3000 word assignment weighted at 100% and assesses all learning outcomes

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.

Module learning hours are broken down into 24hrs of ‘scheduled learning and teaching activities’ comprising predominantly lectures/seminars/tutorials, which take place during study days arranged at the start and periodically through the module, but may include some on-line activities. This is supported by 72hrs of ‘guided independent study’, comprising pre-reading ahead of study days, formative tasks submitted on-line, for review and feedback from the tutor and the student cohort, supplemented by additional directed reading, self-help tests and completion of assessment tasks/revision.

For the remainder of the learning hours students are expected to regularly engage with the learning material on Blackboard, by working through the material to reinforce the learning. Students will have additional support from the Module Tutor via email and/or phone.

The module team's focus is on facilitating the highest possible learning experience partly through clear and challenging expectations, weekly readings, continuous feedback, student-led and focused lectures, guest speakers, focus on how/why/implications.

A range of resources, including, University library and IT facilities, the Internet, journals and databases

- 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.

1. CRITICALLY EVALUATE A RANGE OF LEADERSHIP THEORIES, MODELS AND CONCEPTS IN RELATION TO ORGANISATIONAL CHANGE. (Analysis, Enquiry, Knowledge & Understanding)
2. CRITICALLY ASSESS THE IMPACT OF CHANGE ON PEOPLE IN ORGANISATIONS. (Analysis, Application, Problem Solving)
3. LEAD INFORMED DISCUSSIONS IN ACADEMIC DEBATE ON THE LEADERSHIP OF ORGANISATIONAL CHANGE. (Communication, Learning)