| CODE | LAS2044 | ||||||
| TITLE | Leadership in Action | ||||||
| UM LEVEL | H - Higher Level | ||||||
| MQF LEVEL | 6 | ||||||
| ECTS CREDITS | 4 | ||||||
| DEPARTMENT | Centre for the Liberal Arts and Sciences | ||||||
| DESCRIPTION | This Unit starts with a baseline analysis of different leadership styles, the particular organisation's culture and personal leadership style. Throughout the Unit, participants will work with accomplished peers, and facilitators to create a personalised plan to unlock innovation and growth, create energy and urgency, and drive results. The Unit will gloss over the different leadership styles and each participant needs to explore where he or she is today - the dominant leadership style as perceived by the individual, and possibly as perceived by others. This topic will also focus on the shared beliefs and behaviours of the organisation. The gaps between where the organisation stands, and where one wants to take it will then be examined and a plan developed as to how to get there. The Unit will then focus on how these leadership styles can be implemented within the organisation. What works for the individual? What may not work? And why? Through short case studies, participants will work through a series of leadership challenges. How does one maintain success and momentum in current lines of service, while designing for the future? How are discipline and urgency balanced with flexibility? This will give participants a clearer vision not only of best practice, but also of what makes sense to implement at their organisation. The Unit also considers leadership at high levels of power and influence, where a leader must effectively reach and inspire people at all levels of the organisation. Doing this well does not mean trying to change who you are, but it does require focused effort. Using a series of experiential exercises we will explore the nuances of interpersonal rapport, interpersonal status behaviours, and best practices for effective exercise of influence and persuasion across different levels of the organisation as well as managing conflict. Building on the discussion on building the foundation for growth in the organisation, the Unit will turn to the most common struggle managers and leaders face: keeping their people motivated and energised. Employing case studies and exercises, we will review the latest on how to frame risks and opportunities in a positive manner that mobilises the participant’s teams; how to influence and persuade stakeholders; how to create urgency and ownership; and how to develop high potential talent. We will also explore the link between high-performing individuals, teams and their business. Participants will develop their feedback skills, handling difficult or demotivated people and learn to celebrate success. Learning Outcomes: 1. Knowledge & Understanding By the end of the unit the student will be able to: a. Define the different Leadership styles and which leadership attributes he/she possesses; b. Describe the prevalent organisational culture; c. Be able to describe ways of how to weigh risks and opportunities to maintain success and momentum while at the same time plan for the future; d. Define influencing and persuading strategies, that should have results on employees and stakeholders; e. Identify ways how to motivate, empower and develop talent; f. Identify ways of managing performance better. 2. Skills By the end of the unit the student will be able to: a. Apply the knowledge of leadership styles gained to the everyday style he or she uses at the workplace; b. Demonstrate a better understanding of themselves with special focus on their leadership style; c. Propose a way forward to work on strengthening his/her leadership skills; d. Interpret and appraise the prevalent organisational culture and propose ways to effect change within the immediate environment; e. Explain these ideas thus illustrating their utility and efficiency, as well as interacting with others on the team to discuss and review feedback; f. Practise heightened “emotional intelligence” for greater professional achievement and satisfaction; g. Speak the language of persuasion and influence. Main Text/s and any supplementary readings: - Doherty, T. and Hone, T. (2002), Managing Public services, Routledge. - Drucker, P. (2005), Managing Oneself, Harvard Business Review, Vol 83, No1, pp100-109. - Goleman, D. (1998), Working with Emotional Intelligence, Bloomsbury. - Handy, C. (1993), Understanding Organisations, Penguin Business Library. - Schein, E. (2004), Organisational Change and Leadership, Pfeiffer Wiley. - Darmanin, Alfred SJ. 1985. The Skilled Leader. Malta: Media Centre. - Grint, Keith. 2000. The Arts of Leadership. Oxford: Oxford University Press. - Locke, E. & Associates, 1991. The Essence of Leadership, The four keys to leading successfully. Lexington Books NY. - van Wart, Montgomery. 2012. Leadership in Public Organizations: An Introduction. London: M E Sharpe. |
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| ADDITIONAL NOTES | Pre-Requisite knowledge, skills and competences: Experience in management and leadership at management level. This Unit is intended for senior managers within Public Administration who have completed the Senior Management Toolkit Programme with at least two years’ experience in management. | ||||||
| STUDY-UNIT TYPE | Lecture | ||||||
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2023/4. It may be subject to change in subsequent years. |
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