1. Establish a systematic understanding of the role strategic leadership has in delivering organisational strategy and change within a healthcare context.

University Learning Outcome: Knowledge and Understanding, Learning

2. Demonstrate a critical understanding of the theory of strategic leadership and its relationship to organisational effectiveness within a healthcare context.

University Learning Outcome: Enquiry, Communication, Knowledge and Understanding

3. Critically evaluate the outcomes and impact of strategic leadership interventions within your organisation.

University Learning Outcome: Analysis, Problem solving, Application

4. Reflect on, and demonstrate, the development of strategic leadership competencies in your leadership practice within a healthcare context.

University Learning Outcome: Reflection, Application

As part of this module, you will deliver a 15-minute work-based presentation, and an additional 5 -minute questions and answers to follow. You should carry out an examination of your organisation’s strategic direction, evaluate practices/plans within your remit and identify an evidence-based improvements which will positively impact alignment, effectiveness, impact. The presentation will also showcase your personal leadership of this strategic initiative, detailing your actions in identifying the improvement, collaboration with others, decision making and influencing.

Your analysis should apply appropriate strategic-leadership frameworks, identify strengths and weaknesses in current practice and show clear links between theory and organisational reality. This presentation will demonstrate

Supporting Work-based Evidence (appendix)
To illustrate how you embed these concepts in practice, your presentation must be accompanied by naturally occurring work-product evidence. Acceptable evidence may include, but is not limited to:
* extracts from strategic or business-unit plans,
* policy documents,
* budget or resource-allocation papers,
* minutes of steering-group meetings,
* risk registers,
* or stakeholder-communication plans that you have authored or shaped.
The purpose is to demonstrate authentic application; materials should be drawn from your normal responsibilities rather than created solely for assessment. The supporting evidence will not be graded.

This presentation/evidence addresses Learning Outcomes 1,2,3

Personal Development Plan
Your PDP will identify areas of strategic leadership competencies which you have reviewed and/or addressed through this module, it will also identify any further competencies required as part of your long-term development. Supporting work-based evidence is not required for this element.

This PDP addresses Learning outcome 4

This Strategic Healthcare Leadership module enables you to investigate how senior leaders shape organisational direction, translate strategy into operational reality and allocate resources to secure sustainable advantage. The module draws on established and contemporary leadership theories and requires you to examine your own organisation’s strategic decisions, evaluate the effectiveness of current practices and propose evidence-based improvements. Classroom analysis is balanced with workplace application so that you not only understand the concepts but also test them in live settings and reflect on the impact achieved.

Key Themes include:

* Concepts and processes of organisational strategy within healthcare
* Alternative strategy-development and implementation models
* ‘Soft’ leadership skills and reflective learning
* Strategic leadership in healthcare settings
* Contemporary issues influencing organisational behaviour, including ethics and culture

Learning within this module maps to the following Sustainable Development Goals:
* 8 Decent Work and Economic Growth
* 9 Industry, Innovation and Infrastructure
* 12 Responsible Consumption and Production
* 16 Peace, Justice and Strong Institutions

Learning within this module maps to the following principles of Equality, Diversity & Inclusion:
* Fair and ethical leadership
* Embedding EDI considerations in strategic policy and resource allocation
* Creating flexible structures that recognise diverse needs

This module enables senior professionals to examine in depth how strategic healthcare leadership shapes organisational direction and practice within the sector. Working with live examples from their own organisations, learners analyse critical incidents that have required high-level leadership, evaluate why certain approaches succeeded or failed and recommend improvements that would strengthen strategic alignment. Teaching covers five interconnected themes:

* the concepts and processes that underpin organisational strategy within a healthcare context;
* contrasting models for developing and implementing strategy;
* strategic leadership competencies— including decision making, systems thinking, structured reflection—that translate strategy into operational reality;
* strategic leadership viewed through a healthcare lens
* contemporary influences on organisations, with particular attention to ethics and culture.

Delivery follows the blended pattern adopted across the Executive MBA:

* Face-to-face sessions – group work, formal teaching, case-study analysis and guest speakers; participants share workplace experience to enrich peer learning.
* Online live webinars – tutorials featuring discussion, flipped-classroom tasks, further case work and student presentations.
* Guided independent study – additional online content (videos, presentations), independent reading, formative tasks, assessment preparation and evidence gathering.

Core reading

Clegg, S.R. (2023) Strategy Theory and Practice. 4th edn. London. SAGE.

Coghlan, D. (2016) Organisational change and strategy: an inter-level dynamics approach. 2nd edn. London: Routledge.

Gopee, N. (2017) Leadership and Management in Healthcare: 2nd edn. London. SAGE.

Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnér, P. (2024) Exploring strategy: text and cases. 13th edn. Harlow: Pearson.

Lynch, R. (2024) Strategic management. 10th edn. Harlow: Pearson.

Northouse, P.G. (2025) Leadership: theory and practice. 10th edn. London: SAGE.

Journals: Journal of Management Studies, Journal of Business Research, Strategic Organisation, Strategic Management Journal, Global Strategy Journal, Journal of Global Strategic Management
Harvard Business Review: www.hbr.org
McKinsey: https://www.mckinsey.com/
Deloitte: https://www2.deloitte.com