STRATEGY LEADERSHIP AND SOCIAL RESPONSIBILITY

SHE Level 5
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code MMN223650
Module Leader n/a
School School of Computing, Engineering and Built Environment
Subject GCU London
Trimesters
  • B (January start)
  • A (September start)

Pre-Requisite Knowledge

none

Summary of Content

The module content serves to enable students to critically analyse the roles that managers play in formulating, implementing and evaluating strategy within organisations in the luxury sector. In doing so, students are encouraged reflect upon the importance of leadership in developing, protecting and exploiting strategic capabilities within organisations. The output of the module is to enable students, in the future, to take on a significant leadership role in directing and influencing the development and implementation of strategies appropriate for businesses in the luxury sector. ? In addition, the module aims to develop awareness of the relationship between strategy, leadership and corporate responsibility across the luxury sector. In all, the module provides a vehicle for understanding leadership and its potential role in contributing to enhancing organisational performance and contribution to the well being of society overall. In doing so, the tensions between personal and professional leadership identity and the pressures of organisational management across businesses are explored.

Syllabus

-360b7 Definition and scope of the strategy management process in the luxury sector b7 Formulation, implementation and evaluation of strategy - stakeholder analysis, competitor analysis and situational analysis b7 Ethical principles driving strategy content relevant to the luxury sector b7 The relationship between strategy and leadership b7 The essence of leadership, leadership theories and styles of leadership b7 Situational leadership b7 Defining the socially responsible leader b7 Developing self awareness and l eadership development

Learning Outcomes

On successful completion of this module the student should be able to:-1. Exhibit a critical understanding of the key features of the strategic management process together with knowledge ofcurrent research and practice within this academic discipline and their application in the luxury sector2. Critically appraise external factors, such as digital technologies, and their role in reshaping traditional business modelsand strategic priorities3. Both recognise and have the capability to evaluate the role and function of leadership in formulating, implementing andevaluating strategy cognisant of the diverse nature of luxury businesses in terms of structure, culture, purpose, size,governance and management5. Exhibit an ability to identify and discern individual preferences for specific styles of leadership6. Demonstrate self awareness in leadership performance and attributes7. Critically evaluate and apply competences appropriate to responsible leadership in the luxury sector

Teaching / Learning Strategy

he teaching and learning strategy is predominantly student-centred. Lectures serve to provide theoretical underpinning of strategy processes and leadership. Seminar activities utilise group discussions, exercises, case studies and presentations. The module is supported by key reading on GCULearn and recommended reading. GCULearn will also be further utilised to provide students with access to podcasts, Tblogs and videoclips.

Indicative Reading

Key Texts Richardson T (2015) The Responsible Leader, Kogan Page Som A & Blanchaert C. (2015) The Road to Luxury: The Evolution, Markets and Strategies of Luxury Brand Management, John Wiley and Son Recommended Reading Lampel J B and Mintzberg M (2013) The Strategy Process, 5th edition, Pearson Moody-Stuart (2014) Responsible Leadership, Greenleaf Publishing Nahavandi, A. (2012) The Art and Science of Leadership, Sixth Edition. International edition. NJ: Pearson Northouse, P. G. (2012) Leadership: Theory and Practice, 6th edition. LA Paroutis S (2013) Practising Strategy, Sage Rickards, T (2015) The Dilemmas of Leadership, third edition, London: Routledge Yukl, G. (2012) Leadership in Organizations, eighth edition. NJ: Pearson Tungate, M (2009) Luxury World, Kogan Page, 3rd edition London? Wootton S and Horne T (2010) Strategic Thinking, Kogan Page 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

Critical thinking and problem solving; Independent working; planning, monitoring, reviewing and evaluating own learning and development; written communication

Module Structure

Activity Total Hours
Independent Learning 116.00
Tutorials (FT) 8.00
Lectures 12.00
Assessment 40.00
seminars 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 50.00 45% Reflective Learning 2500W
Exam (Exams Office) 2.00 50.00 45% two hour exam