Module Descriptors
CHANGE LEADERSHIP
ORGB70380
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:
Independent Study Hours:
Total Learning Hours: 150
Assessment
- ASSIGNMENT weighted at 100%
Module Details
ASSESSMENT DETAILS
3000 word assignment weighted at 100% and assesses all learning outcomes
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.
- 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.
LEARNING OUTCOMES
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
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
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;
RESOURCES
A range of resources, including, University library and IT facilities, the Internet, journals and databases
SPECIAL ADMISSIONS REQUIREMENTS
FOR INTERNATIONAL COLLABORATIVE PARTNERS ONLY
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.
- 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.