HR4S53 - Strategic Leadership 01 Sep 2022 - 31 Aug 2028 | Version 3

Associated Module Information

Module Code: HR4S53
Module Title: Strategic Leadership
Faculty: Faculty of Business and Creative Industries
Faculty Group: Business Management
Faculty Sub Group: Business Management
Module Leader: Naveen Madhavan
Module Team: Adam Poole
First Intended Intake: SEP 2015 Final Year of Intake:
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100088 - leadership
HECOS Code Weighting: 100

Document Version Information

Version 3
Valid From 01 Sep 2022
Valid To 31 Aug 2028

Module Aims

To enable students to assess and benchmark performance within a particular organisational context, establish new matrices and to formulate recommendations for the strategic development and measurement of high performance and to evaluate the personal leadership/management skills required to sustain a high performance culture.

Students will typically:

Develop an appropriate theoretical conceptual framework to support their enquiry into performance benchmarking and strategic development;

Choose a rigorous and appropriate methodology and method to assess and benchmark current performance within a particular part of a familiar organisation (normally their own area of responsibility) in liaison with key stakeholders;

Appraise risks and rate challenges to current ways of working whilst valuing diversity;

Establish new performance metrics and strategies to support their achievement with a particular focus on culture;

Liaise with different stakeholders through effective engagement with different collaborative networks to add value and ensure sustainability of high levels of performance;

Critically evaluate the outcomes of the enquiry to establish the personal leadership and management skills and perspectives required by a future-ready leader / manager to develop and maintain a high performance culture, optimise performance and manage resources;

Use media to evidence the impact of the enquiry to satisfy and influence stakeholders and to enhance personal brand;

Adopt an analytical and critical approach to a range of academic models, concepts and theories and demonstrate an explicit linkage between the performance metrics and culture of high performance and academic literature;

and

Make assertions and develop arguments in rigorous, balanced and objective ways.

Content Summary

The module includes the following:
Strategic planning relating to mission, vision, creating strategies to sustain long-term future organisational success;
Developing and maintaining a culture of high levels of performance in relation to e effectiveness, efficiency, financial viability, sustainability, diversity and relevance;
Assessing and benchmarking performance using appropriate metrics in terms of managing risks/challenges and ensuring diversity and sustainability;
Managing complex networks, alliances and partnerships; participation in an effective leadership networks ;
The contribution of Human Resource Management etc.;
Leadership and Management Skills and Behaviours:
• Traits, styles (contingency, transactional, transformational, charismatic, authentic, servant etc.);
• Team leadership, distributed leadership etc.;
• Alternative leadership styles: leader as coach, mentor, facilitator;
Problem solving and decision making; motivating and influencing; emotional intelligence, personal branding;
Managing diversity, cross cultural issues, power, politics, ethics, gender etc.

Learning and Teaching Methods

Activity Type Hours
Lecture 6
Seminar 10
Project supervision 14
Independent Study 80
Directed Study 85
Formative Assessment - Scheduled 5
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 Measure performance and critically evaluate its strategic development and measurement within a particular organisational context
LO2 Critically evaluate organisational culture in relation to developing and sustaining high performance
LO3 Assess the personal leadership and management skills required to develop, maintain and assess a high performance culture whilst optimising resources.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Report 1 Benchmarking of current performance in students own area of responsibility and strategies to support and sustain high performance. 0 6000 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2 LO3
Report 1 ✔ ✔ ✔

Reading List

Bustin, G. Accountability: The Key to Driving a High-Performance Culture, McGraw Hill
De Lancer, J., Stokes Berry, F., Aristigueta, M. & Yang, K. International Handbook of Practice Based Performance Management, Sage.
De Waal, A. Strategic Performance Management, Red Globe Press,
Edmonds, S.C., The Culture Engine: A Framework for Driving Results, Inspiring Your Employees, and Transforming Your Workplace, Wiley
Greaves, J. Strategic Human Resource Development, Sage
Grint, Keith Leadership: Classical, Contemporary and Critical Approaches (Oxford Management Readers). Oxford: Oxford University Press.
Grint, Keith Leadership: Limits and Possibilities (Management, Work & Organisations, Palgrave Macmillan
Kakabadse, A. and Kakabadse, N. Essence of Leadership, London: Thomson.
Marr, b. Strategic Performance Management, Leveraging and Measuring Your Intangible Value
Northouse, P.G. (2012) Leadership: Theory & Practice, 6th Edition, Sage
Rao, T. Performance Management: Towards Organisational Excellent, Sage.
Schein, E., Organisational culture and leadership, Sage