Leadership Project 1 Unit Overview Leadership Worldviews – Culture, Behaviour and bio-psycho-neuro dynamics Leadership's impact on business, management, finance, economy and politics Leadership theory and study only began in the early 1940s and since 1968 nearly 90,000 books have been published on the topic. Yet as a concept and practice leadership has existed since human beings emerged to walk planet earth. So what exactly does leadership mean? How does leadership impact business, management, politics, economy and finance? This is a highly practice based leadership unit project, the first of its kind in Europe. It takes a highly strategic and integrated systems approach to define leadership and explore its impact. The systems approach was pioneered by human adult psychologist Dr. Clare Graves, who conducted the first study to define the process of human nature; adult bio-psycho-neuro, cultural and social development. Dr. Don Beck a geopolitical systems strategist and Graves' colleague/friend expanded the theory and put into practical application by helping President elect Nelson Mandela and FW de Klerk transition South Africa from apartheid to democracy. A systems approach is used by leaders who face delivering critical agendas environments that include a complex mixture of extreme element of perspectives, economic, financial, ethnic, political, national, religious, cultural, governmental, and business. This approach integrates the world of leadership and business with human adult development, psychology, biology, neuroscience, anthropology, sociology, culture and behaviour. It is said, "Different Times Produce Different Minds", thus specific 'mindset systems' naturally emerge depending on life conditions at particular times in history that shape business culture and drive change (or not). This is not about what leadership 'is' or 'is not' or the 'best" or the 'worst', but how a leader can effectively evolve and solve problems in increasing complex environments. Unit Learning Objectives  Critically analyse particular leadership problems and challenges through critical evaluation and appropriate application of theory  Critically evaluate how certain types of leadership/management styles differ depending on history, culture, geographic life and conditions  Critically evaluate how certain types of leadership/management styles impact people performance, productivity  Critically evaluate how certain types of leadership/management styles determine who will 'follow and how'  Critically evaluate your personal leadership capabilities and critically analyse the need for future development Unit information form (UIF) UIF13/14 The UIF provides essential information to students, staff teams and others on a particular unit. SECTION 1 - Changes made to Section 1 of the UIF will require Faculty level approval. If substantial changes to Units/Courses are required, consult with Sub Dean (Quality Enhancement) for advice Unit Name Leadership Project Unit Code SHR011-6 Level 7 Credit Value 30 Location of Delivery Luton, International Exec MBA Centres (Oman, Zurich, Hamburg & Poland) Summary/Overview This project is a combination of academic theory and 'real world' application. It's the first of its kind in Europe that takes an integrated and systems approach to exploring why leaders do what they do to shape business culture and drive change. It also takes academic theory and applies it to real world current events in the news headlines in order to help make sense of complex issues in business, economics and management that gradually shape the world of business. A systems approach provides a richer context to understand complexity and encourages viewing it from diverse perspectives, as opposed to a simplistic 'flat land' approach. It integrates many disciplines, perspectives, approaches, theories and research in the world of human adult development, types, culture, anthropology, epigenetics, psychology, biology, evolution, neuroscience and behaviour. This is not about what leadership 'is' or 'is not', 'right' or ''wrong' but rather how you can adapt and evolve your leadership to effectively deliver results and manage change. You will learn premium, 21st century 'next generation' leader/manager skills to develop in order to deal with increasingly complex conditions, to solve problems and manage change. These leadership skills are referred to as abilities to be 'reflective' 'emotionally intelligent', 'adaptive', 'cognitive', 'agile' or 'situational'. Aims The unit aims are to enable you to: • Practice and apply multiple theories and perspectives of leadership in order to assess a particular leadership problem or challenge; • Evaluate how certain types of leadership/management styles differ depending on history, culture, geographic life and conditions and how certain types of leadership/management styles impact upon business environment (historically from past to present); • Evaluate how certain types of leadership/management styles impact people performance, productivity and how certain types of leadership/management styles determine who will 'follow and how'. Core Learning Outcomes Learning Outcomes On completion of this unit you should be able to: Assessment Criteria To achieve the learning outcome you must demonstrate the ability to: 1 Critically analyse particular leadership problems and challenges through critical evaluation and appropriate application of theory Produce an evaluation and analysis of particular leadership issues in an organisation through the use of relevant leadership theory 2 Critically evaluate how certain types of leadership/management styles differ depending on history, culture, geographic life and conditions Produce an evaluation of differing leadership styles and behaviours in an organisation from differing cultural, geographic and historic perspective 3 Critically evaluate how certain types of leadership/management styles impact people performance, productivity Produce an assessment of how varying leadership styles impact upon the organisation and its personnel 4 Critically evaluate how certain types of leadership/management styles determine who will 'follow and how' Produce an evaluation of the impact of leadership types upon followers 5 Critically evaluate your personal leadership capabilities and critically analyse the need for future development Produce a reflection assessing your leadership capabilities and a plan for CPD development SECTION 2 - Any changes made to Section 2 of the UIF will normally require Faculty level approval Period of delivery Year 1, Semester 2 Pre-requisites/Restrictions None Student Activity Activity Notional Learning Hours Lectures 8 e-learning 100 Assessment 78 Self-directed study 114 Total 300 Approach to Learning o Aims, objectives and learning outcomes are achieved through a blended approach with some face–to–face interaction together with reading and reflection of a diverse leadership literature. Theoretical awareness and evaluation will be facilitated through a detailed study plan and guided readings that are fully supported by the Bedfordshire Resources for Education Online (BREO) Virtual Learning Environment (VLE), synchronous Voice over Internet Protocol (VolP) sessions for remote learners, and face–to–face meetings with lecturers. o You are required to undertake set reading as well as attend tutorials. These interactive workshops are student–centred and focus on active experience, structured in line with the outline teaching schedule below to provide plenty of opportunity for peer and tutor discussions. o The unit adopts a practical approach to facilitate transfer of learning to the context of your workplace and continuous reflection on learning based on progressive personal and professional development. In this way the unit is very successful in addressing the five dimensions of realistic learning: o Learning in this unit is a blend of face to face interaction but has a heavy emphasis on online learning, featuring post session online group sessions facilitated by your UoB tutor and in particular self-development via structured reflection based on the e-journal and video links described in the teaching schedule. i Meaningful – of direct practical relevance to enhancing leadership thinking and management in your organisation ii Active – learning is student-centred and you will be actively involved in the process of learning at all times You will need to engage in research about varying leadership behaviours across cultures and organisations and current leadership theory and critically evaluate the diverse nature of leadership and its impact. iii Reflective – you will need to continuously reflect on your current leadership attributes in the light of exposure to leadership theory and across the time frame of this unit. This reflection will form the basis of a plan for development of yourself as a leader. iv Challenges knowledge and understanding of how leadership is auctioned and implemented in practice and potentially challenges aspects of organisational culture and climate, in particular with regard to leadership development and implementation v Collaborative – through online learning, workshops and group support as well as from tutors The topics covered and learning resources used in this unit will be challenging and relevant to the manufacturing, service, public and not for profit sectors. You will be encouraged to share your work experiences with the group to enhance the learning experience. Skills Development Communication To help with the development of this you will: • Actively engage in reading and discussions with your peers and tutors at weekend workshops. Written communications skills will be developed through the production of concise analysis and recommendations for strategy development. • Engage in online discussion with tutors and colleagues. Information Literacy To help with the development of this you will:- • Be expected to extend your learning through accessing and evaluating supplementary materials including books and journals. There is a heavy research element to this Unit and you will be required to develop you ability to conduct research via a wide variety of traditional and modern sources. Research should be conducted through a range of media. You will produce a report in digital format. • Engage with the various tools available in BREO Research and Evaluation To help with the development of this you will: • Critically evaluate research journals and established knowledge relating to leadership and extending this theory through application to your own and other organisations; • Investigate via a range of up to date and relevant sources the development and implementation of leadership across a range of cultures and contexts and evaluate their appropriateness. Creativity and Critical Thinking To help with the development of this you will: • Develop ideas for more effective leadership practice. • Analyse a wide range of information in order to identify issues in the practice of leadership across a variety of cultures and contexts; • Develop innovative recommendations for your own leadership development and the leadership practice within your own organisation. Assessment Strategy The assessment will consist of two parts: Assessment 1 You will produce a report that critically assesses and evaluates your company's leadership and management culture, worldview and leadership styles in the context of leadership theory. (2000 words) Assessment 2 You will produce a reflective account, supported by a portfolio of evidence including your e-leadership journal, that critically evaluates your leadership and management style and approach to solving a particular challenge or issue, and based on this reflection develop an initial CPD plan of how you need to develop. (2000 words, plus portfolio evidence) No Assessment Method* Description of Assessment Method Weight % Learning Outcomes Assessed Submission week (assignments) or length (exam) 1 2 3 4 5 1 RE Individual Report to evaluate the leadership of an organisation 50 x x x 8 2 PO Reflective account of your leadership practice and CPD plan 50 x x x 14 *The following codes for assessment methods apply:- AR Artifact PC Practical CB computer-based PF Performance CS case study PL placement DI dissertation or project PO Portfolio EX Exam PR Presentation GR group report RE individual report IT in-unit test OR Oral LR literature review OT Other SECTION 3 - Once initial approval of the unit has been given, the Unit Co-ordinator may make changes to this section, following appropriate consultation Outline Teaching Schedule Pre Unit Evaluation The individual Leadership Culture Assessment provides insights into hidden cultural value systems in yourself and your organisation. Pre-Session 1 Video Link The video illustrates a certain type of leadership/management culture, worldview and style which will be discussed in the next session. Pre-Session e-Leadership Journal The journal captures personal thoughts, insights and reflections after each session and will be used as a core piece of work towards assessment and final assignment. The pre-session journal begins the reflective process describes how you initially define and experience leadership and management. Introduction to Foundation Theory and Formal Research Understand how leadership/management systems are formed based on a set of life conditions and adaptation to environment. Explores as a result of conditions and adaptation why leaders behave the way they do to impact culture and drive change (or not) Theme: Communal/Tribal and Family Business Describes how the 'first stage' of leadership/management in business emerged, its characteristics and impact; the community/tribal and family business. Examples historic world trade, traditional community trade and merchant family business. Post Session 1 e-Leadership Journal The journal captures personal thoughts, insights and reflections after each session and will be used as a core piece of work towards assessment and final assignment. Pre Session 2 Video The video illustrates a certain type of leadership/management culture, worldview and style, which will be discussed in the next session. Theme: Industrial Revolution and Factory Mass Production Describes how the 'second stage' of leadership/management in business emerged, its characteristics and impact; mass production and company 'empires'. Examples family (merchant) business in expansion Ford Motor Company, Thomas Edison Family, Getty Family, etc. Post Session 2 e-Leadership Journal The journal captures personal thoughts, insights and reflections after each session and will be used as a core piece of work towards assessment and final assignment. Pre Session 3 Video The video illustrates a certain type of leadership/management culture, worldview and style, which will be discussed in the next session. Session Theme: Formal Management and Authority Describes how the 'third stage' of leadership/management in business emerged, its characteristics and impact; formal organisational management. Examples IBM, Xerox, HP, etc. Post Session 3 e-Leadership Journal The journal captures personal thoughts, insights and reflections after each session and will be used as a core piece of work towards assessment and final assignment. Pre Session 4 Video The video illustrates a certain type of leadership/management culture, worldview and style, which will be discussed in the next session. Theme: Global Corporate Finance/Economics and Social/Communal Business Describes how the 'fourth' and 'fifth' stages of leadership/management in business emerged, its characteristics and impact; global corporates and 'Firms of Endearment' and social enterprise. Examples: Goldman Sachs, HSBC, Venture Capital, Coca Cola, Nissan, Microsoft, Apple / Whole Foods, Zumba Dancing and Innocent Drinks Post-Unit 1 Video Link and e-Leadership Journal The journal captures personal thoughts, insights and reflections after each session and will be used as a core piece of work towards assessment and final assignment. Recommended Resources Essential Dawlabani, S. E., (2013), MEMEnomics: The Next Generation Economic System, Publisher: Select Books. Background Beck, D., (2005), Spiral Dynamics: Mastering Values, Leadership and Change, Publisher: Wiley-Blackwell. Journals Journal of Humanistic Psychology Journal of Personnel Management Journal of American Psychological Association Integral Leadership Journal Journal of Integrated SocioPsychology Dynamical Psychology: An International, Interdisciplinary Journal of Complex Mental Processes Independent Study Dr. Clare Graves/ Professor Emeritus at Union College (NY) Clare W. Graves pioneered the emergent cyclical systems of existence theory of human behavior after 20 years of research and conceptualisation. http://en.wikipedia.org/wiki/Clare_W._Graves Dr. Don Beck/ Dr. Beck, a geopolitical systems strategist, to help Nelson Mandela and FW de Klerk transition South Africa from apartheid to democracy. http://en.wikipedia.org/wiki/Don_Beck_(management_consultant) Elza Maalouf (click on the Build Palestine Initiative) - http://www.humanemergencemiddleeast.org/ Teaching Schedule (30 week Unit) Code Activity Hours Total Week(s) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Scheduled Activity SL Lectures 1 1 1 1 GE e-learning 4 4 4 4 4 4 4 4 4 4 4 4 Independent Activity IA Assessment Preparation 3 3 3 3 3 3 3 3 3 3 3 3 3 Autonomous Activity AR Reading from non-specified sources 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 Code Activity Hours Total Week(s) 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Scheduled Activity Lecture Lectures 1 1 1 1 8 4 4 4 4 4 4 4 4 4 4 4 4 4 100 Independent Activity IA Assessment Preparation 3 3 3 3 3 3 3 3 3 3 3 3 3 78 Autonomous Activity AR Reading from non-specified sources 4 4 4 4 4 4 4 4 4 4 4 4 4 4 114 Summary KIS data KIS Scheduled KIS Guided Other A Guided Independent Autonomous Total Total Hours 8 100 78 114 300 Percentage 3% 33% 26% 38% 100% SECTION 4 – Administrative Information Faculty University of Bedfordshire Business School Portfolio MBA Department/School/Division Management and Business Systems Unit Co-ordinator Professor John Grisby Version Number 1/2014 Body approving this version PG Business Review Date of University approval of this version (dd/mm/yyyy) June 2014 Shared Units – Indicate below all courses which include this Unit in their diet Exec MBA Form completed by: Name: Professor John Grisby Date: June 2014 Authorisation on behalf of the Faculty Teaching Quality and Standards Committee (FTQSC) Chair: Date: Unit Updates Date (dd/mm/yyyy) Nature of Update FTQSC Minute Ref: