LEADERSHIP AND PEOPLE MANAGEMENT

SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMW226527
Module Leader Zhi Wang
School GCU London
Subject GCU London
Trimester
  • A (September start)

Summary of Content

The aim of the module is to develop an understanding about the role of leadership in the context of people management and how this relationship is of essence to contemporary organizations that have to manage ever-changing business contexts. In the initial phase of the module, focus will be on developing the understanding about the concept of leader, leadership theories, and styles. Particular focus of the module will be on leadership role in HR context, the role of leaders in managing talent and developing employer brands thus enhancing employee engagement levels through upholding the psychological contract and repairing trust in employment relationships. The module will also focus on the role of line managers in the leadership context and how they can help employees achieve high performance levels, thereby touching upon the importance of leadership in performance management context.

Syllabus

Leadership styles and responsible leadership Leadership and organizational learning Situational leadership workshop Leadership and organizational culture Introduction to people management (Human Resource Management) The influence of people management on firm performance Managing employment relationships (through psychological contract and trust repair) Managing talent and the development of strong employer brands Engaging employees to enhance performance and achieve competitive advantage Roles and responsibilities of line managers Performance management systems (including performance appraisal) Practical workshop on leadership and people management (such as any exercise that gives them the opportunity to demonstrate leadership skills within an HR role)

Learning Outcomes

On successful completion of the module the student should be able to: 1. Demonstrate a critical appreciation of the main theoretical approaches to leadership and their relevance to various contemporary organizational contexts. CW12. Critically appraise the nature and role of HR leadership via business partnering and other relevant models. CW13. Critically evaluate the relationship between leadership, power, politics and authority. CW14. Critically evaluate linkages between people management and organisational performance incl. effective employment relationships and the role of line managers as organisational leaders. CW1

Teaching / Learning Strategy

The teaching and learning strategy includes the use of a variety of techniques including lectures, workshops, seminars, and tutorials conducted by academic staff to develop efficient and effective understanding of knowledge. Moreover, the module delivery will often be facilitated by guest speakers from the industry to establish practical understanding of academic topics/issues as the aim is to bridge the gap between theory and practice. There will also be extensive use of case studies to give students the opportunity of learning from real-time examples. Some of these case studies will be required to resolve in groups to focus on joint/group understanding, which is essential for business managers of the future. The use of cases set in different contexts intends to promote 'situated learning' and allows students to stand in the shoes of real time managers and view problems from their angle who are confronted with strategic challenges, choices, and decisions frequently. Online learning can be used to complement face-to-face learning in a blended delivery and also as a pure online mode through the GCU Learn Blackboard VLE. The online pedagogic approach involves the use of uploaded learning materials, learning activities and engagement through both synchronous and asynchronous tools; including discussion boards, padlet, quizzes and Collaborate.

Indicative Reading

Due to its integrative nature, there is no core text for this module. Essential reading gives a selection of core texts in both the areas of leadership and people management. Reading will be recommended by lecturers from the texts listed below, as well as from journal articles (highlighted below) and web sites. Students are also expected to undertake their own literature search relating to their assessments. Recommended Reading List - Ashdown L. (2014) Performance Management , HR Fundamentals, Hove, UK, Kogan Page - Aguinis H. (2013) Performance Management , 3 rd edition, Prentice Hall, New Jersey, U.S. - Albrecht S. (2010) Handbook of Employee Engagement: Perspectives, Issues, Research and Practice , Edward Elgar Publishing, UK. - Armstrong M. (2014) Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance , 5 th edition, UK, Kogan Page. - Avery, G. C. (2004) Understanding Leadership. London: Sage. - Bakker A. and Leiter M. (2010) Work Engagement: a handbook of essential theory and research , Hove, Psychology Press, UK - Bennett Jnr W., Lance C.E. and Woehr D.J. (2014) Performance Measurement: Current Perspectives and Future Challenges , Hove, UK, Psychology Press - Boselie P. (2014) Strategic Human Resource Management: A Balanced Approach , 2 nd edition, Maidenhead UK, McGraw-Hill - Boxall P. and Purcell J. (2011) Strategy and Human Resource Management , 3 rd edition, Palgrave MacMillan, UK - Bridger E. (2014) Employee Engagement , HR Fundamentals, Hove, UK, Kogan Page - Fletcher, C (2008), Appraisal, Feedback and Development: Making Performance Review Work, 4 th edit, Routledge, UK. - Furnham, A. (2009), People Management in Turbulent Times, Palgrave Macmillan, UK. - Grote D. (2014) Calibration: Getting Performance Appraisals Right , Boston, Harvard Business School Publishing, US - Guest DE, Pauuwe J. and Wright P. (2013) Managing People and Performance, Wiley-Blackwell, UK - Houldsworth E. & Dilum J. (2007) Managing and Measuring Employee Performance , Kogan Page, UK - Marr, B (2006), ' Strategic Performance Management leveraging and measuring your intangible value drivers' , Elsevier/Butterworth-Heinemann [E-book] - Northouse, P. (2015) Leadership: Theory and Practice. 7 th edition. Thousand Oaks: Sage - Paauwe J, Guest D and Wright P. (2013) HRM and Performance: Achievements and Challenges, Oxford, Wiley, UK, Chpts 1-5, 7 - Purcell J. et al. (2009) People Management and Performance , Routledge, Chapters 1-4 - Truss C., Delbridge R., Alfes K., Shantz A. and Soane E. (2014) Employee Engagement: Theory and Practice , Abingdon, UK, Routledge - Wilkinson A. and Redman T. (2013 ) Contemporary Human Resource Management : Text and Cases, 4 th Ed, Pearson Education Ltd, UK, Chpts 1-2, 7. - Yukl, G. (2012) Leadership in Organizations (International Edition). 8 th edition. NJ: Pearson/Prentice Hall. Academic Journals Academy of Management Review; Academy of Management Journal; Human Resource Management; Human Resource Management Journal; Employee Relations; Work, Employment, and Society; European Management Journal; International Journal of Human Resource Management ; International Journal of Training and Development Journal; Journal of Leadership and Organisational Studies; Management Today; Personnel Review ; People Management; HR Network; Management Decision; Leadership and Organization Development Journal; Journal of Workplace Learning

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: TRADITIONAL ACADEMIC SKILLS - - Ability to apply knowledge to real-life scenarios - Logical deduction and critical analysis, - Problem-solving - Written and Spoken communication - Computer literacy and research skills PERSONAL DEVELOPMENT SKILLS - - Self-confidence - Self-discipline - Awareness of strengths and weaknesses - Creativity - Knowledge of international affairs - Honesty and regard for others ENTERPRISE OR BUSINESS SKILLS - - Entrepreneurial skills in the context of innovation - Ability to prioritise tasks and time management - Interpersonal skills - Presentational skills - Ability to work in teams and leadership skills, commercial awareness, flexibility, innovation, independence and risk-taking

Module Structure

Activity Total Hours
Assessment (PT) 40.00
Independent Learning (FT) 72.00
Tutorials (FT) 2.00
Seminars (FT) 12.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Report n/a 100.00 50% Leadership and People Management Report