Module Details
| Module Code: |
MGMT8054 |
| Title: |
Leadership Development
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Long Title:
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Leadership Development
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| NFQ Level: |
Advanced |
| Valid From: |
Semester 1 - 2019/20 ( September 2019 ) |
| Field of Study: |
3450 - Business & Management
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| Module Description: |
This module aims to develop the management and leadership capability of learners by increasing their awareness of importance of managing in compliance with Employment law. The value of individual and group reflection. It will contribute towards a greater understanding by the value of coaching and mentoring others.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Engage in reflective writing as a leadership development process. |
| LO2 |
Critically assess a range of models and frameworks for coaching and mentoring. |
| LO3 |
Critically evaluate the core principles that underpin best practice in matters of employment law |
| LO4 |
Explore the critical contribution of the team leader as a route to competitive excellence within a high-performance working environment. |
| LO5 |
Act ethically and professionally with regard to equality of opportunity and diversity in coaching and mentoring practice. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
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| No incompatible modules listed |
Co-requisite Modules
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| No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
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| No requirements listed |
| Indicative Content |
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Emotional Intelligence
The role of emotional intelligence and the leadership role, how emotional intelligence (EQ) effects behaviour, the relevance of emotional intelligence in the workplace.
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Developing High-Performing Teams
Manager or team leader as key determinant in team performance and culture, team development strategies, team dynamics, team development models, managing dysfunctional teams, managing norms and culture.
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Coaching and Mentoring
Mentoring vs coaching, coaching vs directing, coaching models, coaching for performance improvement, instilling behaviours, role-play and secnario based interaction, dealing with conflict, negotiation.
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Employment Legislation
Managing in compliance with Employment law. Employment and Equality legislation, resolving grievances, stages in the employment process, protective leave, corrective action, industrial relations frameworks.
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Self awareness and Reflection
Taking time to reflect on your behaviour and interactions in the workplace. Developing a growth mindset. Developing value laden social networks.
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Module Content & Assessment
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| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
Assessments
| No End of Module Formal Examination |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
|
The University reserves the right to alter the nature and timings of assessment
Module Workload
| This module has no Full Time workload. |
| Workload: Part Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Lecture and facilitated workshops |
Every Second Week |
1.25 |
2.5 |
| Independent & Directed Learning (Non-contact) |
Non Contact |
Independent, direct and self-directed study |
Every Week |
5.75 |
5.75 |
| Total Hours |
8.25 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
1.25 |
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Module Resources
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| Recommended Book Resources |
|---|
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Covey, R.. (2012), The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change, 8th. Simon and Schuster, USA, [ISBN: 9781455892822].
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Carnegie, D.. (2009), How To Win Friends and Influence People, 11th. Simon and Schuster, USA, [ISBN: 9781439167342].
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John Whitmore. (2017), Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership, 5th. Nicolas Brealey Publishing, London, [ISBN: 1475658128].
| | Supplementary Book Resources |
|---|
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Hayes, J.. (2014), The Theory and Practice of Change Management, 4th. Palgrave, United Kingdom, [ISBN: 9781137275349].
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Kouzes, J., Posner, B.,. (2010), The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts You Need to Know, 1st. Wiley, New York, [ISBN: 9780470633540].
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Whetten, D., Cameron, K.,. (2016), Developing Management Skills, 9th. Pearson, New Jersey, [ISBN: 9780133127478].
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Goffee, R., Jones, G.. (2013), Why Should Anyone Be Led by You?: What It Takes To Be An Authentic Leader, 1st. Harvard Business Press, Boston, [ISBN: 9781422163580].
| | This module does not have any article/paper resources |
|---|
| Other Resources |
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Website, Irish Management Institute. IMI Website, Dublin, Ireland, Irish Management Institute,
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Website, Harvard Business Review. Harvard Business Review, USA, Harvard Business Review,
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