module specification

The module aims to develop your critical awareness of the people dimension of teamwork and leadership.  It will look at the role soft skills play in the successful leading and managing of a team and individuals, and how these can help you build and maintain a successful and focussed project team. It will address how to distinguish between different types of change projects and propose techniques in leading teams to achieve success.

Assessment choice is available, including the option to undertake the role of a Peer Assisted Learning Coach, providing support to a level 4 or 5 student over a period within the semester.

The knowledge gained will enable the student to develop strategies to form and maintain integrated project teams. 

By the end of the module, you should be able to demonstrate a deep knowledge and understanding of:

• soft and hard skills
• soft skills in teamwork and leadership
• stakeholder management
• team selection
• change management
• building inclusive teams
• the role of corporate social responsibility in the built environment
• managing conflict

The syllabus is informed by contemporary research and practice in the management of risk and change. Topics will include:

• Ethical approaches to building and leading teams (LO1,3)
• Soft skills (LO2,4)
• Team Dynamics (LO2,3,4)
• Leadership and motivation (LO2,4)
• Change Management (LO2,3,4)
• Stakeholder Management (LO1,2)
• Team Selection (LO2,3)
• Inclusivity, ethics and leadership (LO1,3)
• Corporate Social Responsibility (LO3)
• Resolving conflicts (LO2)

A blended/ technology enhanced learning approach will be employed in the delivery of this module. Student’s teaching and learning will consist of weekly classes comprising a combination of lectures, seminars, discursive sessions, and workshops. Students will be given the opportunity to engage in seminar activities in which the use of case studies from around the world stimulates discussion and helps them to develop a deep understanding of project team building and leadership in context informed by contemporary team and leadership theory and practice. Where appropriate, activities will be captured and made available to allow asynchronous access.

Workshops will facilitate group study of authentic case studies, presenting project scenarios and challenging the students to consider the advantages and risks associated with building and maintaining project teams. The case studies will be diverse in project type and seminars and workshops will include taking the projects on a journey around the globe to use material that explores and develops the student’s critical awareness of how different factors, such as social and economic influence approaches to building and maintaining a successful high performing project team.

Throughout the module student output’s will be reviewed, and formative feedback will be given to ensure clarity and comprehension.

The learning and teaching in classes will be supported by the University’s VLE and a blended learning approach, sharing class materials, recommended reading, and case studies. Group tutorials will also be offered to support students in the preparation of their assessments, with opportunities for students to receive forward feedback.

You will reflect on your learning which will contribute towards your online Professional Development Journal (PDJ).

On completion of the module the learner, operating independently and applying their knowledge and skills, should be able to:

1. Reflect on what professionalism means to an individual and the wider society
2. Demonstrate knowledge and understanding of the tools and techniques available to lead and manage individuals and teams.
3. Relate the contribution cultural diversity, inclusive and ethical practice makes to successful teamwork and leadership.
4. Demonstrate an understanding of the role soft skills play in teamwork and leadership.

There is no single text currently in publication that provides a comprehensive coverage of all aspects of this module. There are several books which cover various parts of the module in some detail, and these are listed in the core text list.

Core:-
Bull, R.C., 2010. Moving from Project Management to Project Leadership: A practical guide to leading groups. CRC Press.
Llewellyn, T. (2020) Big Teams: The key ingredients for successfully delivering large projects, Practical Inspiration Publishing.

Additional Reading:
Llewellyn, T. (2015) Performance Coaching for Complex Projects: Influencing behaviour and enabling change, Farnham; Gower.
The Change Ninja Handbook: An interactive adventure for leading change Paperback – 23 Aug. 2022 by Dr. Tammy Watchorn

Other resources

The Institute of Leadership and Management
Chartered Management Institute