Welcome

Dear Student,

A warm welcome to the Principles of Leadership module. Studying Leadership is a rewarding process. Whatever you do in life, you will meet with leadership and will apply leadership yourself. To take steps to understand what it involves and to look at your own skills will contribute significantly your personal development and will add huge value to your future employability.

This module is designed to give you theoretical background to leadership as well as a practical understanding and practical experience for yourself.

To help you succeed in the module, please can we encourage you to read all that is recommended to you. Background reading is essential to support your understanding of a complex subject. Our experience is that students who engage in their own learning by reading round their subject gain higher grades. 

We look forward to meeting you.

With our best wishes,

Dave, Sheena & John

Module tutors

Tutor Access

If you need help, you must ask. Problems notified to the teaching team early are more likely to be resolved.

You can e-mail me at any time at [email protected].  I will attempt to respond within one day but may take longer if my workload is particularly heavy or I’m not at the University for some reason. 

You can phone me on 01332 591679

I am usually in my office N509 from 8.45 (sometimes earlier) and when not lecturing. You are welcome to knock on the door. If I am in I will make every effort to see you immediately. If I am busy I’ll arrange a time for you to come back. You can also make an appointment with me by going to BCL reception who have access to my diary and can book you in a reserved times.

Module Title: PRINCIPLES OF LEADERSHIP

No. of Credits: 15 

Credit Level: 6

Module Description

With the challenges businesses currently face in a dynamic and turbulent organisational environment much has been written and discussed in the academic and practitioner literature about the importance of effective leadership for organisational success.  This no longer appears to be the domain of an elected elite.  “Most people, at some points in their lives, are leaders. They assume leadership in family situations (children need leading!), on the sports field, and in many other situations, including work” (CIPD 2009).

Within the workplace leaders may emerge naturally within teams rather than being formally appointed and increasingly leadership roles are rotated or shared (Barry 1991).  As a result a greater range of employees are now finding themselves required to adopt leadership roles and responsibilities at some point in their work careers be that at  front line/team leadership, operational leadership or strategic leadership levels throughout the organisation.  

The purpose of this module is therefore to explore leadership and critically evaluate how it differs from more traditionally defined management roles.  Students will have the opportunity to explore what makes effective business leaders through the critical evaluation of theory and research and practical participation in leadership based activities.  The module will also enable students to analyse their own leadership behaviours, skills and qualities and produce plans to improve these qualities to prepare them to be more effective leaders in the workplace. 

LEARNING OUTCOMES

By the end of this module students will be able to:

Critically evaluate effective leadership in modern organisations

Reflect on and plan the development of their own leadership skills 

INDICATIVE CONTENT / AREAS OF STUDY

Critical evaluation of management and leadership

Analysis of the importance of leadership in modern organisations

Leadership roles and responsibilities (appointed, emergent and shared leadership)

Trait, behaviour and power based approaches to understanding effective leadership

Leadership styles and the contingency approach to leadership

Charismatic and Transformational leadership

The influence of followers

International leadership

Ethics and diversity

TEACHING AND LEARNING STRATEGY

The module will use traditional lecture style input, peer discussion and self directed learning to develop an underpinning knowledge of current management and leadership theory and research.   The key focus of the learning and teaching strategy will then be exploring the application of this theory in practice by offering the students an opportunity to take part in and observe a number of practical leadership based activities.  This will also provide them with an opportunity to reflect on the development of their own leadership behaviours, qualities and skills.  These activities will be integrated into the patchwork assessment process for the module and will support the student in the development of employability skills.

Lectures  12 hours

Tutorials  12 hours

Student managed learning time 126 hours

Total 150 hours

ASSESSMENT

Assessment Weighting: 100% Course work

The assessment of the Principles of Leadership Module will essentially be by means of a single submission which will be developed through a patchwork assessment developed during the course of the module. 

The Assignment

Learning Outcomes 1&2 covered in this assignment:

Critically evaluate effective leadership in modern organisations

Reflect on and plan the development of their own leadership skills 

The full assignment is highlighted in blue – (NB subject to moderation by external examiner).

With reference to your learning from the module and your experiences gained during the practical sessions on the module, critically evaluate what makes an effective leader in a modern organisation.  The word limit for this section is 2,000.                      

(Approx' 80% contribution to your mark).

You should:

　　

Use appropriate models and theories from the module as a basis for your evaluation

Reference at least two examples of what happened in the practical sessions you have experienced to help illustrate your arguments

Ensure that you reference fully in Harvard style

With reference to your analysis in part one, your personal performance in the practical exercises on this module and your experience of the questionnaires you have completed, analyse your own leadership skills. This should be presented in the form of personal SWOT analysis. With reference to your SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis produce a personal development plan to develop your leadership skills.  

 Suggested word count limit is no more than 1,000.

The plan must take the format as supplied in Appendix 1        (Approx' 20% contribution to your mark)

You should:

Use SMART principles for your objectives:

Specific 

Measurable

Attainable

Relevant

Trackable

(Blanchard, 1989; Blanchard et al., 1994; Chamberlin, 2011)

Use the format supplied in Appendix 1. for your development plan

Be really practical – what you are actually going to do, do not be unrealistic – consider costs and time.

Treat this as evidence, to prospective employers, of personal development should you be going for a job in the near future.

Use bullet points if appropriate provided your meaning is absolutely clear.

Reference where appropriate.

Assignments will be marked according to and using the marking sheet shown later in this document titled ‘Level 6 Marking Sheet’.

Students must submit* an electronic copy of the assignment saved in a single document in Word format on Blackboard.  Failure to do so will be classed as non submission of work – as you know, non-submission means you cannot be referred and must re-take the whole module.  Work will be screened using ‘Turn it in’ software to identify academic offences relating to plagiarism and/or collusion.

Please NOTE – When you submit electronically you can check your own work for similarity (potential plagiarism) – please do this. It is soul-destroying to have to fail a piece of work because of too much copying and pasting or outright plagiarism! This system WILL and DOES detect copying. Use your own words!

* Submission Date: Monday, 7th May, 23.59

REGULATIONS

The module conforms fully to the relevant UG regulatory framework.

ATTENDANCE

Attendance in all your modules is critical for success. For this module, because of the design, it is particularly important that you attend. You will miss very important content if you do not. Therefore, I will be using the university attendance monitoring system and paying very close attention to your attendance record.

NB. If you miss more than two sessions (be they tutorial, practical or lecture) I will regard this as non-engagement. If you miss two sessions you will receive a letter requesting reasons for non-attendance and offering appropriate support if required.

If you have any problems, you must let us know at the earliest opportunity – we will do everything we can to help you.

Outside of this, attendance at each Practical session and corresponding tutorial is compulsory requiring an Extenuating Circumstance (EC) request to be accepted for non-attendance. Failure to attend these sessions will be regarded as a form of non-submission and will mean that you will be unable to pass the module.

GROUPS

You will, at the commencement of the module be assigned to a group which will be your group for the remainder of the module.  Changing groups will not be an option.

The Blogs

The Blogs will be available through Blackboard and you are expected to contribute to these as part of your learning. Each group will have their own Blog and be assigned to one of the tutors on the module who will contribute formative comments on these Blogs to support your learning. Your contribution to each Blog will be monitored and you will be reminded should you not contribute.

Rules for the Blogs:

Comments must have an academic focus.

Comments must be fully referenced so that tutors can comment on referencing skills. 

You should respond to the subject of the Blog.

You are encouraged to apply academic critique to the comments made by your colleagues and expect critique in return.

Expectation is that you will make at least two contributions to each Blog.

A mature and professional approach is expected. Any other approach will incur tutor displeasure and appropriate action!

Statement on Plagiarism

Your written work must be your own work - please refer to the University’s regulations on plagiarism contained within the Rights, Responsibilities and Regulations for Students document (3R’s).  This can be accessed on UDo.  Detected plagiarism will be treated as an academic offence.

Referencing

It is imperative that you correctly reference your sources both within your work and in the reference list at the end.  If you are in any doubt about referencing procedures, there is a handout on the Harvard Referencing format in the Library and a self directed tutorial package (PLATO) which can be accessed through the learning resources section of UDo. Please note that referencing correctly contributes to your overall mark – it is an easy way of adding marks, so worth doing properly.

SCHEME OF WORK – Please note that not all of these sessions will involve use of a set of lecture slides so you will not find slides for every week in ‘Course Resources’ on Blackboard.

Lecture Number Activities, BLOG & Reading prior to Lecture Lecture Topic & Room Tutorial & Post-tutorial activity

1-1 Read Articles – Bennis (2007)

Zaleznik (1992)

Northouse (2010) Chapter 1 Complete Leadership Trait Questionnaire (LTQ) for next week. Sub Module 1 – Introduction and Trait Theory

Overview, introduction & expectations How to succeed in this module!

Bring copy of Table 2.1 (Northouse 2010 p. 19) to next week's tutorial.

2-1 Read Article – Zaccaro (2007)

Read Northouse (2010) Chapter 2 Sub Module 1

Trait Group response to set questions

Personal comparison (LTQ) and development need.

Fill out personal development plan based on this week's content

3-1 Sub Module 1

PRACTICAL BRIEFING & PREPARATION

Fill out personal development plan based on this week's content

4-2 Read – Vroom & Jago (2007)

Read Northouse (2010) Chpts 6 & 5 Sub Module 2– Contingency & Behavioural Theories

Contingency theories

LPC Contingency Model

Group response to You Tube Videos of ‘The Apprentice’

Fill out personal development plan based on this week's content

5-2 Read – Vroom & Jago (2007)

Read Northouse (2010) Chpt 7 Sub Module 2

Path – Goal  Theory

Tasks – answer Q’s on P-G Theory

NB – Bring Northouse, Lecture slides and relevant papers/reading material with you.

Fill out personal development plan based on this week's content

6-2 Read Northouse (2010) Chpt 8 Sub Module 2

Leader-Member Exchange Activity based on LMX

READ about LMX prior to the tutorial

Fill out personal development plan based on this week's content

7-3 Read Bass (1990)

Read  Northouse (2010) Chpt 9

NB       Prepare your thoughts about Charismatic and Transformational leadership – you will have to argue for one or the other in tutorial Sub Module 3 – The New Leadership Paradigm

Transactional, Charismatic & Transformational

Leadership Debate

‘Transactional leadership produces better results than transformational leadership’

Fill out personal development plan based on this week's content

8-3 Read Bjugstad et al. (2006)

Read Kellerman (2007)

Read Agbese (2010)

Read Jackson & Parry (2011) Chapter 3. Sub Module 3

The Role of the Follower Read this article

Activity based on Followership

Fill out personal development plan based on this week's content

9-3 Sub Module 3

PRACTICAL

10-4 Complete the Dimensions of Culture Questionnaire and bring to tutorial.

Read  Northouse (2010) Chpt 14

Sub Module 4 – Contemporary Issues 

 Culture & Internationalism Discussion on the implications for leadership of their style based on Dimensions of Culture Questionnaire

NB If you have not completed this questionnaire and brought it to the tutorial, you will be asked to leave.

Fill out personal development plan based on this week's content

11-4 Read  Northouse (2010) Chpt 15

Sub Module 4

 Ethics, Brief out the practical exercise and get them preparing for it

12-4 Sub Module 4

PRACTICAL Assignment workshop

RESOURCES

Core Books:

Northouse, P. G. (2010) Leadership Theory and Practice, 5th Ed'n, London, Sage Publications

Jackson, B. & Parry, K. (2011) A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Leadership, 2nd Ed'n, London, Sage

NB These two can be purchased from Waterstone's in the Atrium at a discount when both purchased together.

Other books:

Blanchard, K. H. Zirgarmi, P. & Zirgarmi, D., (1994) Leadership and The :01ne Minute

Manager, London, Harper Collins Business, pp. 89/90

Daft, R. L. (2008) The Leadership Experience, 4th Ed'n, Ohio, Thomson South-Western

Kouzes, J.M. & Posner, B.Z. (2007) The Leadership Challenge, 4th Ed'n, San Francisco, Jossey-Bass

Routledge, C. & Carmichael, J. (2007) Personal Development and Management Skills, London, CIPD

Whetten, D. A. & Cameron, K. S. (2011) Developing Management Skills, 8th Ed'n, Harlow, Pearson

Yukl, G. (2010) Leadership in Organizations, 7th Ed'n, New Jersey, Pearson/Prentice Hall

Journals:

PLEASE NOTE – It is recommended that you read Vol. 62 of American Psychologist – Special Issue.  You can find this via the library system online – there are some excellent articles in this issue.  One is shown below – Bennis (2007) and is a very good introductory article about Leadership in the Modern World.

Journal Articles:

Agbese, D. (2010) Available ONLINE at: http://www.newswatchngr.com/index.php?option=com_content&task=view&id=2438&Itemid=42 

Bass, B. M. (1990) 'From Transactional to Transformational Leadership: learning to share the vision', Organizational Dynamics, Vol. 18, Iss. 3, Winter, pp. 19-31 

Bennis, W. (2007) 'The Challenges of Leadership in the Modern World', American Psychologist, Vol. 62, No. 1, pp. 2-5

Bjugstad, K., Thach, E. C., Thompson, K. J. & Morris, A. (2006) 'A Fresh Look at Followership: a model for matching followership and leadership styles': www.ibam.com/pubs/jbam/articles/vol7/no3/JBAM_7_3_5_Followership.pdf 

Chamberlin, J. E. (2011) 'Who Put the 'ART' in 'SMART' Goals?', Management Services, Autumn, Vol. 55, Iss. 3, pp. 22-27

Conger, J. A. (2004) 'Developing Leadership Capability: what’s inside the black box?' Academy of Management Executive, Vol. 18, No. 3, pp. 136-139

Ireland, R. D. & Hitt, M. A. (2005) 'Achieving and Maintaining Strategic Competitiveness in the 21st Century: the role of strategic leadership', Academy of Management Executive, Vol. 19, No. 4, pp. 63-77

Kellerman, B. (2007) 'What Every Leader Needs to Know About Followers', Harvard Business Review, December, pp. 84-91

Kelley, R. E. (1988) 'In Praise of Followers', Harvard Business Review, November, Vol. 66, pp. 142-148

Kent, T. W. (2005) 'Leading and Managing: it takes two to tango', Management Decisions, Vol. 43, No's 7/8, pp. 1010-1017

Kerr, S. & Jermier, J. (1978) 'Substitutes for Leadership: their meaning and measurement', Organizational Behavior and Human Performance, Vol. 22, pp. 374-403

Kirkpatrick, S. A. & Locke, E. A. (1991) 'Leadership: do traits matter?', Academy of Management Executive, Vol. 5, No. 2, pp. 48-60

Kotter, J. P. (1990) 'What leaders really do', Harvard Business Review, May-June, pp. 103-111

Meindl, J. R. (1995) 'The romance of Leadership as a Follower-centric Theory: a social constructionist approach', Leadership Quarterly, Vol. 6, Iss. 3, pp. 329-341

Van Knippenberg, D. & Hogg, M. A. (2003) 'A social identity model of leadership effectiveness in organisations'; in Staw, B. M. & Kramer, R. M. (Ed's) Research in Organisational Behaviour, Vol. 25, New York, Elsevier, pp. 243-295.  (Available online at: 

Vroom, V.H. & Jago, A. G. (2007) 'The Role of the Situation in Leadership', American Psychologist, Vol. 62, No.1, pp. 17-24.

Zaccaro, S. J. (2007) 'Trait-based Perspectives of Leadership', American Psychologist, Vol. 62, No. 1, pp. 6-16.

Zaleznik, A. (1992) 'Managers and Leaders:  Are they different?', Harvard Business Review, March-April, pp. 126-135

Websites:

Chartered institute of Personnel and Development – cipd.co.uk

Institute of Leadership and Management – i-l-m.com

Management Standards Centre – http://www.steelbee.net/baogao/c650

Other:

Blanchard, K. H. (1989) 'The :01ne Minute Manager – Live!'  (Audio cassette series), CareerTrack Publications

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