In addition masterclasses, guest speakers and visits to leading organisations will be utilised to enable students to have a greater understanding of the role of managers and leaders.

Students should engage in any preparation activities that they need to undertake to support their learning and the lecture sessions They should also engage in individual academic and practitioner-based research. Students are expected to carry out independent learning and research via academic journal articles and current articles.

Digital literacy development

The learning,  teaching and assessment strategy for this module will enable students to develop their capabilities in digital literacy and information handling appropriate to professional/master’s level study as outlined in the Open University Digital and Information Literacy Framework (DILF: available to view at http://www.open.ac.uk/libraryservices/pages/dilframework  )

Work related learning
This module adopts a work-related learning perspective based upon the application of topics covered in the module to real-life workplace issues. Students are encouraged to adopt a reflective approach towards the syllabus in the context of their own particular work experience and skill sets. Hence, through reflection upon how their existing skill sets compare to the particular requirements of specific workplace issues, they are able to identify where particular knowledge and skills gaps exist. This information can then be used to frame their learning in relation to each element of the syllabus and their own personal / professional development.

Reflective journal
This module will adopt the reflective practitioner model to encourage lifelong learning and personal responsibility developing professionalism in management and leadership. Students will be expected to spend time each week updating a reflective journal, which records not only reflections on class-based sessions, but also other activities, thoughts and reflections, which contribute to their learning. It is important that students make their entries regularly as they will help to consolidate their learning throughout the module.
The module tutor / lecturer will regularly review entries in students Learning Journal and will provide regular formative feedback.

On successful completion of this module student will be able to demonstrate the following learning outcomes:

1. Demonstrate an understanding of the nature of leadership and strategic management. Students will be able to communicate and articulate their understanding of leadership and strategy theories and be able to apply them to organisations.
2. Apply a body of knowledge, theory and practice to complex management and strategic issues in organisations. Students will develop skills in order to analyse problems in a critical manner showing a good understanding of leadership and strategic management practice and theory.
3. Critically examine current academic theory and debates on leadership and strategic management.
4. Demonstrate a critical awareness of the organisation so that an effective understanding of organisational problems and opportunities can be developed when considering leadership.
5. Demonstrate a critical appreciation of responsible leadership that emphasises the ethical dimension that informs these activities.
6. Students should be able to identify their own current skill set and demonstrate how their learning on the module enhances their own personal development.

The assessment strategy has been designed to measure the achievement of the module learning outcomes using individual instruments and draws, where possible, on the experience of the cohort. Where students are not currently working this can be completed using a company they previously worked in; one they know well or can gain access to (e.g. family business); or using a case study approach which they can obtain suitable and current information on.

The 2nd assessment will include a reflective statement of personal learning and the contribution made by the module to the student’s professional development

Bibliography

Adair, J. (2011). 100 Greatest Ideas for Effective Leadership. Chichester, UK:
Capstone Publishing Ltd.
Bloisi, W., Cook, C. and Hunsaker, P. (2007).Managers and Organisations. Maidenhead UK: McGraw-Hill.
Boddy, D. (2011). Management - An Introduction. Harlow UK: Pearson.
Bolden, R., Hawkins, B., Gosling, J., Taylor, S. (2011).Exploring Leadership: Individual, Organizational and Societal Perspectives. Oxford, OUP.
Carnell, C. (2007). Managing Change in Organisations. 5th Edition. UK: Financial Times/ Prentice Hall.
Covey, S. (2004).The 7 Habits of Highly Effective People.  London: Simon & Schuster
De Wit, B. and Meyer, R. (2010). Strategy: Process, Content, Context  4th edn. London: Thomson International Business Press.
Grint, K. (2005). Leadership: Limits and Possibilities. Basingstoke: Palgrave MacMillan
Handy, C. (1999). Understanding Organisations. 4th ed. London UK: Penguin
Hayes, J. (2010). The Theory and Practice of Change Management. Basingstoke UK:
Palgrave.
Johnson, G. Whittington, R. and Scholes, K. (2014). Exploring Corporate Strategy, 10th edn. Harlow, England: Pearson.
Johnson, G, Scholes, K. and Whittington, R. (2009). Fundamentals of Strategy. Harlow, England, Pearson.
Kehoe, D. (2008). Leading and Managing Change, 2nd edn. London: John Wiley and Sons.
Mullins, L. J. (2016). Management and Organisational Behaviour, 11th edn. Harlow, England: Pearson.
Northouse, P. (2015). Leadership: Theory and Practice. Thousand Oaks, CA.; Sage.

E resources available from http://catalogue.londonmet.ac.uk/search~S1/X?search=management&SORT=RAD&searchscope=1&m=z
Journals
Academy of Management Journal
British Journal of Management
Harvard Business Review
Management Today
MIT Sloan Management Review