module specification

MN5009 - Leadership and Leading (2024/25)

Module specification Module approved to run in 2024/25
Module title Leadership and Leading
Module level Intermediate (05)
Credit rating for module 30
School Guildhall School of Business and Law
Total study hours 300
48 hours Assessment Preparation / Delivery
180 hours Guided independent study
72 hours Scheduled learning & teaching activities
Assessment components
Type Weighting Qualifying mark Description
Group Presentation 30%   Group Presentation
Coursework 30%   Individual Written Assignment
Group Presentation 40%   Group Presentation
Running in 2024/25

(Please note that module timeslots are subject to change)
No instances running in the year

Module summary

This module provides students with an understanding to both traditional and contemporary theories of leadership. It examines how cumulative knowledge of leadership theory, from Trait to more recent Authentic approaches, can contribute to leading and managing business organisations. Through the use of self-report questionnaires students will be helped to identify their leadership style and preferences.  With a thorough grounding in normative theory the focus of the module then turns to leader behaviours including hubristic leadership and the use of  power, politics and conflict.

Power, politics and conflict in organisations can either increase productivity and efficiency or reduce them substantially. Political processes can determine organisational existence and strategic direction. For instance, restructuring can be stimulated either by internal political struggles or by external market conditions, and in the process the lives and careers of employees can be altered, not always positively, which can give rise to an unfolding processes of dysfunctional conflict. 

Understanding the impact of leaders’ behaviour on others, particularly in terms of power, politics and conflict is crucial to understanding how to manage and lead an organisation to success.The need for power (nPow- identified by McClelland) is often accompanied by political tactics, such as forming coalitions to increase the likelihood of achieving a goal beyond the grasp of the leader alone. In such circumstances uncertainty reduction (goal setting) and open communication (with peers, superiors and subordinates) are examples of how the impact of strategic change can be managed on a day-to-day basis.

Students on this module will have opportunities to enhance their goal setting and communication skills, developed earlier, and to develop key skills such as negotiation and persuasion as a means of dealing with conflict and morale issues  that can arise when managing and leading people.


There are four main themes

Leadership theory: the first part of this module is devoted to exploring leadership theory- what it is, how it helps to provide a framework for leading organisations, the difference between transformational and transactional leadership styles; the influence of situational variables on leadership style; the development of students’ own leadership style.
Fairhurst’s (2007) discursive approach to leadership will be discussed. 

Power, Politics and Conflict: the idea of the ‘transformational’ leader is extremely popular without apparent understanding of its susceptibility to the ‘dark side’ which can manifest itself in issues of power, politics and conflict. The second main theme of this module provides students with an understanding of the nature, sources and consequences of power and its use, how it can lead to both macro and micro organisational politics and to dysfunctional conflict. Students will be introduced to strategies that offset negative organisational power and politics, for instance using path-goal theory. 

Leading:  and the importance of ‘vision’. Leading the organisation or unit to success is the third theme in this module. Its focus is on the impact of leading behaviour on followers, groups and teams. The role of emotional intelligence in leading (see Mullins,(2010, 9th edn, Ch 10). 

Negotiating and Persuasion: are among the skills that are crucial for managing and leading in all organisations. This element of the module
focuses on the development of these skills.

Learning Outcomes LO 1 - 4

Balance of independent study and scheduled teaching activity

This module ask students to discuss their leadership style, hence the scope for PDP and reflexivity.  The module provides 3-hour face-to-face contact per week which will be utilised in a variety of approaches including, lectures, tutorials, workshops, flipped classrooms, guided learning and discussion groups.

Learning activities will be supported by multimedia, including videos, self-administered questionnaires, student centred discussions, guest speakers and virtual lectures.  A strong student-centred focus means that concepts of action and experiential learning will be emphasised and students will be encouraged to focus on their own creative experience and observers of leadership.

Weblearn:  will be used for the distribution of module material and it will also be used as an interactive mechanism between students and tutors, for example, to direct students to particular readings or to provide news about the module or the module content. It will also be used for the timely provision of generic feedback following formative assessment.

Learning outcomes

On successful completion of this module students will be able to:
1. Develop students understanding of leadership theory;
2. Help students to identify their own leadership styles and preferences;
3. Develop students understanding of, and ability to manage, power, politics and conflict in organisations.
4. Provide students with opportunities to develop their negotiation and persuasion skills.



Core Texts:

Northouse, P. (2018) Leadership: Theory and Practice. 8th edn. London: Sage.

Mullins, L.J. (2010) Management and Organisational Behaviour. (9th Edn) Harlow: Pearson Education.

Wagner, J.A. & Hollenbeck, J.R. (2015) Organisational Behaviour: Securing Competitive Advantage. Oxon: Routledge.

Additional Textbooks :

Fairhurst, G.T. (2007) Discursive Leadership: in conversation with leadership psychology. Thousand Oaks: Sage.

Gill, R. (2006),  Theory and Practice of Leadership. London: Sage 

Grint. K. (2010) Leadreship: a very short introduction. Oxford:  OUP.

Grint, K. (2000) The Arts of Leadership. Oxford: OUP.

Kouzes, J.M., and Posner, B.Z. (2008) The Leadership Challenge, (4th edn). San Francisco: Jossey Bass

Pedlar, M., Burgoyne, J., and Boydell, T. (2004) A Manager’s Guide to Leadership. Maidenhead: McGraw-Hill.

Sadler-Smith, E. (2016) Hubris in business and management research: a 30-year review of studies. In: Garrard, P and Robinson, G (eds) The intoxication of Power: Interdisciplinary Insights. Basingstoke: Palgrave Macmillan pp.39-74.

Sadler-Smith, E, Akstinaite, V., Robinson, G. and Wray, T. (2016) Hubristic leadership: A review.  Leadership (0) 1-24.


The Leadership Quarterly


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