SHE Level 5
SCQF Credit Points 45.00
ECTS Credit Points 22.50
Module Code MMN224305
Module Leader Peter Duncan
School Glasgow School for Business and Society
Subject Management
  • B (January start)-A (September start)-B (January start)
  • S-B (January start)-A (September start)-B (January start)

Summary of Content

Aimed at those who already have a significant body of professional skills and experience, this module focuses on enhancing the practitioner's existing skills in questioning business and management concepts and theories, and in demonstrating knowledge and appreciation of the complex and vital role played by different stakeholders influencing organisations (private, public, third and social sectors). The module will enhance students' ability to analyse and critically evaluate the macro and local factors that influence an organisation across three key interrelated areas: strategy, innovation and leadership. These three areas are of critical concern to practitioners and organisations facing a current context characterised by increasing complexity and change. 'Leading' is the golden thread running through the module and the module will enhance students' ability to shape ideas for becoming more effective practitioners, and innovative and strategic thinkers within their industry. The syllabus and learning and teaching strategy are underpinned by the United Nation's Principles for Responsible Management Education (PRIME) values and Glasgow Caledonian University's commitment to acting 'for the common good'. Delivery of the module will be via three units. Unit 1 - Advanced Strategic Management The aim of this unit is to integrate learning and experience about the organisation and its environment and to encourage students to think strategically about the future development of the organisation. The unit will show how strategy and in particular leadership at all levels is important throughout this process and how it offers the opportunity for students to develop a more innovative strategy. After completing the module, students should be able to: understand and apply different leadership styles and approaches to address strategic issues and problems; critically evaluate organisations in order to identify the strategic issues and problems they face; and think critically and creatively to propose viable strategies for the future development of organisations and develop plans to put strategies in place. Unit 2 - Advanced Innovation The aim of this unit is to create a learning environment where students develop an advanced innovation capability for application in complex and fast moving organisations. An advanced innovation capability requires a demanding set of skills as well as acquisition of diverse knowledge. This unit approaches innovation from a social and ethically driven perspective and will encourage students to develop their ability to lead and collaborate on innovative projects and adapt thinking in relation to challenging and demanding entrepreneurial events. On completion students will have the capability to navigate complex and ethical business decisions through the lens of advanced innovation. Unit 3 - Responsible Leadership The aim of this unit is to develop mastery of personal effectiveness to: support personal career development; enhance organisational performance; and, contribute meaningfully to society by examining the tensions between personal/professional leadership identity and the pressures of organisational management across various 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.


Unit 1 - Advanced Strategic Management -360b7 The nature of strategic problems and the role of the strategic leader; b7 Strategic thinking and the context in which strategic decisions are made and implemented; b7 Leadership roles throughout the organisation during the management of strategic change; b7 Leadership styles and reflection on approaches to leadership; b7 Leadership skills: negotiating, persuading, influencing, time and task management, utilising expertise and dealing with diversity; b7 Levels of strategy: corporate, business and operational; b7 Organisational purpose and strategic position: the nature of competitive advantage; b7 Environmental analysis: internal and external analysis; b7 Development strategies: growth, innovation, market development, internationalisation, diversification, integration, strategic alliances and collaboration; b7 Leadership strategies in different contexts: public, private, third and social sectors. Unit 2 - Advanced Innovation -360b7 Why innovation capability matters; b7 Being socially and ethically positioned for and through innovation; b7 The innovation environment; policy and practice; b7 The innovative organisation and innovation in the organisation; b7 Developing an innovative and creative culture and maintaining momentum; collaborative local and global teams; b7 Decision making in complex and uncertain times; predicting the unpredictable; b7 From idea to market place; innovation the ethical and value creating way. Unit 3 - Responsible Leadership -360b7 Defining the socially responsible leader; Responsible Leadership in a Stakeholder Society; Responsible leadership for personal growth, successful business and sustainable society; b7 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; b7 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; b7 Psychological Perspectives e.g. contingency theory; transformational leadership; Leader-Member; Leadership dynamics; Authentic Leadership; Distributed leadership; Creativity and Innovation; Leadership Development; b7 Individual Differences and Personal Characteristics e.g. personality; intelligence; emotional intelligence; ability; equality and diversity; cultural awareness and sensitivity; cross-cultural communication; b7 Emerging Perspectives e.g. Followership; Hybrid Leadership; Relational Leadership; Complexity Leadership; Virtual Leadership.

Learning Outcomes

On completion of this module, the student should be able to:Unit 1 - Advanced Strategic Management1. Understand and apply different leadership styles and approaches to address strategic issues and problems;2. Critically evaluate organisations in order to identify strategic issues and problems they face;3. Think critically and creatively to propose viable strategies for the future development of organisations, the leadership role in strategic implementation and development plans to put the strategies in place;Unit 2 - Advanced Innovation 4. Critically evaluate the application of theoretical models and frameworks for innovation;5. Develop advanced collaborative and creative capability for innovative projects;6. Demonstrate social value through innovative ideas and adapt thinking in relation to challenging and demanding entrepreneurial events; 7. Think critically and navigate complex and ethical business decisions through the lens of advanced innovation;Unit 3 - Responsible Leadership8. Critically evaluate and apply responsible leadership competences;9. Critically assess contemporary leadership theory;10. Demonstrate knowledge and understanding of own leadership performance and attributes;11. Demonstrate critical awareness of the leadership challenges and dilemmas facing: you as an individual; your own organisation; private, public, third and social sectors; and globally.

Teaching / Learning Strategy

The teaching and learning strategy will be student-centred. Each unit will be delivered in a 'block' over two days. Across the module as a whole, a learning community approach will be adopted where students will be encouraged to engage in peer learning and support through group work, group discussions and challenging problem based scenarios. Students will then critically assess and evaluate approaches and strategies used by their peers and provide constructive assessment feedback to them and the module tutors. Throughout the module students will be encouraged to reflect on organisational and personal experience. Specifically, each student will be required to regularly populate a 'reflective blog' containing materials, sources, insights and reflections relating to the module and their learning journey. Students will be supported through the University's Virtual Learning Environment (VLE) as a repository for materials (eg. slides and articles) Web links, podcasts, discussion boards and (as appropriate) tools such as blogs and wikis. Unit 1 - Advanced Strategic Management Lectures and directed reading will be used to introduce concepts and frameworks and to illustrate how these are and can be applied to organisations in the public, private, third and social sectors. Workshops will also be a feature of the learning strategy with groups of students working on set tasks and with feed forward sessions on outcomes and feedback from both the students and tutor. Group work is an important part of the teaching and learning strategy. Students will work in groups that are diverse in nature and hence will be given the opportunity to develop their leadership skills: team building, negotiating, persuading and influencing, time management, effective utilisation of expertise, and dealing with diversity. Unit 2 - Advanced Innovation Innovation by its very nature requires collaborative thinking and activity. This unit harnesses the idea that learning occurs when you are situated in a learning environment. The unit creates several learning environments through the use of action based projects with each one focussing on very specific outcomes. The first learning environment is designed to develop creativity, the second learning environment develops the collaborative innovation capability and the third inspires and enables entrepreneurial thought. The projects encourage students to consider 'self' in innovation in relation to the other stakeholders and society, thereafter communication and collaboration are increasingly sensitised. Lectures deliver key concepts and frameworks while workshops are set aside for projects that capture the very essence of the teaching and learning strategy. Unit 3 - Responsible Leadership 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. 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.

Indicative Reading

-284 Adair, J. (2010) Strategic Leadership: how to think and plan strategically and provide direction , London, Kogan Page. Bennis, W.G. and Nanus, B. (2007) Leaders: the strategies for taking charge , New York, NY, Harper Collins. Bryman, A., Collinson, D., Jackson, B. and Uhi-Bien, M. (eds) (2011) The Sage Handbook of Leadership , London, Sage. Bygrave, W.D. and Zacharakis, A. (2014) Entrepreneurship, 3rd edition <>, Hoboken, John Wiley and Sons. Carmichael, J., Collins, C., Emsell, P. and Haydon, J. (2011) Leadership and Management Development . Oxford: Oxford University Press. Ellis, T. (2010) The New Pioneers: sustainable business success through social innovation and social entrepreneurship , Chichester, John Wiley and Sons. Finkelstein, S. and Hambrick, D. (2008) Strategic Leadership: theory and research on executives, top management teams, and boards , Oxford, Oxford University Press. Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Strategy , (9 th edition), Harlow, Financial Times/Prentice Hall. Kotter, J. (2012) Leading Change , Cambridge, MA, Harvard Business Review Press. Lynch, R. (2012), Strategic Management , 6 th edition, Harlow, Pearson. Maak, T. and Pleass, N. (2005) Responsible Leadershi p, London, Routledge. McKee, A. (2012) Management , International edition, New Jersey: Pearson. Nahavandi, A. (2012) The Art and Science of Leadership , 6th edition, International edition, New Jersey, Pearson. Northouse, P. G. (2010) Leadership : theory and practice, 5th edition, Los Angeles, Sage. Owen, R., Bessant, J. and Heintz, M. (2013) Responsible Innovation: managing the responsible emergence of science and innovation in society , Chichester, John Wiley and Sons. Porter, M.E. (1980) Competitive Strategy , New York, The Free Press. Porter, M.E. (1985) Competitive Advantage: gaining and sustaining superior performance , New York, The Free Press. Porter, M.E. (1996) What is Strategy?, Harvard Business Review , November - December, pp 61-78. Rickards, T. (2011) The Dilemmas of Leadership, 2 nd edition, London, Routledge. -284 Thompson, F., Scott, J. and Martin, F. (2014) Strategic Management: awareness and change , Basingstoke, Cengage. -284 Tidd, J. and Bessant J. (2013) Managing Innovation: integrating technological, market and organizational change , 5th edition, Chichester, John Wiley and Sons. Tidd, J. and Bessant J. (2014) Strategic Innovation Management , Chichester, John Wiley and Sons. Yukl, G. (2010) Leadership in Organizations , 7th edition, New Jersey, Pearson Global edition. Journals: Academy of Management Review British Journal of Management Corporate Social Responsibility and Environmental Management Entrepreneurship Theory and Practice European Journal of Innovation Management European Management Journal Harvard Business Review Human Relations Human Resource Management Journal International Journal of Innovation Management Journal of Business Ethics Journal of Management Studies Journal of Managerial Psychology Journal of Small Business Strategy Leadership Leadership Studies Management Learning Organizational Dynamics Strategic Management Journal Strategy and Leadership Technovation The Leadership Quarterly

Transferrable Skills

Information: analysis, retrieval, knowledge contextualisation and interpretation; Cognitive self: creativity, decision making, evaluation, independent working, problem solving, self-awareness and ethical responsibility, negotiation and intellectual capacity; Communication: oral, written, networking, IT supported; Collaboration: social capital, people management, diversity awareness, project management.

Module Structure

Activity Total Hours
Assessment (PT) 90.00
Tutorials (PT) 15.00
Independent Learning (PT) 315.00
Seminars (PT) 30.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 1 n/a 35.00 45% 3,000 word individual report analysing strategic leadership of an organisation's strategy implementation.
Coursework 2 n/a 35.00 45% 3,000 word (equivalent) individual wiki demonstrating preparation and delivery of workshop on innovation for organisation/context.
Coursework 3 n/a 30.00 45% Reflective blog and 2,000 word Individual Personal Leadership Development Plan (including a focus on a leadership challenge within the student's own organisation/context).