MNM3G010-Leadership and Change

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 10 [5 ECTS credits]
Level:NA
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2019/0

Email: stephen.simister@henley.ac.uk

Type of module:

Summary module description:

Leadership and Change places practising managers at the centre of their development as effective change leaders, faced with real dilemmas, and choices about courses of action. Through exploration of the links between leadership, the change context, culture, and change practice, they will be able to make informed decisions about how to mobilise the leadership and change resources at their disposal (individually and collectively). The key themes are: concepts, theories and models of leadership and their relevance to organisational change circumstances; the challenge of change and the key organisational and people factors impacting on its nature and enactment; the role, nature and impact of values and culture in both pursuing and responding to change and its leadership; and the core skills and techniques required to enable, enact and evaluate effective change.

Aims:

The module is designed for practising managers who aspire to understanding and developing their leadership capability and strengthening their change leadership expertise. 

The key objectives are to:  

• 
  

  Introduce key and related concepts, theories and models of leadership, change, leadership culture and the values, capabilities and approaches that bind them together. 

  
  

• 
  

  Prepare for their roles as business leaders. 

  
  


• 
  

  Explore connections between the leadership, culture development and change capabilities necessary to fulfil an organisation’s remit. 

  
  


• 
  

  Identify their development goals as change leaders and practise the core skills of leading change. 

  
  

Assessable learning outcomes:

By the end of the module it is expected that programme members will be able to demonstrate their ability to: 

• 
  

  Make appropriate and effective use of different approaches to leadership and change. 

  
  

• 
  

  Identify and apply the key leadership and change resources required to take an organisation forward. 

  
  


• 
  

  Understand and develop their own and others' leadership and change responsiveness capability. 

  
  

Additional outcomes:

• 
  

  Make appropriate and effective use of different approaches to leadership and change. 

  
  

• 
  

  Identify the key leadership and change resources required to take an organisation forward. 

  
  


• 
  

  Understand and develop their own and others’ leadership and change responsiveness capability. 

  
  


• 
  

  Develop their change leadership capability through knowledge and understanding of the roles and responsibilities of leaders, the nature and impact of change, and the culture and values in the business environment. 

  
  


• 
  

  Demonstrate their ability to compare, contrast and critique the theoretical work in leadership and change and apply this to current business examples. 

  
  


• 
  

  Demonstrate by their own behaviours, the attributes appropriate to leading in an ethical and authentic manner, both as an individual and when working as a team. 

  
  

Outline content:

The key topics covered in all modes of study address the aim of enabling programme members to develop an appreciation and understanding of: 

• 
  

  The long line of thought about leadership and its connection with organisational change. 

  
  


• 
  

  Sole, collective and distribute leadership. 

  
  

• 
  

  Leadership talent identification and capability building. 

  
  


• 
  

  Leading in context (becoming your own leader). 

  
  


• 
  

  Values driven leadership behaviour and its impact on culture and performance. 

  
  


• 
  

  Leadership culture or ‘brand’ and the interaction with organisational culture and reputation. 

  
  


• 
  

  Personal diversity in values, cultural intelligence and the interaction with organisational change. 

  
  

• 
  

  Leadership culture for sustainable business improvement and transformation 

  
  


• 
  

  Drivers and challenges – why leading change is difficult. 

  
  


• 
  

  Perspectives, strategies, models, frameworks and approaches. 

  
  


• 
  

  Managing change and transition. 

  
  


• 
  

  Evaluation of environment and change readiness. 

  
  

• 
  

  Making change happen. 

  
  


• 
  

  Change leadership. 

  
  


• 
  

  Change leadership interventions and competencies. 

  
  


• 
  

  Evaluating change and the leadership of change interventions. 

  
  

The module core addresses four fundamental topics within the subject area: 

1. 
   

   Leadership, 

   
   

2. 
   

   Leadership culture, values and change, 

   
   

3. 
   

   Change challenges and approaches and 

   
   

4. 
   

   Enabling, enacting and embedding change. 

   
   

Global context:

Consideration is given to leading within a global context taking account of different cultures and values. 

Brief description of teaching and learning methods:

The content is delivered through 3 days of taught sessions, supported by key reading from texts and other sources, practical activities for each topic with group and cohort discussion. Guest speakers may be included in order to study contemporary situations. Case material is included to stretch the practical application of theory and experience. An element of self-reflection is included to build awareness and identify development needs. The on-line materials from the flexible programme are also made available to programme members. 

Summative assessment- Examinations:

There are no examinations for this module 

Summative assessment- Coursework and in-class tests:

One 3,500 word individual assignment, to be submitted as per the submission schedule for the cohort. 

Formative assessment methods:

Workshop activities are undertaken to support formative assessment of the learning. These activities are not assessed for the purposes of the final module mark.  This formative assessment takes the form of feedback given to students at workshops on syndicate work, presentations and exercises. 

Penalties for late submission:

These are in accordance with the arrangements laid out in the EMBA - Global programme handbook. 

Assessment requirements for a pass:

The assignment must achieve a pass mark of 50%. 

Reassessment arrangements:

Reassessment by 100% assignment (capped at 50%) 

Additional Costs (specified where applicable):

Last updated: 22 May 2019