Leadership

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University of Notre Dame *

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Management

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Nov 24, 2024

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2 Contents 1. Introduction to the Module ............................................................................................................ 3 2. Contact Details for the Module Leader (and Teaching Team) ........................................................ 4 3. Module Aims ................................................................................................................................... 4 4. Learning Outcomes ......................................................................................................................... 5 5. Teaching and Learning Approach Adopted on the Module ............................................................ 5 6. How Aula will be used to Support this Module .............................................................................. 6 7. Your Learning Journey - Weekly Scheduled Contact Time ............................................................. 7 8. Module Reading List ........................................................................................................................ 7 9. Assessments for this Module .......................................................................................................... 9 Coursework 1 Assignment Brief .......................................................................................................... 9 10. Marking Rubric (Marking Criteria) ................................................................................................ 13 Coursework 1 Marking Rubric ........................................................................................................... 13 11. APA Referencing ............................................................................................................................ 13 12. Feedback of your Assessments ..................................................................................................... 13 13. Deferral/Referral Assessments ..................................................................................................... 13 14. Useful Resources for Support with your Module ......................................................................... 13 15. Extensions to Coursework Submissions ........................................................................................ 14 16. Important Dates ............................................................................................................................ 14

3 1. Introduction to the Module Leadership - Towards Mastery of Leading Change and Inclusivity is a core module at Masters (Level 7) delivered over 11 weeks in Term 2 of the academic year. This module has one assessment in the form of Coursework to be completed and submitted by the end of Term 2 in week 12. This module is about Leadership as a living practice through the mastery of strategic and ethical leadership. This approach to strategic leadership recognises the rapidly changing global context and the need to build high performing teams and inclusive global workforce in a volatile, uncertain, complex and ambiguous (VUCA) global business environment. The key focus of the module is to align effective strategic and ethical leadership with transformative organisational change. Leadership is a multidimensional construct. This module allows you gain a deeper understanding of the nature and impact of strategic and ethical leadership in global organisations and society. The challenges of leadership are continuously shifting and growing within the rapidly changing and complex global environment. This module offers a critical perspective that allows you to examine leadership from theory to practice, as a strategic mechanism for change in a complex world and connect these to your own leadership practice and professional development. To understand your role as a strategic and ethical leader, it is necessary to critically explore the dual aspect of your own leadership style, skills, behaviour and the complexities involved while leading others in organisational change transformations. The module gives you opportunities to participate in debate, professional development workshops and other activities that help to gain a deeper understanding of how to measure and evaluate the effectiveness of the role and impact of strategic and ethical leadership within organisational contexts. Effective ethical leaders with high moral values and standards are most likely to influence their followers, building high performing teams, supportive organisational climate and culture, resulting in increased workplace effort, commitment, organisational performance and citizenship-like behaviour, effective communication, increased motivation and participation in transformative change processes. The module is supported by leadership development workshops with a value adding coaching element from an industry perspective. This special feature of the module helps to explore aspects of change, leading self, and others in an action-based learning activity. The workshop activities present opportunities for students to experience ambiguity and complexity in a controlled setting and working in teams. This module is mapped on to the Chartered Management Institute (CMI) professional body syllabus. Students undertaking and passing this module along with other CMI mapped modules offered on the Course, will be eligible for a CMI professional qualification - Level 7 Diploma Award in Strategic Management and Leadership - subject to registration for the award.

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4 2. Contact Details for the Module Leader (and Teaching Team) Name of Module Leader (and Teaching Team) E-mail Address Advice & Feedback Hour (Office Hour) 1. Dr Knowledge Mpofu (Module Leader) ae1077@coventry.ac.uk TBA 2. Tanja Goudarzi Pour ad4795@coventry.ac.uk TBA 3. Anna Borodenko ae0604@coventry.ac.uk TBA 4. Anna Laszcz ae0750@coventry.ac.uk TBA 5. Dr Md Al-Amin TBA 3. Module Aims This module is about Leadership as a living practice through the mastery of strategic and ethical leadership. The key focus of the module is to align effective and ethical leadership with transformative organisational change. • This module offers a critical perspective that allows students to examine leadership from theory to practice, as a strategic mechanism for change in a globally complex world and connect these to own leadership practice. • The module helps to gain a deeper understanding of the pivotal role of strategic leadership in articulating vision, establishing direction, building a supportive organisational climate and culture, motivated and highly performing teams that are fully committed to the strategic agenda of an organisation. • The module allows students to critically explore and examine a range of relevant leadership themes that include, but not limited to, authentic leadership, ethics, ethical leadership, morality, emotional intelligence, leading and managing change, motivation, high performing teams, adaptability, institutional complexity, decision making, diversity and inclusivity practices in an action-based and reflective learning environment. • The leadership styles, qualities, skills and behaviour covered in this module offer students the opportunities to learn how to develop, influence, persuade and lead others, as well as understanding the behavioural dynamics of how groups and teams work together within organisational contexts. • The module is supported by leadership development workshops with a value adding coaching element from an industry perspective. The leadership in action simulation provides an opportunity for students to combine the theoretical learning with practical hands-on leadership scenarios. This special feature of the module helps to explore aspects of change, leading self, and others in an action-based learning activity. The workshop activities present opportunities for students to experience ambiguity and complexity in a controlled setting and working in teams. • You will apply relevant concepts, tools, models and frameworks and draw on a range of relevant sources from leadership theory, industry research and best practices as well as real- time case studies and practitioner insights into global organisations, their activities and impact on society.

5 4. Learning Outcomes LO1. Comprehensively evaluate the role and impact of strategic leadership in organisational transformative change, locally, nationally and globally LO2. Critically evaluate research on the impact of organisational behaviour on society and the role of ethical leadership in this context LO3. Apply judgement and originality of thought when evaluating the impact of strategic leadership in creating a high performing and inclusive workforce LO4. Systematically analyse and discuss the role of emotionally intelligent leadership in a volatile, uncertain, complex and ambiguous (VUCA) world. 5. Teaching and Learning Approach Adopted on the Module The module will be available to students’ on -campus and online, supported by a learning management system, which directs their programme of study. All teaching, learning and assessment materials will be available to both staff and students via the Aula system in a consistent and user-friendly manner, creating a flexible and inclusive learning environment. Students will engage via a number of learning blocks in the module: Knowledge & Understanding : This block is concerned with the sharing of academic theory and concepts to ensure students have mastered a critical appreciation of current and relevant research in the subject area. Application: T his block brings the knowledge and understanding ‘to life’ by relating it to current practice. It takes a critical view of the theory and concepts as they are employed in the workplace in order to encourage students to evaluate their significance and merit. Analysis & Problem Solving : This block requires students to develop and demonstrate their analytical skills and present a rationale and strategic set of decisions, which identify risks and generate a range of hypotheses to understand their cause and effect. We aim to provide a transformative learning experience for all our students, by providing them with space for their personal development and encouraging them to become engaged and involved in their academic areas of interest and the wider community.

6 Our principal pillars of transformative learning are interwoven and based upon: • Research inspired learning • Embedded employability • Creativity and enterprise • Intercultural and international engagement • Community contribution and responsibility • Innovation and digital fluency Our principal pillars of transformative learning support the pedagogical approaches that we take to engage and inspire our students, by providing relevance and excellence in their learning. In addition, the principal pillars help us to address the following themes: • sustainability and social responsibility, • graduate skills, • flexible and personalised learning and to deliver an inclusive curriculum. Research, innovation and digital fluency : have a significant role in the succe ss of the university’s core objectives in delivering an excellent educational experience for all our students. This approach creates rich experiences and enhances the learning environment from course design to interactive student learning. 6. How Aula will be used to Support this Module The following will be published on Aula: • Module handbook • Reading list • Detail of assignments • Deadlines and dates for submissions • Teaching and learning notes • Self-guided learning resources (to be reviewed prior to the live learning session) • Additional papers and reading material Submission of assignments will also take place via Aula.

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7 7. Your Learning Journey - Weekly Scheduled Contact Time The table below provides a schematic of the module, outlining the indicative content for each session of your Learning Journey sessions. Sessions are interactive and students are expected to participate and contribute to the class discussions and debates. Teaching Week Learning Journey Activities Week 1 Introduction: What is Leadership – Why it matters? - What is leadership? Leadership, Power and Influence - Leadership as a multidimensional construct - Leadership in a VUCA world. What is strategic leadership? - Leadership vs Management debate - Types of problems faced by leaders and managers (Wicked, Tame and Critical) Week 2 Effective and Ethical Leadership in organisations - Leadership theory: A critical perspective - as a multidimensional construct - Leadership styles, skills and behaviour - What is good leadership? – Effective and ethical leadership in organisations Week 3 Professional development Workshop 1 - Leadership in action (team-based activity and reflection) Week 4 Professional development Workshop 2 - Leadership in action (team-based activity and reflection) Week 5 Leading and managing organisational change - The role and impact of strategic leadership - Dealing with resistance to change, conflict and institutional complexities - Decision-making and biases Week 6 Building motivated and high performing teams - The role and impact of strategic leadership Week 7 Leading - Diversity and Inclusivity practices in global organisations – does it matter? Week 8 Leading - Organisational behaviour and impact on society - The role and influence of ethical leadership on activities and success of an organisation Week 9 Leading with Emotional Intelligence in a in a volatile, uncertain, complex and ambiguous (VUCA) world - Experiential learning – value of learning and reflection Week 10 Developing as a leader : Leadership for the future - Bringing it all together - Revisiting leadership styles, skills and behaviour for effective strategic and ethical leadership - Professional development as a leader – value of learning and reflection Week 11 Module Review: Revision, Coursework progress check and feedback Week 12 Coursework submission 8. Module Reading List To access the full resource list for this module, enter module code: 7005MHR in the search box that opens on clicking the link below: http://resourcelists.coventry.ac.uk/index.html Essential Reading List • Zander, L. (2020). Research Handbook of Global Leadership: Making a Difference. Germany: Edward Elgar Publishing Limited.

8 Recommended Reading List • Adair, J. (2010). Strategic Leadership: How to Think and Plan Strategically and Provide Direction. India: Kogan Page. • Avolio, B.J. and Gardner, W.L. (2005). Authentic Leadership Development: Getting to the root of positive forms of Leadership . The Leadership Quarterly, 16(3): 315-338. • CIOs and the Digital Transformation: A New Leadership Role. (2017). Germany: Springer International Publishing. • Ciulla, J. B. (2014). Ethics, the Heart of Leadership, 3rd Edition. United States: ABC-CLIO. • Doğan, A., Schroevers, S. (2019). Exploring Global Leadership. Netherlands: CCBS Press. • Duehring G. L. (2001). Delegation: developing the habit. Radiology management, 23(4), 16 – 24. • Fang, Y., Dai, X., & Zhang, X. (2021). An empirical study of the relationship between inclusive leadership and business model innovation. Leadership & Organisation Development Journal. • Gardner H. (2007). The ethical mind. A conversation with psychologist Howard Gardner. Harvard business review, 85(3), 51 – 142. • Goffee, R., & Jones, G. (2000). Why should anyone be led by you? Harvard business review, 78(5), 62 – 198. • Goleman, D. (2012). The Brain and Emotional Intelligence: New Insights, Kindle Edition • Goleman, D., McKee, A., Boyatzis, R. E. (2002). The New Leaders: Transforming the Art of Leadership into the Science of Results. United Kingdom: Little, Brown. • Goleman, D. (1996 ). Emotional Intelligence: Why it Can Matter More Than IQ . London: Bloomsbury Publishing. • Hames, R. D. (2015). The Five Literacies of Global Leadership: What Authentic Leaders Know and You Need to Find Out. Germany: Wiley. • Issah, M. (2018). Change Leadership: The role of emotional intelligence. SAGE Open, 8(3), 2158244018800910. • Iszatt-white M. and Saunders C. (2017) Leadership . Publisher Oxford University Press. • MacKay B, Arevuo M, MacKay D and Meadows M (2020) Strategy: Theory, Practice, Implementation . Publisher Oxford University Press. • Maniscalco, C. (2019). Distributed Leadership and Digital Innovation: The Argument For Couple Leadership. United States: Taylor & Francis. • Neugebauer, T., Kreutzer, R. T., Pattloch, A. (2018). Digital Business Leadership: Digital Transformation, Business Model Innovation, Agile Organisation, Change Management. Germany: Springer Berlin Heidelberg. • Nye, J (2008). The Powers to Lead . New York: Oxford University Press. • Price, T. L. (2020). Leadership and the Ethics of Influence. United Kingdom: Taylor & Francis. • Randel, A. E., Galvin, B. M., Shore, L. M., Ehrhart, K. H., Chung, B. G., Dean, M. A., & Kedharnath, U. (2018). Inclusive leadership: Realising positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), 190-203. • Robbins, S.P., Judge, T. & Campbell, T. (2010) Organizational Behaviour , 1st European ed., Harlow: FT Prentice Hall. • Roe, K. (2017). Leadership Practice and Perspectives. Publisher Oxford University Press. • Szkudlarek, B., Mendenhall, M. E., Reiche, B. S. (2019). Advances in Global Leadership. United Kingdom: Emerald Publishing Limited. • Vincent, M. N. (2020). Leveraging Digital Transformation: Proven Leadership and Innovation Strategies to Engage and Grow Your Organization. (n.p.): AVIVA PUB.

9 9. Assessments for this Module Coursework 1 Assignment Brief Assignment Title: 7005MHR Coursework – Leading organisational change Submission Date and Time: Wednesday 12 th April 2023 at 5pm Expected Return of Feedback and Marked Work: 14 days from submission Assignment Weighting: CW - 15 Credits Word Count: 4000 words View guidance on word limits for written assignments here Learning Outcomes Assessed by this Assignment: LO1. Comprehensively evaluate the role and impact of strategic leadership in organisational transformative change, locally, nationally and globally LO2. Critically evaluate research on the impact of organisational behaviour on society and the role of ethical leadership in this context LO3. Apply judgement and originality of thought when evaluating the impact of strategic leadership in creating a high performing and inclusive workforce LO4. Systematically analyse and discuss the role of emotionally intelligent leadership in a volatile, uncertain, complex and ambiguous (VUCA) world. Assignment Guidelines: Instructions for completing the Coursework (CW) 1. Read the given short article and choose one of the leaders from the presented global companies, or you may prefer to select any other leader of your choice from any global business organisation, to complete the given tasks for the Coursework assignment. 2. Apply any relevant concepts, tools, theories, models and frameworks to support your analysis and discussion in each task. 3. Structure of the Coursework should take a report format with cover page, table of contents, introduction, main body of tasks completed, conclusion and reference list. If necessary, you can also include appendix. Read the following short article and complete all the given tasks for the Coursework assignment. Article: Leadership and Success: Examples of transformational leadership in action Global companies such as Apple, Microsoft, Amazon, and Neflix are offering products and services that have transformed society and the global markets. There is more in common about these highly innovative companies developed by entrepreneurial, visionary, transformational, authentic and ethical leaders. The companies have thrived with phenomenal growth and dominance through effective strategic leadership, investment in research and development, building their high

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10 performing teams, distinctive resources and capabilities for competitive advantage in global markets. Despite the sustained growth and success, the companies are continuously facing shifting leadership challenges and organisational transformative change emanating from the complexities, pressures and turbulence of the volatile, uncertain, complex and ambiguous (VUCA) global environment. These are global organisations and market leaders with disruptive innovative business models - from Apple’s wide range of innovative mobile phone products, Microso ft computing devices and software applications to Amazon’s online shopping platform and Nexflix’s entertainment through video streaming services. Jeff Bezos (Amazon) Jeff Bezos is the founder of Amazon, which has revolutionised the online retail industry. Bezos’ Amazon has a portfolio that includes some of the most successful business ventures focusing on e-commerce, cloud computing, online advertising, digital streaming and artificial intelligence. Jeff Bezos’ strategic leadership and strong belief in inn ovation and business ventures that have impact on society, locally, nationally and globally have made him one of the richest entrepreneurs in the world. Reed Hastings (Netflix) Reed Hastings is the Co-founder and CEO of Netflix, which has revolutionised how the global market is entertained through video- streaming services. Hastings’ visionary, ethical and transformational leadership styles have helped to build Netflix’s sustained reputation as a market leading provider of video-streaming service offering that includes TV shows and films, as well as original content, to over 220 million subscribed customers globally. Bill Gates (Microsoft) Bill Gates, founder of Microsoft in 1975, has built one of the most successful companies that has revolutionised the world of computing, including how we live and how businesses are operating. His visionary, ethical and transformational leadership has helped Microsoft to gain unparalleled reputation as a resilient global company with distinctive capabilities to adapt and respond to the continuously changing VUCA environment, rapid development in technologies, innovation, business models and market demands. Steve Jobs (Apple) Steve Jobs is Co-founder of Apple, one of the most successful technology companies in the mobile phone industry. Steve Jobs is remembered for a visionary, transformational and highly demanding leadership style with uncompromising reputation for excellence through innovation. This helped Steve Jobs to build high performing teams, and his followers remember him for high expectations, impatience and relentless passion for success of his company. Steve Job’s leadership style and highly demanding behaviour have helped to shape Apple’s organisational culture for excellence in high quality products and services that make the company one of the global market leaders in mobile phone industry and computing. Source: Adapted from Andrew Moran (2022) Starting Business – Leadership & Success https://www.startingbusiness.com/blog/transformational-examples [Accessed on 20th December 2022] https://www.startingbusiness.com/blog/leadership-success [Accessed on 20th December 2022]

11 Tasks: Based on your chosen leader from the given global organisations, complete the following tasks. • Provide a brief introduction that highlights the main focus of the coursework, including an overview about the chosen organisation and its specific leader. 1. Critically evaluate the role and impact of strategic leadership in organisational transformative change for your chosen global company. 2. Carryout further research about your selected global organisation and critically evaluate its behaviour and impact on society, and the role of ethical leadership. 3. Critically evaluate the role and impact of strategic leadership in building effective, motivated, and high performing teams, using specific examples from your selected organisation. Discussion and critical analysis should highlight the importance of having diversity and inclusivity practices within the organisation. 4. Based on your personal leadership development experience and drawing more from what you have learned about leadership as a living practice on your course: • Provide a critical personal reflection and analysis of the role of leadership, skills, behaviour and personal professional development needed to adapt more effectively with emotional intelligence and become an effective ethical and strategic leader who is well prepared to face future challenges in a volatile, uncertain, complex and ambiguous (VUCA) global environment. • Provide a brief conclusion that highlights the key points covered in the completed tasks. 7005MHR Coursework (CW) Task Guidance and Marking Criteria Task Guidance Learning Outcome assessed % Mark Introduction ( 200 words) Provide a brief introduction that highlights the main focus of the coursework, including an overview about the chosen organisation and its specific leader. (5%) 5% Task 1: Leading change – role and impact of strategic leadership Critically evaluate the role and impact of strategic leadership in organisational transformative change for your chosen global company. • What leadership style, skills and behaviour are needed to deal more effectively with the institutional complexities and the change experienced by the organisation? • Apply any relevant tools, theories, change management models and frameworks to support your analysis and discussion. (20%) 1000 words LO1 20% Task 2: Organisational behaviour, impact on society and role of ethical leadership Carryout further research about your selected global organisation and critically evaluate its behaviour and impact on society, and the role of ethical leadership. LO2 15%

12 • Your discussion should focus on how the selected organisation’s activities and its people’s actions are affecting the surrounding environment, communities and more broadly the global society in which the company operates. • Discussion and critical analysis should also highlight how the role of ethical leadership has contributed to the success and impact of the organisation. • Apply any relevant tools, leadership theories, models and frameworks to support your analysis and discussion. (15%) 600 words Task 3: Role and impact of strategic leadership in building high performing teams, and diversity practices in an organisation Critically evaluate the role and impact of strategic leadership in building effective, motivated, and high performing teams, using specific examples from your selected organisation. • Discussion and critical analysis should highlight the importance of having diversity and inclusivity practices within the organisation. • Apply any relevant tools, leadership theories, models and frameworks to support your analysis and discussion. (15%) 600 words LO3 15% Task 4: Personal reflection on leadership development experience, leading with emotional intelligence in a VUCA world Leading and navigating through complexities of modern organisations operating in a volatile, uncertain, complex, and ambiguous (VUCA) global environment require effective strategic leadership with skills that include emotional intelligence, effective communication, decision making, high moral and ethical values as well as increased level of self-awareness while leading others. Based on your personal leadership development experience and drawing more from what you have learned about leadership as a living practice on your course: • Provide a critical personal reflection and analysis of the role of leadership, skills, behaviour and personal professional development needed to adapt more effectively with emotional intelligence and become an effective ethical and strategic leader who is well prepared to face future challenges in a volatile, uncertain, complex and ambiguous (VUCA) global environment. • Apply any relevant concepts, tools, leadership theories, frameworks such as the Kolb experiential learning cycle model to support your reflective analysis. (30%) 1400 words LO4 30% Conclusion (200 words) Provide a brief conclusion that highlights the key points covered in the completed tasks . (5%) 5% Structure, clarity of presentation and use of APA referencing style (10%) 10%

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13 10. Marking Rubric (Marking Criteria) Coursework 1 Marking Rubric The marking rubric for the Coursework can be viewed here, using the link to access a copy uploaded to the rubric repository . 11. APA Referencing As part of your study you will be involved in carrying out research and using this when writing up your coursework. Turnitin includes a plagiarism detection system and lecturers are experienced enough to recognise plagiarism when it occurs. To avoid academic misconduct and plagiarism remember it is not acceptable to reproduce another source without acknowledging it in your assessment. This includes using paraphrasing as well as direct quotations. You are expected to correctly cite and reference the work you have used. If you need help putting your references into the correct style, you might like to start with the APA Referencing: A Guide for Students, which can be found here. The Academic Skills Unit also offer workshops on APA referencing and can be booked here . 12. Feedback of your Assessments You can normally expect to have marked coursework returned to you via Aula within two weeks. Provisional marks and feedback can be provided online/in class/face to face. Your marks will be formally approved once an external examiner has completed their review and a Subject Assessment Board has ratified the results. 13. Deferral/Referral Assessments All deferral/referral assessments will be published on Aula by week 4 of the subsequent semester. The submission period for all referred/deferred work is week 12, unless stated otherwise. Please check your submission link for the exact date. The referral/deferral exam period will take place in week 12 and 13, unless stated otherwise. The exact date and time will show in your timetable. 14. Useful Resources for Support with your Module The Academic Skills Unit provides Spotlight workshops focused on all areas of your learning to provide you with the skills and confidence needed to succeed in your academic and professional career. Workshops are one-hour, interactive classroom sessions, which are run repeatedly throughout the term. Workshops are delivered by our professional and academic staff according to area of expertise. The Spotlight team can also run sessions on request for small groups, at a time that suits you and colleagues. The majority of information relevant to you while you study at the University has been brought together into your course handbook. Please refer to your course handbook for any further information you might require including: • How to submit assignments,

14 • Deadlines and extenuating circumstances • Plagiarism and referencing • Who to go to for advice or if you are concerned • How to provide us with feedback • Key administrative procedures • Student support and welfare • Library 15. Extensions to Coursework Submissions If you fail to submit by the specified deadline, you will receive a mark of zero (0) unless you have an authorised extension or deferral. The University wants you to do your best. We know however that sometimes events happen, and you may not be able to submit your coursework by the deadline. We will try to help you in these situations. It is important that you follow the extenuating circumstances procedure outlined in the Registry web pages. You should contact Registry as early as possible and before the deadline, so that we can assist you. You will find information about the process and what is or is not considered to be an event beyond your control here and your Course Handbook also includes more information. 16. Important Dates • Teaching starts on Monday 23 rd January 2023 and ends on Friday 7 th April 2023. • Professional Development Workshops in Week 3 and Week 4. • 7005MHR Coursework submission deadline is Wednesday 12 th April 2023.

Leadership

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