Form NP4

MODULE DESCRIPTOR

Module code (available from Student MBE7002

Administration)
Module title Leadership and Professional Development
Module level 7
Credit value (10, 20, etc. as appropriate) 20 (ECTS: 10)
Maximum student number 90
Prerequisites (module code plus title (italics)) None
(if there are no prerequisites state ‘None’)
Semester(s) offered
(1, 2 or 1 & 2 (spanning one academic year) as
appropriate; indicate if ‘spanning’ more than one
Term 1
academic year)
Module Co-ordinator (Initial & surname) I. McGregor Brown
JACS code(s) (up to 3, inc % weighting of each)
(please refer to the HESA listing on the AQO intranet N190 (50%), N210 (30%), N612 (20%)
site)
Leeds Trinity University and approved franchise
Delivery venue(s)
locations
First delivery (this version) (academic year 2019-2020
only)
(a) MBA Executive, Senior Leader MDA
All programmes on which this module is
approved for delivery
(b) MBA
(c) MA International Business
School to which the module belongs SCBL
Parent Academic Group or Cluster Business

Learning outcomes
Number On successful completion of the module, students will be able to:
Critically review a range of leadership models, theories and concepts and evaluate
1
their effectiveness.
Demonstrate awareness of their leadership development needs and formulate a
2
plan to address these.
3 Analyse drivers of change that impact on individuals and their organisation.
Examine and discuss the impetus for new ways of working across infrastructure,
4
processes, people and culture and sustainability in own organisation.

Subject content
This module introduces students to a consideration of learning theory to inform personal self-directed
development, including the ability to critically reflect on personal experiences and articulate the learning
from these experiences. The main practical focus is on individual reflection of personal leadership
potential, drawing on a range of exercises to evaluate students’ own styles and approaches, leadership
journey and development needs.

Based on a professional development model, students will develop their own leadership style and be able
to justify its theoretical base, as well as show how their ongoing professional development can

WBL Approval Panel 13.06.19 MBA (Exec)

Added to MBA and MA International Business – AG Chair Approval 9.9.19
 continually enhance their skills. Students will then be expected to showcase their expertise in online
networks, whereby they contribute to debates and discussions and develop their online persona which
has integrity with their professional life.

The theoretical part of the module will focus on the critical overview of traditional approaches to
leadership, such as trait, situational and process theories, as well as wide-ranging consideration of new
approaches, which conceptualise leadership as separate from authority and management, such as
Connective Leadership, Shared/Distributed Leadership, Servant Leadership, VUCA and Narrative
Leadership. Building on the range of nationalities present in the cohort, there will be frequent
opportunities to explore cultural differences in leadership approach. A critical analysis of ethical and
values based leadership and principles of corporate social responsibility which underpins organisational
strategy will be expected.

Learning and teaching methods

A summary statement of learning and teaching methods used and the time allocated to each.

The sessions will be organised in 3 8-hour teaching blocks. Lectures will deliver core
theoretical frameworks, followed by workshops and personal exercises for reflection and
development. Tutorials will be designed to support learners to be self-directed in additional
research and with particular emphasis on research within their own employing organisation.
Learning and teaching method Total student hours Intended group size
eg. lecture, seminar, tutorial, workshop ie. the number of hours Required for timetabling
Each must be easily classifiable into one of the three categories of Scheduled expected to be planning purposes
learning and teaching activities, Guided independent study and Placement / undertaken by each
study abroad. individual student, eg.
actual placement hours

Lectures / seminars 24 Cohort

Cohort or variable-
Workshops / tutorials (SLMDA only) 16
size groups
Guided independent study 160 1
Total hours (10 per credit point) 200

Learning resources
An indicative list of essential learning resources, including journals and websites, with core texts identified as such.

Core texts
Kouzes, J. M. and Posner, B. Z. (2016) Learning leadership, the five fundamentals of becoming an
exemplary leader, San Francisco: Wiley (e-book).
Mead, G (2014) Telling the Story, the heart and soul of leadership. San Francisco: Jossey Bass
Pardey, D. (2016). Introducing leadership [E-Book], London: Routledge

Recommended texts
Collins, J (2001) Good to great. London: Random House Business.
Helyer, R. (2015) The work-based student learning handbook, 2nd Ed. London: Palgrave.
Iszatt-White, M. and Saunders, C. (2017) Leadership 2nd Ed. Oxford: Oxford University Press.
Kempster, S. et al. (2017) Field guide to leadership development, Cheltenham: Edward Elgar Publishing.
Kouzes, J. & Posner, B. (2012) The leadership challenge, 5th Ed. London: Jossey-Bass.
Oshry, B. (2007). Seeing systems, unlocking the mysteries of organizational life [E-Book], San
Francisco: Berret-Koehler.
Standing, G. (2017), The corruption of capitalism: why rentiers thrive and work does not pay, London:
Biteback.

Journals
Ayman, R. & Korabik, K. (2010) Leadership: Why gender and culture matter, American Psychologist,

WBL Approval Panel 13.06.19 MBA (Exec)

Added to MBA and MA International Business – AG Chair Approval 9.9.19
 Vol 65 (3), Apr 2010, pp. 157-170
Bass, B. (1990) From Transactional to Transformational Leadership: Learning to Share the
Vision, Organizational Dynamics; Winter 90, Vol. 18 Issue 3, p19-31
Bawany, S (2016) Leading in a VUCA Business Environment, Leadership Excellence Essentials: Vol.
33 Issue 7, p39-40
Billington, M & Ellersgaard, B (2017) Unleashing Disruptive Leadership – Teaching Carpe Diem!,
Business Education Innovation Journal: Vol. 9 Issue 1, p133-138
DeRue, D.S. & Ashford, S.J. (2010) Who will Lead and Who will Follow? A Social Process of
Leadership Identity Construction in Organizations, Academy of Management Review 35 (4): 627-647
Horney, N.; Pasmore, B & O’Shea, T. (2010) Leadership Agility: A Business Imperative for a VUCA
World, People & Strategy: Vol. 33 Issue 4, p32-38
Sinclair, A. (2009) Seducing Leadership: Stories of Leadership Development, Gender, Work &
Organisation Vol 16, No. 2, pp. 266-283

Websites
BusinessBalls, https://www.businessballs.com/
Centre for Narrative Leadership, http://www.narrativeleadership.org/
Harvard Business Review, https://hbr.org/

Assessment
Any choices of assessment components available to students must be clearly indicated, with the alternatives detailed in separate rows.
Component form Magnitude Weighting Timing Learning
(eg. Essay or Online test) (eg. 2,000 words and/or (Which semester and Outcomes
Each must be entered in a separate row and be or 2 hours) approximate timing
Pass/Fail assessed
easily classifiable into one of the three within it, eg. mid- /
(eg. 1, 2)
categories of Written exams, Coursework and end)
Practical exams.
A portfolio and / or work Equivalent to 100% End of Term 1 1, 2, 3, 4,
artefact(s) and critical 4,000 words
reflective commentary (including
2,000-word
critical
commentary)

FOR YEAR-LONG MODULES – please indicate in the following boxes, the assessment(s), if the module is only
studied for one semester.

N/A
Do all individual components need to be passed to pass the module overall? NA
The regulations for marginal fail will apply unless this module is exempt for any module
reason, e.g. placement module, PSRB accreditation reasons exempt -No
Please detail any exemptions here:

Further details relating to assessment

(eg. the make-up of any portfolio, non-standard marking criteria, ‘qualifying marks’ and marking schemes, how ethical approval is obtained for
any research element of the module and how any research proposal or feasibility study contributes to the assessment and grading of the module)

As a core module for SLMDA, MBA and MA International Business programmes this module is
designed for those either working for a sponsoring employer or for self-employed learners able to put
learning into practice or for students looking for management careers. As such, the assessments will need
to demonstrate understanding and application of theories and self-reflective analyses to current and/or
future working practice.
MBA / MA International Business important notes:
The assessment will aim to reflect on a leadership role and a Portfolio may involve the following

WBL Approval Panel 13.06.19 MBA (Exec)

Added to MBA and MA International Business – AG Chair Approval 9.9.19
 elements:
1. Theoretical justification of personal leadership approach with awareness of situation and context
(for example, sensitive to various corporate or international contexts) and addressing
ethical/CSR considerations.
2. Leadership Development Review – a self-critical appraisal of areas for development
3. Online Professional Profile - a live and networked virtual profile that showcases the student’s
approach to leadership. This would typically be in the form of a Linkedin profile but could be a
webpage.

SLMDA programme important notes:

1. The assessment method will be negotiated between the learner and the tutor to align with a
Learning Agreement with the employer and meet the learning outcomes for the module. The
outputs from this module may be similar to those referred to above and will provide direction to
the remainder of the programme, with an emphasis on leadership.
2. End-point Assessment (EPA) for the Apprenticeship will require learners to demonstrate that
they have the necessary Knowledge, Skills and Behaviours described in the Apprenticeship
Standard. Learners will develop a holistic approach to meeting Senior Leader Apprenticeship
Standards through mapping evidence produced for the porfolio for each module and selecting
the best evidence to showcase in their final EPA portfolio.

Other relevant matters

eg. details of where the module will be available to students on other programmes not detailed in the Learning Outcomes section above

Is this module available to visiting/Erasmus students as a semester long

No
module?
Is this module available to visiting/Erasmus students as a year long module? No

WBL Approval Panel 13.06.19 MBA (Exec)

Added to MBA and MA International Business – AG Chair Approval 9.9.19