1. Critically evaluate leadership roles and drivers of change within contemporary organisational contexts, reflecting on their relevance to your specialism and personal and entrepreneurial development.

Reflection

Personal development & entrepreneurship

2. Critically evaluate the contribution of diverse theories, research, and conceptual frameworks relating to both leadership development and organisational change management.

Application and Problem Solving, Critical Reasoning & Collaboration

3. Integrate leadership practices with change management methodologies.

Research Skills, Knowledge and Understanding

4. Apply a range of theoretical and research-based perspectives to diagnose complex leadership problems and recommend effective change interventions in practice.

Application and Problem Solving, Research Skills

Assessment 1: Individual Reflective Analysis

This assessment requires you to critically reflect on leadership practice within a real organisational context. Students will select a leader operating within an organisation of their choice and analyse how their leadership role responds to contemporary organisational challenges and drivers of change.

The reflection should:

Identify the organisational context and leadership role

Analyse the leader’s style and approach using relevant leadership theory

Examine how the leader responds to organisational change, uncertainty or ethical challenges

Reflect on the effectiveness of leadership behaviours in supporting individuals and the organisation

Formative feedback opportunities include:

Guided reflective activities during workshops

Tutor feedback on proposed leadership focus or theoretical framing

Structured reflection prompts to support analytical depth

Assessment 2: Individual Case Study Analysis
This assessment requires students to undertake an in-depth, research-informed case study analysis of an organisation facing a significant ethical or organisational change challenge.

Students will:

Critically evaluate leadership and change management theories relevant to the case

Analyse the organisational context, identifying drivers for change and ethical considerations

Apply appropriate leadership and change frameworks to diagnose the problem

Develop evidence-based leadership interventions aimed at managing change responsibly

Demonstrate how leadership decisions can contribute to positive organisational and wider social impact

The case study should be supported by academic research and professional sources, demonstrating graduate-level critical reasoning, application and judgement.

The emphasis is on:

Integration of theory, research and practice

Ethical and socially responsible leadership

Clear, structured academic argument and professional communication

Formative feedback opportunities include:

Case study briefing and framework selection workshops

Tutor feedback on draft structure or analytical approach

Peer discussion of leadership and change scenarios

This module develops students’ critical understanding of leadership and organisational change within contemporary business and organisational contexts. It explores how leadership theory, research and professional practice inform effective change management, ethical decision-making and socially responsible organisational transformation.

Indicative content includes:

Foundations of Leadership and Change

From traditional trait and behavioural theories to contemporary approaches (Transformational, Servant, and Distributed leadership).

Analysing the drivers of change in the 21st century: globalisation, technological disruption (AI/Digitalisation), and shifting socio-economic landscapes.

Distinguishing between managing processes and leading people through uncertainty.

Strategic Organisational Transformation

Critical analysis of frameworks such as Lewin’s Three-Step Model, Kotter’s 8-Step Process, and Emergent Change theories.

Understanding the organisation as an interconnected system where interventions have ripple effects.

Identifying psychological barriers to change and strategies for building organisational and individual resilience.

Impact, Integrity, and Social Conscience

Exploring integrity and authenticity as tools for building trust during periods of instability.

Integrating Corporate Social Responsibility (CSR) and Environmental, Social, and Governance (ESG) principles into change initiatives.

Ensuring diverse stakeholder voices are heard and addressing the ethical implications of organisational restructuring.

Applied Leadership Skills

Mastering transparent communication to maintain morale and currency of practice.

Navigating the internal politics of change while maintaining professional ethics.

Developing self-awareness and evaluating leadership styles and its impact on others.

In an era where change is inevitable for maintaining competitiveness and currency of practice, this module empowers you to bridge the gap between leadership theory and organisational transformation. You will move beyond simple management to explore the synergy between leadership and change, learning how to lead and manage change with confidence, integrity, impact and embedding social conscience.

The learning strategy for this module is based on students completing a total of 300 hours of learning activity in order to achieve the stated learning outcomes. This comprises 72 hours of scheduled teaching and learning activities and 228 hours of guided independent study, including preparation for, and completion of, assessment tasks. Learning support materials are provided through the University’s virtual learning environment.

Face to Face Delivery

Where delivered face to face, scheduled teaching takes place on campus. Teaching is structured to combine subject-specific content with applied learning activities and includes lectures, seminars, workshops, case study analysis, group discussion and problem-solving activities. Digital resources are used to support learning and assessment, but the primary mode of delivery is in-person engagement.

Distance Learning (Top-Up)

For Distance Learning (Top-Up) delivery, teaching is delivered through a combination of synchronous and asynchronous online learning. Live online sessions are used at key points to support engagement, discussion and assessment guidance, while recorded lectures, guided learning activities and asynchronous discussion forums enable flexible study. This approach supports independent learning and accommodates the needs of students balancing study with professional or personal commitments.

Independent and Guided Study

Across all delivery modes, independent learning is a core element of the module. Students are supported to engage with academic literature, professional resources, digital tools and data sources via the University’s library and online platforms. Guided activities, formative tasks and structured assessment milestones encourage steady progression, critical thinking and reflective learning.

Collaborative learning is embedded through group activities, peer feedback and applied tasks, supporting the development of professional communication, teamwork and problem-solving skills appropriate to the level of study and programme context.

Employability, Enterprise and Professional Practice

This module is strongly aligned to employability through its focus on leadership, ethical decision-making and organisational change. Students develop professional skills in critical analysis, strategic thinking, evidence-based problem solving and reflective leadership practice. Assessment tasks mirror challenges faced by leaders and managers in contemporary organisations, supporting readiness for graduate roles in leadership, management and consultancy.

Simulation / Applied Learning

Simulation is embedded through consultancy-style case study analysis. Students diagnose complex leadership and change challenges within real organisational contexts, apply recognised change management frameworks, and design ethical, socially responsible interventions. This applied approach reflects professional leadership and change management practice.

Sustainability

Sustainability is a core pillar of the module and is addressed through ethical leadership, social responsibility and long-term organisational resilience. Students critically evaluate how leadership decisions influence social impact, stakeholder trust and sustainable organisational change, aligning with contemporary expectations of responsible leadership.

Experience

This module aligns with the Experience principle of the Employability Framework by engaging students in applied leadership and change management practice. Through critical reflection on leadership styles and the development of evidence-based change strategies, students gain hands-on experience of professional workflows associated with leadership, organisational transformation and ethical decision-making.

The module supports students in developing professional confidence, judgement and reflective capability in preparation for Level 6 study and graduate employment in leadership, management and consultancy contexts.

Burnes, B. (2018). Managing Change, 7th Edition, London: FT/Prentice Hall.

Harrington, J. (2018). Innovative Change Management: Preparing your Organisation for the new innovative culture, Routlede

Owen, H. (2012) New Thinking on Leadership: A Global Perspective, London, CIPD.

Burnes (2018) remains a widely used foundational text in change management, offering comprehensive coverage of core theories and models that continue to underpin both academic study and practice.

Northouse (2015)
Despite its publication date, Northouse (2015) is considered a seminal leadership text, widely adopted for its clear synthesis of major leadership theories still central to the field.

Owen (2012)
Owen (2012) offers a global and alternative perspective on leadership thinking, contributing valuable diversity of viewpoint that complements more traditional models.