module specification

MN7028 - Breakthrough Leadership Skills (2022/23)

Module specification Module approved to run in 2022/23
Module title Breakthrough Leadership Skills
Module level Masters (07)
Credit rating for module 20
School Guildhall School of Business and Law
Total study hours 200
 
100 hours Assessment Preparation / Delivery
64 hours Guided independent study
36 hours Scheduled learning & teaching activities
Assessment components
Type Weighting Qualifying mark Description
Group Presentation 30%   Leadership case study (Recorded Video)
Coursework 70%   Reflection and PDP
Running in 2022/23

(Please note that module timeslots are subject to change)
Period Campus Day Time Module Leader
Autumn semester North Monday Evening
Autumn semester North Monday Afternoon
Autumn semester North Tuesday Evening
Autumn semester North Tuesday Afternoon
Autumn semester North Thursday Evening
Autumn semester North Friday Morning
Summer studies North Monday Evening
Summer studies North Monday Afternoon
Summer studies North Tuesday Evening
Summer studies North Tuesday Afternoon
Summer studies North Thursday Evening
Summer studies North Friday Morning

Module summary

The module equips students with a range of skills and knowledge essential to thinking and acting effectively as an inclusive leader. Students will review concepts and cases enabling the critical evaluation of organisational and team design for high performance.

Increasingly, change and leadership go hand in hand in organisations and leaders constantly need to drive change as part of their role. The module will examine the nature and some of the inherent challenges of organisational change. Students will critically analyse what it means to be a change agent and they will gain the knowledge and understanding needed to design, initiate and lead change in diverse organisational settings.

Organisational culture has been described as the third interdependent element in an organisation alongside its Strategy and Operational model. Students will critically evaluate how Organisational culture can be used by leaders to engage the emotional commitment of workers to the strategy and to the operational logic of different organisations.

Effective leaders need to demonstrate self-confidence and self-awareness. Students will undertake a process of self-evaluation using the Strengthscope tool. They will be able to identify their ‘Significant Seven’ strengths and harness these to construct a personal development plan for career development.

The module will also equip students to perform better in the team-working, cross-cultural contexts that are typical of contemporary workplaces and in settings requiring emotional intelligence, enhanced coaching skills and negotiation skills.
Critical to the value of the module is the encouragement of continuous learning and reflection.

Prior learning requirements

None

Syllabus

LO Addressed


Topic 1 - Introduction to Leadership
•  leaders versus managers
•  leadership attributes
•  introduction to leadership theory
•  leadership in a digital world
• Inclusive leaders
• introduction to reflective practice for leaders LO 1,2 and 3


Topic 2 - Organisational Design
• organisational structure
• organisational culture
• authority, power, and politics
• organisational values and ethics LO 2


Topic 3 Key leadership processes and models
• decision making
• key leadership theories
• leadership styles LO 2,3


Topic 4 - Goal setting and Achievement
• Managing Performance (feedback and appraisals)
• Balanced Scorecard
• Personal Performance
• Strengthscope (Personal Development Plan) LO 2, 3


Topic 5 - Motivation and Reward for high performance
• Employee motivation
• Total Reward
• High Performance Work Systems (HPWS)
• Flexible working, zero hours contracts and the gig-economy LO  2 and 3


Topic 6 - Leading change
• Theories of change
• Leadership in times of change
• Resistance to change LO 1


Topic 7 – Leadership Skills
• Conflict management
• Emotional Intelligence LO 1,2,3


Topic 8 - Working across Cultures
• Leading across cultures (GLOBE project)
• Communicating across cultures
• Negotiating across cultures LO 1,2


Topic 9 - Coaching Skills
• Coaching and leadership
• The coaching contract
• The GROWS model
• Powerful Coaching questions LO 3


Topic 10 - Negotiation Skills
• When should we negotiate?
• Preparation and BATNA
• Achieving Win:Win LO 3


Topic 11 – Diversity and Inclusion
• Business case for diversity
• Moral case for diversity  LO 1,2,3


Topic 12 - Breakthrough Leadership – a final session focused on being a leader in action.  LO 1,2,3

Balance of independent study and scheduled teaching activity

WebLearn will be used to guide students through additional independent study using case studies, videos, articles and other readings and other online resources such as LinkedIn Learning.

The module summative assessment includes reflective writing and students will have access to a Strengthscope personal assessment report to help them understand their personal strengths

Learning outcomes

On successful completion of the module students will be able to:
1. Critically evaluate approaches to inclusive leadership within business organisations
2. Demonstrate competency in the use of reflection for critical self-evaluation, learning and change
3. Demonstrate competency in critically evaluating their strengths and planning their own personal development for leadership including team working, inclusion, coaching and negotiation.

Assessment strategy

Assessment Part 1 (30%)

The first assessment will be a group presentation based on a leadership case study. Students will work in groups to produce a recorded video in response to the case study including a reflection on leadership within their group as they prepared their video recording. The case study will be chosen to address LO1. Marks will be split 10% for the overall group and 90% for the individual presentation delivery. (Group Recorded Video Presentation)

Assessment 2 (70%)

The second assessment for this module requires students to undertake a self-evaluation using the Strengthscope tool and to reflect on their knowledge and skills as leaders having completed the module.

Strengthscope enables students to identify their ‘Seven Significant Strengths’, other capabilities which are ‘bubbling under’ and finally those activities which impact their current performance because they are ‘energy drainers’. Students combine this self-audit with theories and concepts drawn from the in-class sessions in order to develop a reflection report and detailed Personal Development Plan (PDP). This assessment addresses LO 2 and 3. (2,500 words)

Bibliography

Talis Link

https://bblearn.londonmet.ac.uk/webapps/blackboard/content/launchLink.jsp?course_id=_44512_1&tool_id=_2924_1&tool_type=TOOL&mode=cpview&mode=reset

Core Text:

Deresky, H (2016) International Management: Managing Across Borders and Cultures, Text and Cases, Global Edition, Pearson Education Limited

Other Texts:
• Amatori F, and Colli A (2011) Business History Complexities and Comparisons, Abingdon, Routledge,
• Cherniss, C, & Goleman, D (eds) (2001), The Emotionally Intelligent Workplace : How to Select for, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations, New York, NY., John Wiley & Sons, Incorporated,
• Connor, M, & Pokora, J (2012), Coaching And Mentoring At Work: Developing Effective Practice, Berkshire, McGraw-Hill Education,
• Goffee, R., & Jones, G. (2009). Clever: leading your smartest, most creative people. Boston, Mass, Harvard Business Press.
• Goffee, R., & Jones, G. (2006). Why should anyone be led by you: what it takes to be an authentic leader? Boston, Mass, Harvard Business School Press.
• Goleman, D., Boyatzis, R. E., & Mckee, A. (2007). The new leaders: transforming the art of leadership into the science of results. London, Sphere.
• Harvard Business Review et al. (no date) HBR’s 10 Must Reads on Negotiation. Harvard Business Review Press
• Hayes, J. (2018) The Theory and Practice of Change Management. 5th Ed. Basingstoke. Palgrave MacMillan.
• Helfat, C.E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D. and Winter, S.G., 2009. Dynamic capabilities: Understanding strategic change in organizations. John Wiley & Sons.
• House, R. J. (2004). Culture, leadership, and organizations: the GLOBE study of 62 societies. Thousand Oaks, Calif: Sage Publications.
• Jackson, T. (2011) International Management Ethics: A Critical, Cross-cultural Perspective. Cambridge: Cambridge University Press. doi: 10.1017/CBO9780511975585.
• Kirton, G, & Greene, A (2015), The Dynamics of Managing Diversity : A critical approach, Taylor & Francis Group, Milton.
• Kotter, JP (2012), Leading Change, With a New Preface by the Author, Boston: Perseus Book LLC (Ingram).
• Schein, EH, & Schein, P (2016), Organization Culture and Leadership, New York: John Wiley & Sons, Incorporated.
• Senior, B., Swailes, S., Carnell, C. (2020) Organizational Change. Harlow: Pearson
• Visser, M. (2011). The Female Leadership Paradox: Power, Performance and Promotion. London: Palgrave Macmillan UK.

Journals:

Academy of Management Journal
Harvard Business Review
Human Resource Management International Digest
Human Resource Management
Journal of Leadership Studies
Journal of Organisational Behavior
People and Strategy

Websites:

• www.globeproject.com
• www.hofstede-insights.com
• www.hrps.org
• www.institutelm.com