A 3,000 word research project.

The first section to be based on a problem, practice-based learning topic enabling students to analyse, reflect on and make recommendations about a leadership and strategic management problem of the student’s choosing. This section of the submission should be c.2,500 words.
The second section to be a reflection which links learning lessons from the module to the student’s efforts to critically develop and apply organisational agility competencies for leadership in a strategic management context. This part of the submission should be c.500 words.

Learning
• Conceptual thinking and evaluation of the subject area. Challenging assumptions.
• Characterising contemporary strategic challenges, assessment & evaluation.

Practice
• Identifying & developing individual strategic & organisation al agility competency in management & leadership roles.
• Evaluating the implications through analysis of problem/practice based evaluation of case examples. Introduction: Definitions and Core Beliefs in Theories and
Existing tools and approaches for analysing processes and practices
• Competitive positioning analysis, Porter’s Generic Strategies (Business Level Strategy) and Strategic Groups analysis.
• Industry analysis (Porter’s 5 Forces), Competition vs Cooperation, Blue Ocean Strategies, etc.
• Corporate Level Strategy and International strategies etc.

Practices
• Leadership’s role in strategic management.
• Core beliefs embedded in theoretical and practice-oriented approaches.

Looking ahead and evaluating emerging trends
• Case studies on emerging Social / Cultural, Technological, Economic, Political, etc. Factors.

1. Demonstrate a conceptual understanding and critical awareness of core beliefs embedded in theories and practices concerned with the role of leadership in strategic management in different types of organisations.
Knowledge & Understanding

2. Critically analyse the nature and scope of challenges leaders may face when managing strategic processes and practices across different geographical boundaries from consideration of relevant problem practice based case examples.
Analysis

3. Critically evaluate implications of emerging factors impacting adoption of strategic growth options to enable organisations to anticipate the future.
Enquiry

4. Reflect on and demonstrate development of associated underpinning strategic agility and customer focus competencies supporting potential for leadership in a strategic management context.
Reflection

A combination of lecture & tutorial F2F sessions. Example case and interactive discussion based on student contemporary experience.


The learning strategy for the module requires students to commit a total of 150 learning hours (including assessment). There will be 36 hours of class support (12 seminar hours and 24 tutorial hours) and 114 hours of independent and self- directed study. Learning support material will be provided for independent /self-directed learning. There will be participation in peer group discussion activities and directed reading of relevant texts and case studies where students will undertake their own (contemporary) research of relevant & related module topics.

This module can also be undertaken as part of the Blended Learning (BL) delivery pattern. BL is defined as the thoughtful integration of each of the following in order to maximise student flexibility:
- Independent study (student reading/research and assessment preparation);
- Guided independent study (homework, group tasks and e-support in Blackboard);
- Online scheduled contact time (at least 10% of total contact time is online lessons where the tutor is ‘present’) and
- Classroom contact time.
Learning activities may include (this list is not exclusive):
- Presentation activities;
- Structured discussion activities;
- Group work activities;
- Reflection activities;
- Formative and summative assessment activities;
- Problem-based learning activities.

• VLE learning support material to be provided for independent / self-directed learning,
• Access to Library facilities and to a variety of digital resources supporting different learning styles,
• Module handbooks,
• Selected contemporary case studies,
• Directed texts,
• Problem/practice based case examples.

FOR INTERNATIONAL COLLABORATIVE PARTNERS ONLY

Carnall, C. and Roebuck, C. (2015) Strategic Leadership Development, Building World Class Performance. Palgrave Macmillan.
Hiltunen, E. (2013) Foresight and Innovation: How companies are coping with the future. Palgrave MacMillan.
MacIntosh, R. and MacLean, D. (2014) Strategic Management: Strategists at Work. Palgrave Macmillan.
Sminia, H. (2014). The Strategic Manager. Routledge.