MN5067 - Leadership in Practice (2023/24)
|Module specification||Module approved to run in 2023/24|
|Module title||Leadership in Practice|
|Module level||Intermediate (05)|
|Credit rating for module||15|
|School||Guildhall School of Business and Law|
|Total study hours||150|
|Running in 2023/24(Please note that module timeslots are subject to change)||
This module provides students with an understanding of leadership in both theoretical and practical terms. In order to develop students cognitive academic abilities a study of leadeship theory will be undertaken. In this module students will explore the core theoretical underpinning of the theories of leadership. Using current case study examples they will learn how to apply their leadership knowledge critically. With the use of multi-media students will analyse how an understanding of leadership theory can contribute to developing, leading and managing business organisations.
Students will explore the importance of the traits, behaviours and characteristics of leaders through the critical lens of current leadership models. To develop their knowledge of leadership in practice students will use real world case studies to develop their understanding of leadership dilemmas and how theory can be used to help solve them. Students will explore the role of Power, Influence and Ethics in the role of the leader and how this can be developed to create a more ethical approach to leadership. In addition students will examine how leaders deal with conflict in the workplace through workplace examples and cases.
Students will have the opportunity to identify, reflect on and develop their own leadership skills. They will conduct a self-leadership audit through identifying their leadership style, traits and skills, e.g. negotiation, communication and then develop a self reflective piece to evidence their leadership skills development. They will then develop a plan to demonstrate what they have learned and how they might apply their new leadership knowledge in practice, in their future career roles.
Students on this module will have opportunities to enhance key leadership skills e.g. 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.
The module aims to:
- Develop students understanding of core leadership theory, current models and leadership in practice.
- Develop students understanding of power, politics and conflict in organisations.
- Help students to identify their own leadership styles, traits, skills and behaviour e.g. negotiation and persuasion, and how they can apply this in their own leadership practice.
Prior learning requirements
LO1: Analyse current leadership theories and models and demonstrate how these are applied in practice
Leadership theory: the first part of this module is focussed on exploring leadership theory and leadership in practice. It will examine core theory such as Trait theory, Skills, Style and will explore the difference between transactional and transformational leadership styles. The use of real world, current case studies will support this exploration and students’ critical understanding of leadership in practice. In addition the relevance of leadership in practice in the digital age will be explored.
LO2: Demonstrate an understanding of the role of Power, Influence and Ethics on modern leadership practices
Power, Influence and Ethics – students will be introduced to these core concepts e.g. types and sources of power; What is influence? How do leaders develop it; What are Business Ethics? and How are they demonstrated through leadership? Students will be required to demonstrate their understanding of the role, importance and influence of these on modern leadership practices. Students will be required to examine the importance of understanding ethical considerations in leading in the digital era and real-world cases will be used to do this.
LO3: Identify their own leadership traits, style, skills e.g. negotiation, communication, and behaviours and create a leadership self-reflective piece to demonstrate their new understanding and evidence how they might apply this in their future career leadership roles.
Understanding and identifying students’ own leadership traits, style, skills e.g. negotiation, communication, behaviours and ethics is a core part of the module. Using practical leadership development instruments students will be required to reflect on their own leadership skills. They will demonstrate their new self-understanding and how this can be developed further to support them in their careers as they move into leadership roles with a view to developing themselves as ethical leaders.
Balance of independent study and scheduled teaching activity
This module blends scheduled teaching activity with independent student research and application.
The module provides face-to-face and/ or online contact per week, which will be utilised in a variety of approaches including, lectures, tutorials, workshops, flipped classrooms, guided learning and discussion groups, online learning.
Learning activities will be supported by multimedia, including videos, self-administered questionnaires, case study analysis, student centred discussions and debates, guest speakers and virtual lectures. A strong student-centred focus means that concepts of applying theory to practice and developing their own leadership approach will support students to take an active role in their experiential learning. As such not only will students be encouraged to focus on the development of their own leadership knowledge but also to apply this to their own creative experience and observations 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.
LO1: Understand and analyse current leadership theories and models and demonstrate how these are applied in practice.
LO2: Demonstrate an understanding of the role of Power, Influence and Ethics on modern leadership practices.
LO3: Identify their own leadership traits, style, skills e.g. negotiation, communication, and behaviours and create a leadership self-reflective piece to demonstrate their new understanding and how evidence how they might apply this in their future career leadership roles.
The assessment instrument to be used is a critical case study analysis of a current leadership dilemma or issue including a self-reflective piece. This is an individual submission in the format of a video presentation and demonstrates successful attainment of the module learning outcomes:
In this assessment students will be required to identify a leader and company within a particular sector e.g. one they may be interested in working in after University. They should identify a particular leader and leadership issue or dilemma.
They should demonstrate their understanding of leadership theory, Power, Influence and Ethics in terms of analysing the case study e.g. in terms of leadership, the company and issue they have chosen. They should then analyse how leadership theory is applied in practice and what leaders could learn.
In addition, they should complete self-administered questionnaires on their own leadership traits, style, skills e.g. negotiation, communication, and behaviours, ethics and create a leadership self-reflective section to demonstrate their new understanding of their own leadership and evidence how they might apply this in their future leadership roles in their careers as ethical leaders.
Module List to be confirmed on reading lists system: Indicative resources
Mendenhal, M.E et al (2018), Global Leadership: Research, Practice and Development, (3rd Edn)
Conger, J.A., Riggio, R.E. (2007) The Practice of Leadership: Developing the Next Generation of Leaders, San Francisco, Wiley
Mullins, L.J. (2010) Management and Organisational Behaviour. (9th Edn) Harlow: Pearson Education.
Northouse, P. (2015) Leadership: Theory and Practice, (7th Edn). London: Sage
Raelin, J.R.(2016) Leadership-as-Practice: Theory and Application: Routledge
Wagner, J.A. & Hollenbeck, J.R. (2015) Organisational Behaviour: Securing Competitive Advantage. Oxon: Routledge.
Cambridge University Leadership Study: https://www.cisl.cam.ac.uk/resources/publication-pdfs/Global-Definitions-Leadership-Theories-Leadership-Development.pdf
Chartered Institute of Management
Harvard Business Review
Institute of Leadership and Management