Leadership 2

EDUC30201 Leadership 2 10 Semester 1 Undergraduate Level 6 Mark Innes Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Last part of a Bachelors ' European Credit Transfer & Accumulation System Rating : 5.0  The course unit will introduce and discuss the following content areas: <ul> <li> Discourses of leadership</li> <li> Leadership development</li> <li> Distributed leadership models</li> <li> “Leaderless” leadership, consensus models and co-operatives</li> <li> The future of leadership: networks in a globalised world.</li> </ul>  The course unit will introduce and discuss the following content areas: <ul> <li> Discourses of leadership</li> <li> Leadership development</li> <li> Distributed leadership models</li> <li> “Leaderless” leadership, consensus models and co-operatives</li> <li> The future of leadership: networks in a globalised world.</li> </ul>   <ul> <li> Extend understanding of leadership theories and practices developed in EDUC20281 by critically assessing the role of leadership in diverse organisational contexts and functions.</li> <li> Examine multiple discourses of leadership to contextualise contemporary trends.</li> <li> Explore modes of leadership formation.</li> </ul> <ul><li>Understand a range of different leadership discourses, including controller, therapist and messiah.</li><li>Be able to apply these to understandings and cases from the wider field of leadership.</li><li>Develop an understanding of the ways in which leadership may be operationalised in organisations, including more distributed and leaderless structures.</li><li>Be able to critique some of these forms by subjecting claims to rigorous analysis.</li><li>Show awareness of ways in which leadership may be developed and nurtured.</li><li>Apply understanding of leadership in a globalised world to predict and explain possible future forms.</li></ul> <ul><li>Information-handling skills (literature search, web sourcing, etc.).</li><li>Application of leadership theories to organisational processes, outcomes, culture and structures; and to human relations.</li><li>Analytical and critical skills.</li></ul> <ul><li>Digital literacy and on-line collaboration</li></ul> <ul><li>Communication skills.</li><li>Critical thinking skills.</li></ul>   Length and Teaching arrangements: up to12 x 2 hour lectures/seminars supported by individual or group tutorials 0 Other 100% Unseen, written examination paper: 2.5 hours (100%) with a maximum word limit of 2500 words (+/- 10%) Feedback will be given in class and on blackboard BA Manage, Leadership, Leisure BA Manag, Leadership, Leisure Third Year Mandatory Y  Ford J (2006) Discourses of leadership: gender, identity and contradiction in a UK public sector organization. Leadership 2(1): 77–99.Gronn, P., 2002. Distributed leadership as a unit of analysis. The Leadership Quarterly. 13(4), 423–451.Weber, M., 2012 (1947). The Theory of Social and Economic Organization. Connecticut: Martino Publishing. (Read Section III: The types of authority and imperative co-ordination, pp. 324-407).Western, S., (2013). Leadership: A critical text. London: Sage. Key academic journalsHuman Relations. hum.sagepub.comJournal of Leadership & Organizational Studies. http://jlo.sagepub.com/Leadership. lea.sagepub.comLeadership Quarterly. http://www.journals.elsevier.com/the-leadership-quarterly/Organization. org.sagepub.com Lectures 24 0 76