Module Details
| Module Code: |
MGMT9065 |
| Title: |
Strategic Leadership
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Long Title:
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Strategic Leadership
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| NFQ Level: |
Expert |
| Valid From: |
Semester 1 - 2021/22 ( September 2021 ) |
| Field of Study: |
3450 - Business & Management
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| Module Description: |
This module aims to equip learners with the concepts, processes and skills required for ethical leadership in the contemporary funds industry. Participants will apply strategic leadership techniques to real-world scenarios and decide best options for sustainable, ethical, human and business performance.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Integrate and apply effectively theories and concepts from strategic management and related disciplines to solve business problems in complex and diverse situations. |
| LO2 |
Critically evaluate the challenges of developing teams that are capable of effective strategic decision-making. |
| LO3 |
Critically assess the role of leadership as a key determinant in team and organisational performance (e.g. leadership styles, coaching, mentoring, motivation). |
| LO4 |
Evaluate the opportunities and challenges of leading an ethical and CSR-aware business culture. |
| 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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Strategic planning
Apply Rational Planning model to organisations; PESTEL, Porters Five Forces, Value Chain, BCG Matrix, SWOT; Generate and Evaluate Strategic Business Options.
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Leadership theory
Theories of leadership, behavioural, situational, contingency leadership. Evolving theories: transformational, authentic, servant leadership. Future leadership: follower based leadership, evolutionary approach to leadership.
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Leadership skills
Communication, building a team, coaching, mentoring, conflict resolution.
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Decision-making
Discuss how the deficiencies in human and group decision making, identified by Kanheman and others, can impact strategic planning within organisations; Discuss how organisations can overcome these decision-making deficiencies.
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Ethics and CSR - Ethics
Non-Cognovitism, Absolutism, Deontological, Teleological, Pluralism; Kohlberg - Pre-Conventional, Conventional, Post-Conventional; Ethical Conflict Resolution - American Accounting Assoc Model, Tucker’s 5 questions.
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Ethical Stance, Public Interest; CSR
Gray, Owens, Adams.
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Organisational change management
Apply change management models such as Lewin, Kotter, Schlesenger and Balogun and Hope Hailey to assess the change management context of an organisation. Discuss how to overcome barriers to change and identify initiatives to overcome these barriers.
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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.
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The University reserves the right to alter the nature and timings of assessment
Module Workload
| Workload: Full Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
No Description |
Every Week |
2.00 |
2 |
| Independent Learning |
Non Contact |
No Description |
Every Week |
5.00 |
5 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
2.00 |
| Workload: Part Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
No Description |
Every Week |
2.00 |
2 |
| Independent Learning |
Non Contact |
No Description |
Every Week |
5.00 |
5 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
2.00 |
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Module Resources
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| Recommended Book Resources |
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Kahneman, D.. (2011), Thinking, fast and slow., Farrar, Straus and Giroux, NY, USA.
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Northouse, P.G.. (2021), Theory and practice, Sage Publications, UK.
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Scholes, K., G. Johnson and R. Whittington.. (2002), Exploring corporate strategy., Financial Times.
| | Supplementary Article/Paper Resources |
|---|
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Hunt, T. and L. Fedynich.. Past, present, and future: An evolution
of an idea, Journal of Arts and Humanities, 8(2), 2019, 22-26,
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Jaleha, A.A. and V.N. Machuki.. Strategic leadership and organizational
performance: A critical review of
literature, European Scientific Journal, 14(35), 2018, 124-149.
| | Other Resources |
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Online Journal, Harvard Business Review,
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Search Engine, Google Scholar search engine,
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