This module requires students to consider the role and value of strategic leadership within the healthcare sector. Students will be required to consider critical incidents in the operationalising of the organisation where high level leadership is required.

To achieve this will require in depth understanding and appreciation of;

- the concept of organisational strategy
- alternative processes of strategy development and implementation
- `soft' leadership skills
- strategic leadership in a global context
- key contemporary issues and influences on leadership in a chosen organisational behaviour
- reflective learning as a mechanism for informing future behaviour


It is also designed to cover the following sections of the Apprenticeship Standard for Senior Leader Apprenticeship:

Duties:
Duty 1: Set the overall strategic direction of their area of responsibility in partnership with the Board (or equivalent), encouraging employees to buy into the organisations vision
Duty 2: Lead on the development and critical review of operational policies and practices within their area of responsibility, to ensure they are aligned to the needs of the organisation and remain fit for purpose and sustainable
Duty 3: Lead and influence agreed projects to deliver organisational strategy such as change and agile transformation programmes, diversification, new product implementation, and customer experience improvement.
Duty 4: Make decisions about organisational resource requirements (budgets, people, technology) based on strategic insight and reliable evidence.

Mapped to KSBs:
K1: How to shape organisational mission, culture and values.
K2: Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K3: New market strategies, changing customer demands and trend analysis.
K5: Systems thinking, knowledge/data management, research methodologies and programme management.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change.
K8: Financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non- financial information.
K9: Financial governance and legal requirements, and procurement strategies.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
K14: Working with board and other company leadership structures.
K15: Brand and reputation management.
K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.
K19: Approaches to developing a Corporate Social Responsibility programme.
S1: Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes.
S2: Set strategic direction and gain support for it from key stakeholders.
S3: Undertake research, and critically analyse and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establishing the value of ideas and change initiatives and driving continuous improvement
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
S12: Oversee procurement, supply chain management and contracts.
B2: Take personal accountability aligned to clear values.
B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.

Your work-based assignment should focus on an analysis of your organisation’s strategic direction and a critical analysis of the operational policies and practices within the areas of your responsibility. You should make clear recommendations as to how these can be improved in order to improve the strategic alignment of your function. (Learning outcomes 1 and 2)

Your presentation and portfolio with supporting evidence should demonstrate your involvement in leading and influencing a strategic activity within your organisation as well as to highlight your involvement in decision-making about organisational resources. (Learning outcomes 3 and 4)

Scheduled learning and teaching activities: 104 hours
To consist of:
Face-to-face which will include groupwork, formal teaching, case study analysis, guest speakers and students will be encouraged to share their workplace experiences with others
Online live webinars to take the form of tutorials involving opportunities for group discussion and presentation, flipped-classroom opportunities, further groupwork and case study analysis

Guided independent study: 296 hours
To consist of:
Accessing additional online content such as videos and presentations
Independent reading to consolidate knowledge gained in the formal teaching
Undertaking formative tasks set by the tutor to consolidate learning
Assessment preparation and writing and gathering evidence
Portfolio building

Module Learning Outcome
1. Establish a systematic understanding of the role strategic leadership on delivering organisational change in the healthcare sector

University Learning Outcome
Knowledge and Understanding Learning

Module Learning Outcome
2. Demonstrate the ability to relate the theory of strategic leadership to organisational behaviour within the healthcare sector

University Learning Outcome
Enquiry Communication

Module Learning Outcome
3. Critically evaluate the outcomes of strategic leadership interventions within the healthcare sector

University Learning Outcome
Analysis Problem Solving Application

Module Learning Outcome
4. Critically evaluate the influence and impact of leadership on organisational behaviour at operational and strategic levels within the healthcare sector.

University Learning Outcome
Reflection Application

Journals: International Journal of Healthcare Management, International Journal of Health Care Quality Assurance, Journal of Healthcare Management, Journal of Management Studies, Journal of Business Research, Strategic Organisation, Strategic Management Journal
Harvard Business Review: www.hbr.org
McKinsey: https://www.mckinsey.com/
Deloitte: https://www2.deloitte.com

Clegg, S. R., Carter, Schweitzer, J., Whittle, A, & Pitelis, C (2019). Strategy: Theory and Practice, 3rd edition, Sage
Coghlan, D (2016) Organisational change and strategy: an interlevel dynamics approach, 2nd edition, Routledge (E-Book)
Jackson, B. and Parry, K. (2018). A very short, fairly interesting and reasonably cheap book about studying leadership, 3rd edition, London:SAGE
Lynch, R (2018), Strategic Management, Pearson Education (eBook)
Northouse, P (2019), Leadership: Theory and Practice, 8TH Edition, Sage
Hartley J, Benington, J (2018), Leadership for Healthcare (E-Book)
Jones, L, Bennett, C (2012) Leadership in health and social care: an introduction for emerging leaders, Lantern (E-book)
Manion, J (2011), From management to leadership: strategies for transforming healthcare, 3rd edition, Jossey-Bass

The module is only open to those enrolled on the Senior Leader Apprenticeship programme.

This module requires students to consider the role and value of strategic leadership within the healthcare sector. Students will be required to consider critical incidents in the operationalising of the organisation where high level leadership is required.