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Module Title
Strategic Leadership
School
Birmingham Business School
Department
Strategy and Int Business
Module Code
07 28308
Module Lead
Paul Aitken
Level
Masters Level
Credits
10
Semester
Semester 2
Pre-requisites
Co-requisites
Restrictions
None
Exclusions
Description
Over 50 years of academic research and management practice has provided evidence (see the comprehensive list of readings) for the critical importance of 12 leadership agility practices which build ‘sustainable’ leadership and related enterprise in a constantly evolving work, home and community environment. When developed and applied over time in all spheres of life, this results in ‘mastering leadership agility’. In this module we will specify and learn about the 12 practices and apply them to students own experience, including reflection on the values, forces and circumstances that shape leadership purpose and continuing leadership development.
Learning Outcomes
By the end of the module students should be able to:
Critically analyse the strengths and limitations of strategic leadership theory;
Demonstrate comprehensive knowledge and understanding of how strategic leadership concepts such as cross-cultural competence and change management drive organisational performance and competitiveness;
Analyse and critique the strategic leadership styles and effectiveness of leaders from a range of organisations;
Demonstrate skills in verbal and written communication, team working, and critical analysis.
Group presentation - 20%;
Individual assignment (2500 words) - 80%
Other
None
Reading List
Aitken, P. & Higgs, M.J.H. (2010). Developing Change Leaders: The principles and practices of change leadership development, Butterworth-Heinemann;
Fagan, J. (2010). Managing4Good: Kaplan’s Guide to Responsible and Sustainable Business, Kaplan Publishing;