Leadership, Development and Change

MGDI60162 Leadership, Development and Change 15 Semester 2 Postgraduate Taught Level 7 Kelechi Ekuma Unit coordinator 1 FHEQ level (Framework for Higher Education Qualifications) ' Masters/Integrated Masters P4 ' European Credit Transfer & Accumulation System Rating : 7.5 This module critically examines contemporary theories and practice of leadership and its implications for the development agenda in an increasingly interconnected and complex world. It critically explores global agendas pertinent to the understanding of the dynamics of leaders and followers behaviours in diverse cultural and geopolitical contexts. This course unit provides an in-depth understanding and critical appreciation of the role of leadership and human resource development (HRD) in fostering capacity building within the context of global development. By exploring the interplay between effective leadership strategies and HRD practices, the course seeks to develop students' abilities to design, implement, and evaluate development initiatives that are both sustainable and impactful. The course is designed to challenge conventional views on leadership and stimulate a robust academic discourse, empowering students with advanced analytical tools. These tools are critical for navigating and effectively influencing the intricate dynamics of leadership within HRD, especially in areas like organizational adaptability, policy formation, and socio-economic and human progress in a globalized environment. Through an interdisciplinary approach, the course will explore how leadership within organizations and communities can drive the development and empowerment of human resources, thereby contributing to broader developmental goals. The course will focus on developing the students' competencies in strategic thinking, ethical decision-making, and innovative problem-solving in complex, multicultural environments. It will also delve into the dynamics of leadership in fostering sustainable development goals, emphasizing participatory approaches, and addressing global challenges such as poverty, inequality, and climate change. Students will engage with a range of theoretical frameworks and practical case studies, enabling them to critically analyze and apply leadership and HRD principles in diverse and complex environments. This course will thus prepare students to become effective leaders and HRD practitioners who can contribute meaningfully to the advancement of global development agendas. This course unit aims to empower students with critical insights into leadership's transformative role in global development from an HRD perspective. The unit critically examines contemporary leadership theories, assessing their implications for capacity enhancement in diverse organizational, cultural, and geopolitical landscapes. Our focus will be on challenging dominant leadership models, especially those from the Global North, and re-envisioning them in the context of global development. This course is designed to empower students with nuanced perspective and critical insights into leadership's role in contemporary development contexts and its capacity to drive transformative change in a complex, globalizing world. Upon completing this course, students will have honed a suite of employability skills crucial for the global development sector. They will possess strategic leadership abilities, cross-cultural communication skills, and a strong ethical framework, aligning with industry needs. Analytical acumen and project management capabilities developed through the course will further prepare students for complex challenges in the workplace. The course's outcomes are strategically designed to enhance students' professional profiles, equipping them for leadership roles that demand innovation, adaptability, and collaborative expertise. outcomes are strategically designed to enhance students' professional profiles, equipping them for leadership roles that demand innovation, adaptability, and collaborative expertise. strategically designed to enhance students' professional profiles, equipping them for leadership roles that demand innovation, adaptability, and collaborative expertise. al profiles, equipping them for leadership roles that demand innovation, adaptability, and collaborative expertise. <ul><li>Discuss the interplay between HRD, leadership, and change within global development contexts All assessment tasks </li><li>Understand and critically evaluate contemporary leadership theories and their application in HRD and global development contexts All assessment tasks </li><li>Comprehend the complexities of ethical decision-making and values-driven leadership in diverse socio-economic environments. Digital Leadership Simulation </li><li>Develop knowledge about HRD strategic interventions that focus on leadership and capacity development in international organizations, including the UN and INGOs. All assessment tasks</li><li>Grasp the strategic approaches to organizational change and capacity building in international development. Digital Leadership Simulation; Group Case Study Analysis and Presentation</li><li>Acquire a deep knowledge of the challenges and strategies for leading sustainable development and social change initiatives.</li></ul> <ul><li>Evaluate empirical research and apply theoretical frameworks to analyze the effectiveness of leadership in various cultural contexts. Group Case Study Analysis and Presentation </li><li>Expand their knowledge about strategies for developing leadership in different geopolitical contexts. Group Case Study Analysis and Presentation </li><li>Conduct a critical reassessment of leadership strategies to determine their suitability in different geopolitical environments.</li></ul> <ul><li>Design and implement evidence-based evaluations of Digital skills leadership practices in HRD and global development. Leadership Simulation </li><li>Design and implement strategic leadership and capacity-building programmes relevant to global development. Group Case Study Analysis and Presentation </li><li>Utilize leadership and HRD theories to facilitate policy development and organizational adaptability Group Case Study Analysis and Presentation</li><li>Prepare leadership plans for specific organization or country’s contexts. All Assessment Tasks</li><li>Prepare leadership plan for own personal and professional development</li></ul> <ul><li>Demonstrate leadership and teamwork abilities in complex and dynamic environments, demonstrating cultural sensitivity and adaptability. Group Activity Preparation </li><li>Develop enhanced communication skills for diverse and multicultural settings across various platforms and audiences. All Assessment Tasks </li><li>Demonstrate ethical reasoning and decision-making in the analysis of development and leadership challenges, focusing on inclusiveness, diversity, change, and social justice. All Assessment Tasks</li><li>Exhibit adaptability and lifelong learning through engagement with new and emerging themes in leadership</li></ul> Week 1: Introduction and Theoretical Foundations of Leadership in DevelopmentWeek 2: Contexts and Challenges of Leading Change and Sustainable DevelopmentWeek 3: Strategic Leadership and Organizational Changeweek 4: Capacity Building and Global Leadership: Theory and Practiceweek 5: Ethics, Emotional Intelligence, and Values-Driven Leadership: Advancing Responsible Leadershipweek 6: Leading Development Organizations: Strategies and Case StudiesWeek 7: Leading Social Change and Reform Projects: Power and The Politics of LeadershipWeek 8: Public Leadership: Theory, International Challenges and Emerging ThemesWeek 9: Leadership Development and Capability Building for Individuals and TeamsWeek 10: Emerging Themes in Leading Development Work: Insights on the Way ForwardThe following four workshops will accompany the weekly sessions:· Leadership in Development Contexts Simulation Workshop (Covers Weeks 1-3 topics).· Ethical Leadership and Organizational Dynamics Workshop (Covers Weeks 4-6 topics).· Sustainability, Innovation and Climate Leadership Workshop (Covers Weeks 4,5,7 and 10).· Adaptive Leadership and Capacity Building Techniques Workshop (Covers Weeks 7-10) <div>The course employs a mix of pedagogical approaches, combining both in-person and digital learning environments to facilitate an engaging and flexible learning experience:· Lectures (20 hours, Synchronous): Core theoretical knowledge disseminated through live lectures, supplemented with recorded sessions on VLE for review.· Workshops (18 hours, Synchronous): Practical sessions focused on skill development in leadership and capacity building, including live simulations and role-playing· E-Learning (Asynchronous): VLE will be used to host supplementary resources, forums, and self-guided activities to complement face-to-face instruction and facilitate ongoing learning.· Online Tutorials (Asynchronous): Short video tutorials will be available to clarify complex theories or demonstrate practical leadership tools and techniques.· Group Projects (10 hours, Hybrid): Collaborative projects to apply theoretical concepts in team-based settings, utilizing both classroom and digital collaboration tools.· Guest Lectures (2 hours, Synchronous): Expert insights from practitioners in the field, offering practical perspectives and enriching academic content.· Digital Forums (Asynchronous): Online discussion boards will enable students to engage with peers and faculty, discuss course materials, and share insights, ensuring learning continues beyond the physical classroom.· Peer Learning (Asynchronous): Students will have opportunities to learn from one another through peer review exercises and group discussions on the e-learning platform.· Case Study Analysis (10 hours, Synchronous & Asynchronous): A mix of guided and independent case study analyses will help students apply theoretical concepts to real-world situations, enhancing their problem-solving and critical thinking skills.· Independent Study (Asynchronous): Self-directed learning activities including pre-reading, research, and reflective practice to solidify understanding and prepare for assessments.This structure ensures a balanced approach to learning, integrating direct instruction with autonomous study and practical application, supported throughout by digital resources to enhance and extend the learning experience  </div>  2 Written assignment (inc essay) 80% 8 Practical skills assessment 20% Feedback will be provided, using a mix of face-to-face oral and written methods. MSc Digital Development MSc Digital Development PGDT Taught Component Optional MSc Digital Development MSc Digital Development (PT) PGDT Taught Component Optional Y Books:Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage Publications. Clarke, N. (2018). Relational Leadership: Theory, Practice and Development. Routledge. Gill, R. (2012). Theory and practice of leadership. 2nd ed. London: Sage. Hickman, G. R. (2010). Leading change in multiple contexts. London: Sage. James, K. T (2011) Leadership in context: Lessons from new leadership theory and current leadership development practice. London: The King’s Fund. Northouse, P.G. (2013). Leadership: Theory and Practice, 6th ed. London: Sage Thorpe, R. Gold, J, Mumford, A. (2010). Leadership and management development. London: Gower Publishing. Articles and monographs: Ardichvili, A., Nattoch Dag, K., & Manderscheid, S. (2016). Leadership development: Current and emerging models and practices. Advances in Developing Human Resources, 18(3), 275-285.Bass, B. (2000). The future of leadership in learning organizations. Journal of Leadership Studies, 7(3), pp.18-40. Ciulla, J. B. (2005). The state of leadership ethics and the work that lies before us. Business Ethics: A European Review, 14(4), 323-335. Collinson, M. (2018). So what is new about leadership-as-practice? Leadership, Vol. 14(3) 384–390 Day, D.V. (2000). Leadership development: A review in context. The Leadership Quarterly, 11(4), 581-613. Di Fabio, A., & Saklofske, D. H. (2019). Positive relational management for sustainable development: Beyond personality traits – the contribution of emotional intelligence. Sustainability, 11(2), 330. Döös, M., Johansson, P. and Wilhelmson, L. (2015). Beyond being present: learning-oriented leadership in the daily work of middle managers. Journal of Workplace Learning, 27(6), pp.408-425.Foote, M. F., & Ruona, W. E. (2008). Institutionalizing ethics: A synthesis of frameworks and the implications for HRD. Human Resource Development Review, 7(3), 292-308. Head, B. and Alford, J. (2013). Wicked problems: Implications for public policy and management. Administration & Society, 47(6), pp.711-739. Kim, J., & McLean, G. N. (2015). An integrative framework for global leadership competency: Levels and dimensions. Human Resource Development International, 18(3), 235-258. Leftwich, A., & De Ver, H. L. (2018). Leadership and the politics of development. The Oxford Handbook of the Politics of Development, 276. Mendenhall, M. E., Osland, J., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M., & Stahl, G. K. (Eds.). (2017). Global leadership: Research, practice, and development. Routledge. Osland, J. S., Mendenhall, M. E., & Li, M. (Eds.). (2018). Advances in global leadership. Emerald Group Publishing. Pattnaik, R. P., Beharay, A., & Yogitha, L. J. (2022). Leadership in the Age of Digitalization. Journal of Positive School Psychology, 6(3), 5672-5683. Riggio, R.E. & Reichard, R.J. (2008). The emotional and social intelligences of effective leadership. Journal of Managerial Psychology, 23(2),169-185. Roy, J. (2022). Covid-19, digitization and hybrid workspaces. Faculty of Management, Dalhousie University.& Lectures 20 Practical classes & workshops 6 Seminars 2 0 122 The module is delivered via series of ten 2hr lectures and four tutorials sessions, using a mix of case studies, discussion groups and other classroom based activities. VLE will be used for the distribution of teaching and learning materials. It will also be used as an interactive mechanism between students and tutors, for example, to direct students to particular readings or to provide news about the module or the module content.