A written work based assignment of 2500 words addressing all learning outcomes, weighted at 100%.

Adair J. (2006). Handbook of Management and Leadership. Thorogood publishers UK.
Blanchard K. (2004). Little book of coaching. Harper Collins. London.
Armstrong M. (2006). Handbook of Human Resource Management Practice (10th Ed.) Kogan Page, London.
Blanchard K. (2004). The one-minute manager. Harper Collins. London.
Blanchard K. (2004). One minute manager builds high performing teams. Harper Collins. London
Buckingham M, Coffman C. (2005). First break all the rules. Simon & Schuster UK Ltd.
Covey, S.R. (2004). The seven habits of highly effective people. Simon & Schuster UK Ltd
Department for International Development (DFID) (2003), Tools for Development - A handbook for those engaged in development activity, published by the government Department for International Development, UK
Goleman D. (1995). Emotional Intelligence, why it can matter more than IQ. Bantam. New York.
Jeffers S. (2007). Feel the Fear and do it anyway. Vermillion. UK.
Senn, Larry E (2004). The Secret of a winning culture (2nd edition). Leadership Press, USA.
Whitmore J. (1996) Coaching for higher performance (2nd edition). Nicholas Brearley Publications. UK.

Staffordshire University electronic resources and off-campus library facilities.

The learning strategy for this module will require the student to commit to 150 hours of learning (including assessment and 35 hours of workshops). The main emphasis is on the application of the learning in the workplace and the return on investment to the organisation resulting from the learning, supported by academic study including formal articles, case study analysis, activity based learning and reflection on student experiences in the workplace. Teaching takes place in two blocks of 2 days and 3 days respectively, with an introductory block of 1¿ days, spaced over a period of 6 months. There are also short blocks for reinforcement and reflection, and there are regular 'Optimisers' Workshops' (twice annually) where participants have the opportunity to maintain the reflection and feedback cycle into the organisation.

Indicative content is expected to be diverse in nature, reflecting the issues that are current and/or of direct concern to the students at the time. For the core content of this module typical areas might be selected from the aspects listed below but other aspects may be added/subtracted as considered appropriate:

- The Human Operating System: energy, moods, role of thought, blindspots and selective perception
- Business purpose: culture and culture-shaping models
- Reflection and personal insights
- Mindsets, behaviours and outputs: the results cone
- Behavioural styles
- Creative thinking
- Teamwork
- Coaching and models for coaching
- Feedback
- Planning time and energy and how it fits into culture
- Comfort Zones
- Team assessment
- Motivation and delegation
- Team Meetings