Leadership Studies

Assignment Guide

 

Please read the below to have an idea of the requirements

 

  • Teaching sessions:
  • Theory and practice of leadership
  • Developing Leadership Skills
  • Culture and leadership
  • Leading teams and organisations
  • Theory and Practice of Change Management
  • Triggers of Change
  • Diagnostics Frameworks for Planning, Evaluating and Initiating Organisational Change
  • Gender and Diversity Issues
  • Ethics and Politics
  • Leading Successful Change Initiatives

 

  • Study programme

Leadership:

  • History of leadership studies
  • Methods of identifying and developing leaders
  • Communication – styles and skills
  • Ethics and social responsibility of business leaders
  • Political aspects of leadership
  • Capability – mental and emotional skills
  • Diversity in leadership
  • Corporate strategy and leadership

Change

  • Models and approaches to managing change
  • Initiating and planning change
  • Managing change; identifying and reducing barriers
  • Stabilising change.
  • Changing organisational culture and structure
  • Teaching Programme

Session One

  • Leadership and Management – Distinctions and Connections (Card Sort Exercise)
  • Who needs leadership skills in organisations?

-Strategic leadership

– Distributed leadership

– Informal leadership

  • Measuring Leadership Effectiveness
  • Employee engagement and the psychological contract
  • Video Case Study – Arsenic and Old Lace (Gerry Robinson)
  • The key role of the line manager in employee engagement

Session Two

  • Major research approaches to leadership (traits, behaviour / styles, power-influence, situational, integrative)
  • Ethics and Politics in leadership (including Marks and Spencer video)
  • Leadership and Diversity
  • Leadership and Culture
  • Situational Leadership Scenarios
  • Transactional / transformational leadership
  • Leadership and Emotional Intelligence (including Daniel Goleman video)

Session Three

  • Introduction to Change

-Youngblood’s change categories

-Planned versus emergent change

  • Drivers of Strategic Change
  • Strategic Fit and Drift
  • Barriers to successful change
  • Stakeholder mapping
  • Transition models – the psychological and emotional cycle of change
  • The role of leaders in change
  • Communication in change
  • Video Case Study – Waterford Wedgwood
  • Kotter’s 8-step model

Session Four

  • Characteristics and models of organisational culture
  • Culture analysis – adjectives exercise (Andrew Brown)
  • Video Case Study and Cultural Web exercise

– Change at Rotherham General Hospital (Gerry Robinson)

  • The need for cultural change
  • Strategies for leading and managing cultural change
  • Case Study – Barclays
  • Open Forum
  • Assignment preparation
  • Assessment task and assessment criteria for coursework
  • Assignment questions: Please select first Question!

All assignments are required to link relevant theories with practice.

Failing to reference suitable academic sources will impact on marks awarded.

Select one of the following three questions( first one only)

  1. What are the main drivers of change within an organisation or industry with which you are familiar? Discuss and critically evaluate what the likely resistors are to any change initiatives you deem to be appropriate, what actions you would take to reduce these, and what leadership styles would be most and least appropriate in the situation described.
  1. Outline and critically evaluate the leadership of a recent change initiative in either your own organisation, or one with which you are familiar. Assess what resistance, if any, was offered to that change initiative and make recommendations for improving the implementation of change in similar circumstances in the future. Illustrate your answer by practical examples, and make reference to relevant literature to support your analysis. Where relevant, inform your answer by comparing the leadership of change in your chosen organisation to research findings and benchmark examples of successful practice in other businesses.
  1. The command and control style of leadership is outdated and irrelevant in the 21st century, especially in the context of organisations that: are dealing with complex rather than simple conditions; and facing dynamic rather than static change. Critically evaluate this assertion in relation to traditional versus contemporary leadership styles and the current business environment.
  • Assessment Criteria:
  • Maximum 4000 words or less by – 5%
  • Evidence of reading wider than the core texts
  • Appropriate reference to academic theory
  • Evaluation of theories cited
  • Linkage of academic theory to business experience
  • Use of the Harvard referencing system

 

  1. The above assessment criteria should be read in conjunction with

‘Level 7 Generic Assessment Criteria and Grading Descriptors’ presented overleaf.

 

Structure, logic and argument: Work is very well balanced with appropriate and well considered  introduction and conclusion and

with clear objectives and logical development of arguments appropriate to a level 7 assignment
Use of Theory Work includes an excellent range of theory which is appropriately selected and which is thoroughly

explained, critically analysed evaluated and synthesised in the context of the question with the development of unique insights
Style and presentation Work is presented with care and attention to detail and has a fluent and accurate written style in the context of a level 7 assignment
Referencing References to an extensive range of literature, which extends beyond that introduced in the module, are given

and are cited appropriately in text and within the bibliography using the required conventions

 

The context of a level 7 assessment

  • the development of arguments will be sophisticated and justified and linkages between ideas will be made.
  • The student will select and justify the range of theory referenced and extensive use will be made of journal articles in addition to text books and websites demonstrating an understanding of the authority the sources used in terms of the academic and professional world.
  • the level of analysis will be critical and evaluative and synthesise theory and/or practice will be demonstrated.
  • the student’s written style will demonstrate competence and will appropriate academic and professional writing forms will be selected and used.

Referencing http://www2.hull.ac.uk/student/studyadvice/studyskillsresources/studyguides.aspx

 

 

  • Module specification

Module rationale:

Modern organisations face unprecedented change due to increasing complexity, turbulence, and competition in their external environment. Globalisation has also increased the markets and opportunities for more growth and revenue. To succeed and prosper in today’s business world, organisations themselves need to continually embrace change in order to: deal with new technologies; respond to shifting customer demands; identify new innovation opportunities; respond appropriately to other business critical issues. Depending on the organisational context, change initiatives may at times be incremental or radical, evolutionary or revolutionary, enabling or disruptive.  However, change does not happen in a vacuum. It requires leadership skills and abilities in order to shift individuals, teams, and organisations from a current state to a desired future state.

Aims and distinctive features:

The aims of this module are to: develop leadership competencies that will enable students to address contemporary challenges of change and adaptation within their organizations; equip them with appropriate theories, knowledge, and tools to enable them to lead their organisation (or parts of it) through successful change initiatives; increase students’ understanding of ways in which they  can be more effective in their interactions with others in organizationalchange settings.

 

A distinctive feature of this module is the way in which students are given the opportunity to explore the relevance of theory to practice. This is achieved by means of a mixed method approach to learning and teaching that involves: directed reading; critical discussion of personal experiences through staff-student interaction; group exercises; learning teams; case studies; problem-based learning through experiential exercises; videos of real cases.

Learning outcomes:

On completion of the module students will be able to:

  • Understand and apply leadership and change management theories, frameworks and tools within various business and organisational contexts.
  • Demonstrate critical awareness of factors that may influence one’s ability to lead change effectively and sustainably.
  • Demonstrate competencies in organizational analysis and diagnosis.
  • Critically examine appropriate ways of dealing with resistance to change.
  • Evaluate appropriate strategies for leading organisational change initiatives.
  • Demonstrate an awareness and appreciation of; the need for ethical leadership within organizations; the role that politics can sometimes play.
  • Demonstrate an understanding and awareness of key issues relating to diversity in the workplace

Learning and teaching strategy:

 

A mixture of student led sessions, case studies, individual and group experiential exercises, diagnostic questionnaires, class discussions, videos, workshop activities, and lectures. There will be 36 contact hours. In addition students will be expected to undertake supplementary work as indicated by your Tutors.

Assessment strategy:

One 4,000 word Essay: students will be required to answer one question from a choice of three.

Arrangements for revision and private study:

The module is supported by textbooks, research papers, and an extensive reading list. This list will support the student in finding materials to explore all of the concepts covered on the module.

 

  • Reading and resources list( Please utilise the below refrences )

Core texts:

Northouse, P.G. (2013) Leadership Theory and Practice (6th Ed).Sage, London.

Hayes, J. (2010) The Theory and Practice of Change Management (3rd Ed). Palgrave Macmillan, Basingstoke.

Other Books:

Achu,C.F. &Lussia, R.N. (2010) Effective Leadership: International Edition. 5th Edition, Cengage Learning,  London.

Anderson, D. and Anderson, L.A. (2010) Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership, 2nd Edition, Wiley, London.

Beerel, A. (2009) Leadership and Change Management.Sage, London.

Bennis, W. and Nanus, B. (1985) Leaders: the Strategies for Taking Charge, Harper and Row, New York

Bennis, W (2001), The Future of Leadership: Today’s Top Leadership Thinkers Speak to Tomorrows Leaders, Wiley, New York.

Carnall, C.A. (1999) Managing Change in Organisations, 3rd edition, Prentice Hall Europe, Harlow

Chowdury, S. (2002) Organisation 21C: Someday all Organisations will Lead this Way, FT Prentice Hall, London

Clawson, J. (2011) Level Three Leadership (5th ed.). Prentice Hall:   London

Connock, S. and Johns, T. (1995) Ethical Leadership, Chartered Institute of personnel and Development, London

Cook, L. and Rothwell, B. (2000)  The Leading Sex , The Industrial Society, London

Egan, G. (1993) Adding Value: A Systematic Guide to Business-Driven Management and Leadership, Jossey Bass, San Francisco

Fullan, M. (2011) Change Leader: Learning to Do What Matters Most.Wiley. London

Goleman, D. (2002) The New Leaders: Emotional Intelligence at Work, Little Brown.

Harvard Business Review on Change (1998), HarvardBusinessSchool Publishing, Boston.

Harvard Business Review on Culture and Change (2002), HarvardBusinessSchool Publishing, Boston.

Harvard Business Review on Leadership (1998), HarvardBusinessSchool Publishing, Boston.

HBR (2011) HBR’s 10 Must-Reads on Change Management. Harvard Business Press Books.

Kanter, R.M. (1983) The Change Masters: Corporate Entrepreneurs at Work. London: Counterpoint.

Kotter, J. (1988) The Leadership Factor. Free Press, New York.

Kotter, J. (1999) What leaders really do. HBR

Kotter, J.P (1996) Leading Change, HarvardBusinessSchool Press

Kotter, J.P. and Schlesinger, L.A. (1979) ‘Choosing strategies for change’, Harvard Business Review,March / April

Northouse, P.G. (2000) Leadership: Theory and Practice, 2nd edition, Sage, London

Paton, R.A. and McCalman, J. (2000) Change Management: A Guide to Effective Implementation, Sage, London

Reed, P.J. (2001) Extraordinary Leadership: Creating Strategies for Change, Kogan Page, London.

Rickards, T. & Clark, M. (2006) Dilemmas of Leadership.Routledge, London.

Rowland, D. and Higgs, M. (2008) Sustaining Change: Leadership That Works.Wiley. London.

Rosener, J. ‘Ways Women Lead’, Harvard Business Review November-December 1990, p 119-125

Stone, B. (1997) Confronting Company Politics, Macmillan, Basingstoke

Journal Articles:

We suggest that for sources you particularly use journal articles – here are some that are available on the University electronic journal system.  Please feel free to undertake your own research for journal sources related to your particular question.

Accessing Journal Articles

If you are off-campus you need your Athens password – on your slip with your email and password

Go to www.hull.ac.uk

Click on Libraries

Click on Electronic Journals

Click on Electronic Journal Providers

Use either Proquest or ABI/Inform for Management Journals

 

Use the search facilities to find the articles- (tick full text, references) then print them or on email them to yourself

 

Some High Quality Journals that publish Leadership & Change Management articles
Academy of Management Journal

  • Administrative Science Quarterly
  • Harvard Business Review
  • Leadership Quarterly
  • Organizational Behavior and Human Decision Processes
  • Journal of Applied Psychology
  • Journal of Organizational Behavior

 

Sample Journal articles:

Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business Review, May-June, pp. 15-22.

Chakravorti, S. Managing organisational culture change and knowledge to enhance customer experience: Analysis and framework. Journal of Strategic Marketing, 19, 2, 123-151.

Kippenberg, B.V. &Kippenberg, D.V. (2005) Leader self-sacrifice and leadership effectiveness: The moderating role of leader self-confidence. Journal of Applies Psychology, 90, 25-38.

Moran, J. W. And Brightman, B.K. (2001) Leading organizational Change. Career Development International, 6: 2, pp. 111-118.

Nicholls, J. (1994) The “Hart, Head and Hands” of Transforming Leadership.Leadership and Organisational Development Journal 15: 6, pp. 9-15.

Wu, J.B., Tsui, A.S., &Kinicki, A.J. (2010) Consequences of Differentiated Leadership in Groups.Academy of Management Journal, 53, 1, pp90-106.

Websites

You may find these Web sites helpful for the module and are advised to consult them regularly.  You may discover other Websites which are also helpful.

  • European Foundation for Business Excellence: http://www.efqm.org/en/
  • Baldrige Excellence Program: http://www.nist.gov/baldrige/
  • The Deming Institute: http://deming.org/
  • The Chartered Management Institute: http://www.managers.org.uk/
  • The Chartered Institute of Personnel and Development: http://www.cipd.co.uk
  • The Center for Creative Leadership:  http://www.ccl.org/leadership/index.aspx
  • Leadership Excellence: http://www.leaderexcel.com/products.html

Other Sources:

These DVDs provide food for thought about different leadership styles:

Gladiator (2000) Starring Russell Crowe, Joaquin Phoenix, Connie Nielsen, et al.

Ghandi. (2007) Starring Ben Kingsley, John Gielgud, Martin Sheen, and Candice Bergen

Invictus (Mandela) (2009) Starring Matt Damon and Morgan Freeman

The Leaders – secrets of their success (2008) including Welch, Stelios, Massenet and Marchionne.

The range of references and resources available throughout the University Library is increasing constantly on a daily basis.  The list above should be thought of as an opening into the literature.  You are strongly encouraged to browse through the stock and to pay particular attention to the New Periodicals shelves.

 

 

 

 

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