FC1D005 - Leading Practice within services for children and young people 01 Sep 2022 - 21 Jun 2028 | Version 4

Associated Module Information

Module Code: FC1D005
Module Title: Leading Practice within services for children and young people
Faculty: Faculty of Life Sciences and Education
Faculty Group: Health and Social Care
Faculty Sub Group: Health and Social Care
Module Leader: Carrie Needs
Module Team: Rebecca James, Tracey Dobbs, Anna Andrews, Helen Middleton, Andrea Charles, Deborah Lewis, Rosalind Roberts, Jessica Aitken, Zoe Slattery
First Intended Intake: SEP 2016 Final Year of Intake:
Date Closed:
Credit Value: 40 Credit Level: 4
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100456 - childhood studies
HECOS Code Weighting: 100

Document Version Information

Version 4
Valid From 01 Sep 2022
Valid To 21 Jun 2028

Module Aims

• Provide students with the opportunity to demonstrate the knowledge and understanding of leadership and management within the context of real-life work situations.
• To consider the impact of decisions made by leaders and managers within the workplace.
• be able to work as effective and independent learners, and as critical and reflective thinkers to make informed judgements which includes using and interpreting data.
• Students to have an awareness of how to lead, manage and improve service offered at the workplace setting

Content Summary

Acquisition of competence is a requirement of employment/placement in Children and Young People’s settings and may be defined as the combination of knowledge, skills, attitudes and values that underpin effective practice.
Understand and extend the skills required for professional practice.
Undertaking this module will enable the student to develop effective skills for leadership and management and action planning, through the application of knowledge to practice.
Evidence of, and an awareness of the role and responsibilities of a leader and manger will be examined through the development of a task-based portfolio.

Learning and Teaching Methods

Activity Type Hours
Lecture 48
Seminar 12
Tutorial 12
Project supervision 12
Demonstration 10
Work based learning 30
Independent Study 120
Directed Study 120
Formative Assessment - Independent 18
Interdisciplinary work 18
Total Hours Selected 400

Learning Outcomes

# Learning Outcome
LO1 Demonstrate an understanding of a range of leadership and management concepts, theories and techniques
LO2 Describe different leadership and management styles and how these influence practice within services
LO3 Reflect on and make informed judgments on a range of sources, including interpreting data

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio 1 Production of a portfolio and successful work- based assessments 0 4000 100 No 40

Assessment Matrix

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

Reading List

Alberto, S. (2016) What is Leadership? Business Studies Quarterly, 8(1).
Bailey, C., Manlain, D. Kelliher, C. and Garvan, T. (2018) Strategic Human Resources Management. Oxford, Oxford University Press.
Brent, M. and Dent, F. (2017) The Leadership of Teams: How to develop and inspire high-performance teamwork. Oxford: Bloomsbury Business.
Brundrett, M. & Rhodes, C. (2014) Researching Educational Leadership and Management. London: Sage
Bush, T. (2020) Theories of Leadership and Management, Fifth Edition, London: Sage
Bush, T., Bell, L. & Middlewood, D. (2019) Principles of Educational Leadership and Management. London: Sage
Cimenski, J. (2018) The Importance of Determined Leaders in a Changing World. The Journal of Student Leadership, 2(1).
Cole, K. (2018) Leadership and Management. Theory and Practice. Seventh Edition. Boston, Cengage AU.
Cooper, C. M. (2015) Delegation: The Key to Leadership. California, CreateSpace Independent Publication Platform.
Ellis, P. (2018) Leadership, Management and Team Working in Nursing. Third Edition. London, Sage.
Ferdman, B. M., Prime, J. and Riggio, R. E. (2020) Inclusive Leadership: Transforming Diverse Lives, Workplaces, and Societies. Abingdon: Routledge.
Gill, R. (2011) Theory & Practice of Leadership. Second Edition. London: Sage
Harris, T. and Kirkman, B. (2017) 3D Team Leadership: A New Approach for Complex Teams. Stanford: Stanford U Hawkins, P. (2017) Leadership Team Coaching: Developing collective transformational leadership. London: CPI Group (UK) Ltd.
Herzberg, F. and Mausner, B. and Snyderman, B. (2017) The Motivation to Work. Oxford: Transaction Publishers.
Hu, J. and Liden, R. (2015) Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness, Academy of Management Journal. 58(4).
Hunt, T. and Fedynich, C. (2018) Leadership: Past, Present, and Future: An Evolution of an Idea. Journal of Arts & Humanities, 2(8), pp. 20-26.
Johnson, J. A. and Rossow, C. C. (2017) Health Organisations Theory, Behaviour and Development. Second Edition. Massachusetts, Jones & Bartlett Learning.
McGrath, J. and Bates, B. (2017) The Little Book of Big Management Theories. Second Edition. London, Pearson.
Miller, L. & Cable, C. (2011) Professionalisation, Leadership and Management in early years. London: Sage
Mughal, Hayat, Y. and Shahid, K. (2018) Servant Leadership Styles and Strategic Decision Making. Pennsylvania, IGI Global.
Schermerhorn Jr, J. R., Bachrach, D. G. and Wright, B. (2020) Management. Chichester: John Wiley & Sons.
Shimonn, J. (2019) Why Leadership Development is Important. Thrive Global, Available at: [Accessed 24 November 2020].
Sternad, D. (2019) Effective Management: Developing yourself, others and organisation. London: Globe Press.
Stoyanov, S. (2017) Abraham Maslow’s: A Theory of Human Motivation. London: Routledge.
Tinline, G. and Cooper, C (2016) The Outstanding Middle Manager: How to be a Healthy, Happy, High-Preforming Mid-Manger. London, Kogan Page.

The reading lists from other modules will underpin this module