SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN226169
Module Leader Afroditi Dalakoura
School GCU London
Subject GCU London
  • A (September start)
  • B (January start)
  • C (May 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 PRME values.


-360 - 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 successful completion of the module the student should be able to:-1. Critically evaluate and apply responsible leadership competences. CW12. Demonstrate a critical understanding of contemporary leadership theory. CW23. Demonstrate knowledge and understanding of own responsible leadership performance and attributes incl. group dynamics. CW1 & CW24. Demonstrate critical awareness of the leadership challenges and dilemmas facing: you as an individual; your own organisation; private, public, and third sectors; and globally. CW2

Teaching / Learning Strategy

The teaching and learning strategy will be predominantly student-centered. The module commences from a structured identification of personal leadership development needs through the use of diagnostic tools and experimental exercises gained through classroom and online actives. Seminar actives shall also utilize 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 boards, supported by key reading on GCU Learn and recommended reading. GCU Learn shall also be further utilised to provide students access to podcasts, blogs and video clips. 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 mid-trimester for formative feedback. From the audit they will then be required to identify leadership competency priority areas that require further development and to then prepare a focused Personal Responsible Leadership Development Plan to address these needs. 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/ discussed before the end of teaching for formative feedback; a preform will be provided for this.

Indicative Reading

Core text NORTHOUSE, P. G., 2018 . Leadership: Theory and Practice . 8 th ed., London: Sage or YUKL, G., 2012. Leadership in Organizations . 8 th ed., Harlow: Pearson Background reading (Indicative) BRYMAN, A., COLLINSON, D., JACKSON, B. & UHL-BIEN, M. (eds), 2011. The Sage Handbook of Leadership , London: Sage CARMICHAEL, J., COLLINS, C., EMSELL, P. & HAYDON, J., 2011. Leadership and Management Development . Oxford: Oxford University Press HASLAM, S. A., REICHER, S. D. & PLATLOW, M. J., 2011. The New Psychology of Leadership . London: Routledge MCKEE, A., 2013. Management: A Focus on Leaders, 2 nd ed., Harlow Pearson PLESS, N., & MAAK, T. (eds), 2012. Responsible Leadership . London: Routledge NAHAVANDI, A., 2011 . The Art and Science of Leadership, 6 th ed., Harlow: Pearson RICKARDS, T., 2015 . The Dilemmas of Leadership , 3 rd 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
Lectures (PT) 24.00
Independent Learning (PT) 96.00
Assessment (PT) 30.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 02 n/a 70.00 45% Report - Responsible Leadership Portfolio
Course Work 01 n/a 30.00 45% Report - Responsible Leadership Self-Assessment