AHM004: Leading in the 21st Century: Leadership Challenges and Practices

Module code: AHM004

Module provider: Leadership, Organisations and Behaviour; Henley Business School

Credits: 30

Level: 7

When you'll be taught: Full year

Module convenor: Dr Can Ererdi, email: c.ererdi@henley.ac.uk

Pre-requisite module(s):

Co-requisite module(s):

Pre-requisite or Co-requisite module(s):

Module(s) excluded:

Placement information: No placement specified

Academic year: 2024/5

Available to visiting students: No

Talis reading list:

Last updated: 19 November 2024

Overview

Module aims and purpose

The module explores the role of leadership at a senior level in successful and sustainable organisations in the 21st century. The module explores leadership as a multi-facetted, multi-level approach that reflects the ambiguous, complex and high paced challenges that the Army, its officers, and soldiers may face. The complexity of leading in multi-agency, international environments reflects the senior nature of the student.? The depth of understanding which provides a reflective and considered approach to leadership, taking into account significant issues or missions, as well as potentially large teams is reflected in the learning and its application. Thus, it looks at how leadership may become everyone’s job and how engaging leadership may become a capacity of the entire organisation.

By considering contemporary leadership practices and insights, this module will enable students to critically engage with the challenges of effective leadership.

Module learning outcomes

1. A systematic understanding of key literature and theories in the subject area, as well as knowledge of the contemporary environment and its impacts. 

2. Critically evaluate major perspectives and practices in the field of leadership and provide original application of this knowledge in the given context. 

3. Understand the contextual influences on effective leadership, including the interdependence of followership and leadership processes

4. Analyse and critically evaluate leadership situations through engagement with real-life case studies. 

5. Competence in research skills and advanced scholarship

6. Develop a comprehensive understanding of the Dark Triad personality traits (narcissism, Machiavellianism, and psychopathy) and toxic leadership in organizations

Additional outcomes

1. Self-reflection on how the various emerging trends in leadership research can be leveraged to improve individual and organisational leadership practice.

Module content

Session 1. 21st Century Leadership

Session 2. Identity and Leadership

Session 3. Resilient Leadership for Peak Performance

Session 4. Exploring the Dynamics of High-Performing Teams

Session 5. Reciprocal Nature of Leadership and Followership

Session 6. Leader Toxicity and The Dark Triad

The context of this module will extend to the Global nature of army employment and deployment and will take into account international situations and cultures where leadership will be required

Structure

Teaching and learning methods

Through engagement with theoretical leadership literature in addition to real-life case studies, students will be encouraged to develop their own perspective and practice of engaging and responsible leadership. They will undertake a variety of learning activities including lectures, exercises, self-assessment and supplementary reading. Students will be encouraged to relate their own experiences to their studies and to share these with fellow students. 

Study hours

THE INFORMATION CONTAINED IN THIS MODULE DESCRIPTION DOES NOT FORM ANY PART OF A STUDENT'S CONTRACT.