32 students

 Leadership, and People Change

Credits: 20

Level: 7

Aims of the Unit:

Learners will develop a keen understanding of the modern complexities of and new thinking about how to lead successful organisations in the turmoil of today’s business environment. This unit will provide learners with the knowledge and skills to enable them to demonstrate an understanding of: classic and contemporary theories of leadership; their applicability to contemporary organisations in the 21st century globalised world; the need for organisational change, and the ways in which it can be managed to support organisational strategy.

  • Learn to capitalise on the three pillars of a successful business; leadership, people and change management

 

  • Build knowledge of strategic HRM

 

  • Understand drivers of change, change strategies and how to successfully navigate change

 

  • Gain a horizon scanning perspective of 21st Century leadership

Learning Outcomes;

The Learner will:

  1. Critically apply the concept and theories of leadership to organisational settings:
    • Understand major perspectives on the nature and role of organisational leadership
    • Critically appraise a range of leadership models and theories
    • Understand the notion of ‘followership’ and how this develops the concept of leadership
    • Evaluate the capabilities associated with effective leadership
  2. Critically evaluate approaches to leading strategy and shaping culture:
    • Understand the nature of organisational strategy and its relationship to organisational culture
    • Analyse the external and internal environments of organisations and use the information to support strategy development
    • Understand how leaders shape an organisation’s purpose
    • Evaluate the significance of ethics and corporate responsibility when creating a strategy
    • Analyse the importance of organisational governance and accountability
    • Evaluate different types of strategy at corporate and business unit level
  3. Evaluate the range of policies and practices that support to leading and managing people:
    • Explain relationship between leadership, organisational strategy, HRM strategy and performance
    • Critically evaluate strategic models of Human
    • Resource Management (HRM)
    • Apply models and theories of HRM in the areas of organisational behaviour; recruitment; talent management; organisational development; performance and reward.
    • Analyse the relationship between employee engagement and performance
  4. Critically evaluate approaches to leading organisational change:
    • Understand the nature of organisational change and the role of leadership
    • Assess the external and internal drivers of change affecting contemporary organisations
    • Critically review a range of organisational change strategies
    • Evaluate a range of analytical approaches to support decisions in leading change
    • Assess the challenges posed by resistance to change for the organisation

 

 

 

Syllabus Content

 

TopicCourse coverage
Introduction toDefinitions of leadership
LeadershipLeadership v management
•  Significance of leadership to organisational success
(short cases/examples)

 

Learning Outcome: 1
Theories of leadershipEarly theories of leadership (born/made; trait theory)
•  Situational leadership and contingency theory
•  Autocratic, democratic and laissez-faire styles
Transformational/transactional
Distributed leadership
•  Authentic; Shared; Servant leadership
Psychodynamic leadership

 

Learning Outcome: 1
Followership and•  Leader-member Exchange (LMX)
leadership capabilities•  Notions of follower choice
•  Attracting and retaining followers
•  Distinguishing capability, competency and skill
•  Exploration of contemporary view of skills and
competencies for effective leadership

 

Learning Outcome: 1
Leading strategy and•  Definitions of strategy and culture
•  Strategic drift
culture•  Nature of the business environment
•  PESTLE, Porter’s 5 Forces, Scenario Planning,
•  Resource-based View and Capabilities

 

Learning Outcome: 2
Organisational purposeShaping organisational vision and values
and ethicsWhere does culture come from?
•  Can culture be changed (Alvesson)?
•  Ethics and values-based leadership
Ethical stances
Corporate responsibility
Stakeholder view
•  Governance models and managerial accountability
Learning Outcome: 2

 

 

 

 

 

 

 

 

 

 

PD_QUS_11_L7DBM Qualification Unit Specification v3

 

Page 27 of 54

 

Pursuing strategiesBusiness unit strategy (Porter, Strategy Clock)
Corporate strategies
•  Pursuing strategies via organic growth, mergers and
acquisitions, and strategic alliances
•  The relationship between structure and strategy
Learning Outcome: 2
Leadership and HumanLink back to notion of followership (as introduced in session 3
Resource Management
•  Introduce the nature of HRM and link to strategy
•  Align the role of leadership to HRM
•  The role of line managers
•  Critical view of HRM
•  Introduce and critique strategic models of HRM –
Harvard etc.
•  High Performance Working (Purcell et al.) – the
concept of high performance working, and setting
goals and accountabilities for teams and individuals
Learning Outcome: 3
HRM in practiceIntroduce key aspects of strategic HRM with key theories to
include:
Workforce/HR Planning
Recruitment;
Talent management
Performance management
Reward
•  Learning and development – emphasising the
importance of ‘soft skills’ and ‘emotional labour’.
Learning Outcome: 3
Employee EngagementExplain the relationship between employee
engagement. Performance and performance
management
•  Introducing strategies to develop employee
Engagement
•  Factors that support engagement: strong
communication, encouraging diversity and difference,
importance of feedback at all levels, building
confidence, and developing trust
Learning Outcome: 3

 

 

 

 

 

 

 

 

 

 

 

PD_QUS_11_L7DBM Qualification Unit Specification v3

 

Page 28 of 54

 

The nature ofIntroduce the concept of organisational change
organisational changeType of change (surface to transformational; strategic)
Why change fails
•  The drivers of change
•  Innovation, creativity and change
•  The impact of disruptive technologies
Learning Outcome: 4
Change strategies andHow leaders work with change
approachesChange models and frameworks (Lewin, Kotter etc.
action research, engagement models)
•  Change and chaos and complexity theories
•  Overview of decision-making tools and models
•  Using metrics to implement and lead change (Big data,
analytics etc.)
Learning Outcome: 4
Leading people throughIntroduce some of the challenges of leading people
changethrough change
•  The implications of the concepts of readiness and
resistance to change
Learning Outcome: 4

 

  • Learning Outcome 1:

Evaluate classical and contemporary leadership and management theories, and their relevance   to contemporary organisations.

Performance Criteria: On completion of this unit, the learner can:

  • Critically evaluate classic leadership theories and their relevance to modern organisations.
  • Critically evaluate contemporary leadership theories and their applicability to organisations.
  • Analyse leadership approaches found in selected current organisations.
  • Explain the impact that selected leadership theories have on organisational strategies.

Content/Evidence : The learner must provide evidence which draws from the knowledge and skills listed:

  • Critical evaluation of charismatic, bureaucratic, autocratic, democratic, and laissez-faire approaches and their relevance today.
  • Critical evaluation of Transformational Leadership; Transactional Leadership; Participative Leadership; Trait Theory, Emotional Intelligence, Tri-dimensional theory, etc. and their applicability to selected organisations today.
  • For chosen organisations, analyse their leadership styles.
  • Evaluate the impact of various theories on organisational strategies.
  • Learning Outcome 2:

Evaluate their own leadership skills and development.

Performance Criteria: On completion of this unit, the learner can:

  • Analyse personal management and leadership skills required to achieve strategic goals, and identify areas for improvement.
  • Devise a skills development plan to meet own needs.
  • Evaluate the effectiveness of the development plan over a period of time.

Content/Evidence:  The learner must provide evidence which draws from the knowledge and skills listed:

  • Identify skills required of leaders and use selected tools to assess own management and leadership skills.
  • Personal development plan with measurable objectives to meet those needs over time.
  • After at least 6 months, evaluate own progress against identified objectives and reflect on progress and future development.
  • Learning Outcome 3:

Evaluate approaches to organisational change and relevant processes.

Performance Criteria: On completion of this unit, the learner can:

  • Critically evaluate change theories, tools and techniques.
  • Evaluate the internal and external triggers of change that may impact on an organisation.

Content/Evidence : The learner must provide evidence which draws from the knowledge and skills listed:

  • Discuss theories of change and evaluate their usefulness for organisations today.
  • Explain external and internal triggers for change and innovation, such as product life-cycles, changing markets, economic downturn, legislation, demographic change, organisational change such as mergers and acquisitions etc. and evaluate their impact on an organisation.
  • Learning Outcome 4:

Identify, analyse stakeholder needs/concerns affected by organisational change.

Performance Criteria: On completion of this unit, the learner can:

  • Identify and explain possible risks associated with an organisation’s change process.
  • Demonstrate an understanding of stakeholder analysis to explain possible resistance to change.
  • Critically appraise relevant strategies to manage resistance to change in organisations.

Content/Evidence: The learner must provide evidence which draws from the knowledge and skills listed:

  • Analysis of possible resistance to change: organisational culture and behaviours, organisational policies, power and influence of individuals and groups.
  • Carry out a stakeholder analysis for a chosen organisation and identify areas of possible resistance.
  • Critically evaluate real-life examples of change strategies.
  • Learning Outcome 5:

Design a plan to implement and monitor effective change within an organisation.

Performance Criteria: On completion of this unit, the learner can:

  • Select relevant tools and techniques to develop a plan to implement and manage change in an organisation.
  • Design measures to monitor and evaluate progress of the change plan.

Content/Evidence : The learner must provide evidence which draws from the knowledge and skills listed:

  • Plan for implementation and management of proposed change.
  • Evaluation of plan against performance measures, milestones, etc.
  • Learning Outcome 6:

Critically evaluate the relationship between leadership and change management in organisations.

Performance Criteria: On completion of this unit, the learner can:

  • Analyse the impact of management and leadership styles on change management.
  • Critically evaluate how leadership styles can be adapted to deal with a planned change in an organisation.
  • Analyse the role of various business functions/departments within change management.

Content/Evidence: The learner must provide evidence which draws from the knowledge and skills listed:

  • Evaluate the effects of leadership and management styles on change management in chosen organisations.
  • Evaluate the ways in which leadership styles can adapt to deal with planned change.
  • Analyse the role of functional areas in a given organisational change process.
  • Scheme of Work:
  • Introduction to unit and programme of learning
  • Presentation on leadership and management theories
  • Practical work, research and discussion on leadership and management theories
  • Assignment. Report
  • Presentation on change and the organisational change process
  • Practical work, research and discussion on change and the organisational change process
  • Presentation on planning change
  • Practical work, research and discussion on planning change
  • Presentation on stakeholders and change
  • Practical work, research and discussion on stakeholders and change
  • Presentation on links between leadership and change management in organisations
  • Practical work and discussion on the links between leadership and change management in organizations
  • Presentation on integrating all organisational functional areas in change management
  • Practical work, research and discussion on integrating all organisational functional areas in change management
  • Tutorial support and feedback for Assignment
  • Presentation on evaluating own leadership skills and management development
  • Tutorial support and feedback for Assignment
  • Review of unit and programme of assignments

 

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EGP10,000.00 EGP8,100.00