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Unit information: Leadership in 2020/21

Unit name Leadership
Unit code EFIMM0012
Credit points 15
Level of study M/7
Teaching block(s) Teaching Block 2 (weeks 13 - 24)
Unit director Dr. Vachhani
Open unit status Not open
Pre-requisites

None

Co-requisites

None

School/department School of Management
Faculty Faculty of Social Sciences and Law

Description

The aim of this unit is to provide students with an understanding of the theories, frameworks and key debates concerning leadership in organisations. The unit will comprise a mix of theory, critique of mainstream approaches to leadership, reflection and practical discussion based on case studies. It will draw on a range of literatures, including management and organisational theory, critical management studies, sociology and philosophy amongst others.

Students will analyse key developments in leadership theory over the past fifty years, including the emergence of notions such as transformational, authentic, distributed and shared leadership, and issues around gender, diversity and ethics. Leadership practices will be critically evaluated from a theoretical stance and will give students another perspective from which to understand the leadership role. Specific leadership challenges will be identified and used as a practical basis for reflective learning and small group work.

The overall aim of the unit is to develop a critical understanding of a variety of leadership theories and the context of the leadership role in contemporary organisations. The unit will also provide the opportunity for students to reflect on their own experiences and practice, and to develop some skills as reflective practitioners.

Intended learning outcomes

Critically analyse the key concepts and theories of leadership; Demonstrate an informed understanding of the leadership role and organisational context; Critically analyse the advantages and drawbacks of a variety of leadership perspectives and measures; Demonstrate an understanding of their own (potential) strengths and weaknesses as leaders, and the (potential) impact of these in a management role; Demonstrate an understanding of the ethical dilemmas faced by contemporary leaders; Understand the value of reflection and of reflective practice.

Teaching details

Teaching will be delivered through a combination of synchronous and asynchronous sessions including lectures, tutorials, drop-in sessions, discussion boards and other online learning opportunities.

Assessment Details

Summative : 2500 word individual assignment (100%) Formative: group presentation/discussion.

Reading and References

Caroll, B, Ford, J and Taylor, S (eds) (2015) Leadership: Contemporary Critical Perspectives. London: Sage.

Grint, K (1997) Leadership – Classical, Contemporary and Critical Approaches. Oxford: Oxford University Press.

Iszatt-White, M and Saunders, C (2014) Leadership. Oxford: Oxford University Press.

Northouse, P.G. (2012) Introduction to Leadership. Concepts and Practice. London: Sage

Rickards, T (2012) Dilemmas of Leadership – second edition. London: Routledge.

Western, S (2008) Leadership – A Critical Text. London: Sage.

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