Module Descriptors
CHANGE LEADERSHIP
HRMG70073
Key Facts
School of Justice, Security and Sustainability
Level 7
15 credits
Contact
Leader: Rune By
Email: R.T.By@staffs.ac.uk
Hours of Study
Scheduled Learning and Teaching Activities: 36
Independent Study Hours: 114
Total Learning Hours: 150
Assessment
- Assignment - 3000 words weighted at 100%
Module Details
Indicative Content
This module focuses on change leadership and followership. It challenges the established position of
change management as it does not present/perceive organisational change and leadership as being
two separate issues/themes but one - one which is at the core of all organisations in all sectors. The
module will include:
traditional and current leadership theories and concepts (e.g. ethical leadership); leadership styles and appropriateness of application;
contemporary leadership issues and concepts;
barriers to organisational change;
resistance to change/change readiness;
the psychology of change (people focus);
change, power and politics;
organisational culture and its effect on change.
change management as it does not present/perceive organisational change and leadership as being
two separate issues/themes but one - one which is at the core of all organisations in all sectors. The
module will include:
traditional and current leadership theories and concepts (e.g. ethical leadership); leadership styles and appropriateness of application;
contemporary leadership issues and concepts;
barriers to organisational change;
resistance to change/change readiness;
the psychology of change (people focus);
change, power and politics;
organisational culture and its effect on change.
Assessment Details
An assignment - length 3000 words and assesses all learning outcomes.
Learning Strategies
To include: The module team's focus is on facilitating the highest possible learning experience partly
through clear and challenging expectations; weekly readings and presentations (linked to tutorials);
continuous feedback; student-led and focused lectures; guest speakers; focus on how/why/implications.
through clear and challenging expectations; weekly readings and presentations (linked to tutorials);
continuous feedback; student-led and focused lectures; guest speakers; focus on how/why/implications.
Reference Texts
Billsberry, J. (Ed.) (2008). Discovering leadership. Houndmills, Basingstoke: Palgrave Macmillan/OU
Business School.
Grey, C. (2009). A very short, fairly interesting and reasonably cheap book about studying
organizations. London: SAGE.
Jackson, B. and Parry, K. (2011). A very short, fairly interesting and reasonably cheap book about
studying leadership. London: SAGE.
Price, D. (Ed.) (2009). The principles and practice of change. Houndmills, Basingstoke: Palgrave. Macmillan/OU Business School.
A current list of additional core texts and journal articles is provided in the Module Handbook.
Business School.
Grey, C. (2009). A very short, fairly interesting and reasonably cheap book about studying
organizations. London: SAGE.
Jackson, B. and Parry, K. (2011). A very short, fairly interesting and reasonably cheap book about
studying leadership. London: SAGE.
Price, D. (Ed.) (2009). The principles and practice of change. Houndmills, Basingstoke: Palgrave. Macmillan/OU Business School.
A current list of additional core texts and journal articles is provided in the Module Handbook.
Accessing Resources
A range of resources, including, University library and IT facilities, the Internet, journals and databases.
Learning Outcomes
CRITICALLY EVALUATE A RANGE OF LEADERSHIP THEORIES, MODELS AND
CONCEPTS IN RELATION TO ORGANISATIONAL CHANGE:
Analysis
Enquiry
Knowledge & understanding.
CRITICALLY ASSESS THE IMPACT OF CHANGE ON PEOPLE IN ORGANISATIONS:
Analysis
Application
Problem Solving
LEAD INFORMED DISCUSSIONS IN ACADEMIC DEBATE ON THE LEADERSHIP OF
ORGANISATIONAL CHANGE:
Communication
Learning
CONCEPTS IN RELATION TO ORGANISATIONAL CHANGE:
Analysis
Enquiry
Knowledge & understanding.
CRITICALLY ASSESS THE IMPACT OF CHANGE ON PEOPLE IN ORGANISATIONS:
Analysis
Application
Problem Solving
LEAD INFORMED DISCUSSIONS IN ACADEMIC DEBATE ON THE LEADERSHIP OF
ORGANISATIONAL CHANGE:
Communication
Learning