MQM2ILP-Inclusive Leadership

Module Provider: Leadership, Organisations and Behaviour
Number of credits: 20 [10 ECTS credits]
Level:7
Terms in which taught: Autumn / Spring / Summer module
Pre-requisites:
Non-modular pre-requisites:
Co-requisites:
Modules excluded:
Current from: 2023/4

Module Convenor: Dr Marrisa Joseph
Email: m.joseph@henley.ac.uk

Type of module:

Summary module description:

This module forms part of the PGDip Leadership (Senior Leader Apprenticeship) programme and, as such, sets out to provide the knowledge, skills and behaviours required by senior leaders in today’s world.�� The module builds on the foundational knowledge covered in previous modules to recognise how leadership supports the development of future ways of working. The module covers the challenges of leading in an ethical, inclusive, supportive and collaborative culture, demonstrating responsibility to key internal and external stakeholders. This includes an introduction to neuroscience, reporting to relevant boards and influencing decision-making.��

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Aims:

The module aims to:

• Develop the understanding and capability of individuals to pursue purposeful, meaningful, responsible and inclusive leadership of self, teams, organisations, and society


• Develop an understanding of the link between purpose, meaning, responsibility and performance


• Increase awareness of the challenges of leadership and self-leadership with courage, resilience, integrity and reputation


• Encourage programme members to discover and apply leadership strategies, tools, practices for ethical and inclusive leadership


• Understand and apply leadership principles and instruments regarding personal integrity, organisational reputation, and ethical considerations

Assessable learning outcomes:

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By the end of the module, it is expected that programme members may be able to demonstrate their ability in the following areas:

To know and understand:

K6: Ethics and values-based leadership theories and principles.

K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.

K14: Working with board and other company leadership structures.

K15: Brand and reputation management.

K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.

K19: Approaches to developing a Corporate Social Responsibility programme.

K20: The organisation’s developing communications strategy and its link to their area of responsibility

Additional outcomes:

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Skills

S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries��such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.

S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.

S8: Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.

S13: Use personal presence and "storytelling" to articulate and translate vision into operational strategies, demonstrating clarity in thinking.

S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.

S19: Manage relationships across multiple and diverse stakeholders.

S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating and using advocacy skills to build reputation and effective collaboration.

S21: Shape and manage the communications strategy for their area of responsibility.

Behaviours

B1: Work collaboratively enabling empowerment and delegation.

B3: Curious and innovative - exploring areas of ambiguity and complexity and finding creative solutions.

B4: Value difference and champion diversity.

B5: Seek continuous professional development opportunities for self and wider team.

Additional Outcomes

• Confidence


• Understanding the importance and use of reflection in learning and leadership��

Outline content:

The module covers the following topics:��

• Leadership purpose and responsibility at different levels of the organization��

• Organisational values and reputation��

• Understanding the leader’s identity,��values��and resilience��

•�� An introduction to��neuroscience��

• Promoting ethical and inclusive leadership to��make��a positive difference��

• Decision-making in a multi-stakeholder context��

• The role of business in society and corporate responsibility as process��

Global context:

The module is taught with reference to��the��global��context��of the learners’��organisations��and��their��experiences.��

Brief description of teaching and learning methods:

Teaching and learning takes place through a blended learning approach. The teaching and learning methods comprise a combination of self-study via a range of online materials on the Canvas learning platform, face-to-face workshops with Faculty and a Learning Coach, who supports the cohort throughout the module.�� The learners follow an inquiry based approach, and each person participates in a facilitated Action Learning set of approximately 6 - 8 learners in week 6 of the module.

Materials on Canvas include content on-screen, videos, PowerPoint presentations, journal articles, book chapters, practical activities and reflection points.

Summative assessment- Examinations:

No examination.��

Summative assessment- Coursework and in-class tests:

One 5,000 word individual written assignment, submitted at the end of the module.

Formative assessment methods:

Facilitated learning activities are undertaken��during the module,��including��formative feedback of the��assignment.��

Penalties for late submission:

These are in accordance with the mode of study arrangements laid out in the programme specifications.��

Assessment requirements for a pass:

Formative assessment is either a “Proceed” or “Revise”, and emphasis is placed on providing feedback.��

Reassessment arrangements:

Reassessment by 100% assignment, capped at 50%

Additional Costs (specified where applicable):

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Last updated: 30 March 2023