RESPONSIBLE LEADERSHIP

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN621749
Module Leader Dane Lukic
School Glasgow School for Business and Society
Subject Management
Trimesters
  • A (September start)
  • B (January start)

Summary of Content

Few would argue today that there is a global leadership crisis given recent examples of leadership malpractice in politics, the corporate world, financial services and wider society. There is therefore a pressing need to develop the concept and practices of Responsible Leadership. The module is designed to develop mastery of personal and interpersonal effectiveness to: support personal career development; enhance organisational performance; and, contribute meaningfully to society by examining the tensions between personal and professional leadership identity and the pressures of organisational management across various employment sectors. The content encompasses: developing self-awareness; macro and sociological perspectives; psychological perspectives; individual differences and personal characteristics; and, emerging perspectives. Consideration is given, via self-analysis and reflective practice, to the competencies and requirements of responsible leadership. The syllabus and learning and teaching strategy are underpinned by the UN's PRIME values.

Syllabus

- Defining the socially responsible leader; Responsible Leadership in a Stakeholder Society; Responsible leadership for personal growth, successful business and sustainable society. -Developing Self-Awareness e.g. self-concept and social identity; personal & professional identity; personal values, ethics, beliefs and motivation; receiving feedback; self-disclosure and self-analysis; perception and impression management; competency development. -Macro and Sociological perspective e.g. Leadership and organisational theory; Charismatic Leadership; Gender and Leadership; Leadership and Culture; Cross-Cultural Leadership; power, influence, and trust; Leadership, Stakeholder Theory and Shared Value. -Psychological Perspectives e.g. contingency theory; transformational leadership; Leader-Member; Leadership dynamics; Authentic Leadership; Distributed leadership; Creativity and Innovation; Leadership Development -Individual Differences and Personal Characteristics e.g. personality; intelligence; emotional intelligence; ability; equality and diversity; cultural awareness and sensitivity; cross-cultural communication. -Emerging Perspectives e.g. Followership; Hybrid Leadership; Relational Leadership; Complexity Leadership; Virtual Leadership.

Learning Outcomes

On completion of the module students should be able to:1. Critically evaluate and apply responsible leadership competences.2. Demonstrate a critical understanding of contemporary leadership theory.3. Demonstrate knowledge and understanding of own leadership performance and attributes.4. Demonstrate critical awareness of the leadership challenges and dilemmas facing: you as an individual; your own organisation; private, public, and third sectors; and globally.5. Self-analyse; work effectively individually and in groups, appreciate group dynamics and develop group decision effectively.

Teaching / Learning Strategy

The teaching and learning strategy will be predominantly student-centred. The module commences from a structured identification of personal leadership development needs through the use of diagnostic tools and experiential exercises gained through classroom activities and the residential learning experience. Seminar activities shall also utilise group discussions, exercises, case studies and presentations. The insight gained is then reinforced through the exploration and critique of relevant theory and philosophical perspectives. These theoretical perspectives shall be explored through lectures and facilitated discussion, supported by key reading on GCULearn and recommended reading. GCULearn shall also be further utilised to provide students access to podcasts, blogs and videoclips. The first assignment will require students to complete a Responsible Leadership Competency Audit to assess their strengths and areas for development related to leadership. They will be expected to complete 360 degree feedback to inform this. This shall be presented in draft format in Week 7 for formative feedback. From the audit they will then be required to identify three leadership competency areas that require further development and to then prepare a focused Personal Development Plan to address these needs to be submitted in Week 11. The second assignment is a negotiated assignment which requires the students to identity a recent, current or forthcoming leadership challenge that they face(d). Utilising appropriate leadership theory they will be required to either critically evaluate their performance if a retrospective assignment or prepare and justify their strategy if a future-orientated challenge. Full-time students will be given the opportunity, as an alternative, to base this assignment on a leadership challenge affecting an organisation in their home country. A proposal should be submitted in week 9 for formative feedback; a proforma will be provided for this. For each assignment students shall be provided detailed guidelines including: assessment requirements and criteria, submission deadlines, mark template and supporting narrative.

Indicative Reading

Core text -284 Northouse, P. G. (2010) Leadership: Theory and Practice. 5th edition. LA: Sage or -284 Yukl, G. (2010) Leadership in Organizations. Seventh edition. NJ: Pearson Global edition Background reading (Indicative) Bryman, A., Collinson, D. , Jackson, B. and Uhi-Bien (eds) (2011) The Sage Handbook of Leadership. London: Sage Carmichael, J., Collins, C., Emsell, P. and Haydon, J. (2011) Leadership and Management Development. Oxford: OUP Haslam, S. A. et al (2010) The New Psychology of Leadership. London: Routledge McKee, A. (2012) Management: A Focus on Leaders. International edition. New Jersey: Pearson Maak, T. & Pleass, N. (2005) Responsible Leadership. London: Routledge Nahavandi, A. (2012) The Art and Science of Leadership. Sixth Edition. International edition. NJ: Pearson Rickards, T. (2011) The Dilemmas of Leadership (2 nd ed). London: Routledge Journals Academy of Management Review British Journal of Management Corporate Social Responsibility and Environmental Management European Management Journal Harvard Business Review Human Relations Human Resource Management Journal International Journal of Human Resource Management Journal of Business Ethics Journal of Management Studies Journal of Managerial Psychology Leadership Leadership Studies Organizational Dynamics Management Learning The Leadership Quarterly

Transferrable Skills

In addition to the attainment of the learning outcomes students should develop the following: critical thought and problem solving; Independent work competence; planning, monitoring, reviewing and evaluating own learning and development; group work abilities; communication including written, listening and presentation.

Module Structure

Activity Total Hours
Assessment (FT) 30.00
Seminars (PT) 18.00
Independent Learning (PT) 84.00
Seminars (FT) 18.00
Independent Learning (FT) 84.00
Assessment (PT) 30.00
Lectures (PT) 18.00
Lectures (FT) 18.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 2 n/a 60.00 45% Negotiated assignment on a leadership challenge
Coursework 1 n/a 40.00 45% Personal Leadership Development Plan