module specification

This module has been designed to critically develop students’ practical skills of leadership and management in the context of professional practice. Students will develop analytical skills for critical understanding of the role of leading teams in providing ethical and quality service in the context of resource constraints and changing social environment. The module will embed employability skills by simulating the work environment and will employ skills of problem solving and decision making, staff appraisal and professional behaviour required for provision of policy and practice in professional contexts. 

The aims of the module are as follows:

    You will develop an understanding of leadership styles;

    You will gain the opportunity to explore your leadership style in teamwork;

    You will be introduced to leadership models to underpin your practice;

    You will reflect on your learning from group activities on this module.

No pre-requisites required.

The syllabus will cover relevant practice and ethical issues pertinent to health & social Care practice.

As part of the process students will consider team dynamics: this will be important for developing students’ self- awareness, identify their strengths and weaknesses in relation to their own development, and assisting to assess and map their analytical skills. The curricula will cover but not be restricted to the following:

1. definitions and principles of leadership including team working, how groups and teams' function and how to develop effective team working; 
2. examining roles within leadership including effective communication; problem solving; managing conflict; decision-making; establishing shared goals and managing change; 
3. an exploration of team dynamics to develop students’ self- awareness, identify their strengths and areas to develop regarding their personal and professional development;
4. definitions and styles of leadership;
5. models of social values and professional issues, cultures and users’ rights and needs; the impact of policies and organisational requirements in relation to stakeholders and service-users; the financial context impacting service provision.

Students' learning will be structured around the weekly contact time with the teaching team and will be complemented by the students' independent work based on the guidance supplied in lectures, group work, and interactive workshops. Enquiry based learning and problem-based learning will be used to help students to comprehend theoretical concepts. Students will be required to engage continuously and constructively with the module. Every week, students will be required to read recommended chapters in textbooks or designated academic articles, to access Weblearn, electronic sources containing relevant educational material and to participate in weekly interactive workshops developing academic and multimodal communication skills.

1. Demonstrate a critical awareness, understanding of theoretical and practical approaches to teamwork, leadership and management and demonstrate practical skills in the application of practical knowledge in professional settings. 
2. Consider the effects of different approaches, policies and contexts on services, and on practices in relation to leadership in health and social care practice.
3. Understand and analyse the organisational and managerial context as it relates to the delivery of services and to professional practice within dynamic changing environments. 
4. Understand and practice ethical decision making in management and leadership 
5. Demonstrate an awareness of emergent leadership styles with the ability to evaluate impact on practice in health and social care settings.

Chua, Shireen Wei Yuin, Peter YT Sun, and Paresha Sinha. "Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership." International Journal of Cross-Cultural Management 23, no. 3 (November 21, 2023)

Gill, R. (2011) Theory and Practice of Leadership.  London Sage

Gopee, G. and Galloway, J. (2014). Leadership and Management in Healthcare. (2nd ed.). London: Sage

Humphrey, Ronald H. Effective leadership: theory, cases, and applications. (SAGE, 2014).

Luria, G., Kahana, A., Goldenberg, J., & Noam, Y. (2019). Leadership Development: Leadership Emergence to Leadership Effectiveness. Small Group Research, 50(5), 571–592. https://doi.org/10.1177/1046496419865326

Northouse, Peter Guy. Leadership: theory and practice.8th Edition (SAGE, 2018).

Player, A. (2015). Leadership selection: leadership potential, leadership performance and gender [Thesis, University of Kent]. https://kar.kent.ac.uk/53514/

Storey, John. Leadership in organizations: current issues and key trends. (Routledge, 2011).