| CODE | PPL2225 | ||||||||||||
| TITLE | Leadership in Public Affairs | ||||||||||||
| UM LEVEL | 02 - Years 2, 3 in Modular Undergraduate Course | ||||||||||||
| MQF LEVEL | 5 | ||||||||||||
| ECTS CREDITS | 6 | ||||||||||||
| DEPARTMENT | Policy, Politics and Governance | ||||||||||||
| DESCRIPTION | Leadership is critically important for public, non-profit and business management: success or failure is generally attributed to the ‘quality of leadership’. In return for their onerous responsibilities, leaders enjoy high status and rewards. The study-unit introduces students to leadership theories and practices in public and non-profit organisations; it outlines public versus private leadership models and offers insights into the changing roles of leaders in public affairs in the context of external and global forces. The study-unit investigates the personal characteristics, types of behaviours of leaders and identifies contingencies that may influence the choices, behaviour and performance of leaders in public affairs. The final theme of the study-unit examines how governing institutions and organisations that seek to influence public affairs develop leaders and sustain them in their roles. Study-Unit Aims: The aims of this study-unit are to: - Lay the foundations of the study of public policy, alongside political ideas, governing institutions, policy processes and the rule of law. - Introduce undergraduate students to a set of ideas, theories, models and issues associated with leadership in public affairs. - Embrace the variety of public and non-governmental institutions, organisations and associations which form leaders whose role is to influence the public sphere. - Take account of standards of conduct, community leadership and leadership of civil society associations. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - State the main ideas of the leadership theories and practices in public and non-profit organisations; - Compare, contrast and evaluate public and private leadership theories and models; - Identify the personal characteristics of leaders and forecast how they might behave in particular circumstances; - Describe how governing institutions, organisations and Civil Society associations develop leaders. 2. Skills: By the end of the study-unit the student will be able to: - Read and analyse profiles of leaders in public affairs; - Assess and comment on leaders’ styles of leadership in public, private and Civil Society organisations; - Discuss case studies of leadership and write analytical reports on the choices and behaviour of leaders. Main Text/s and any supplementary readings: Main Texts: - Grint, K. (2000). The Arts of Leadership. Oxford: Oxford University Press. - Drucker, P. (2002), Managing in the Next Society. London: Butterworth Heinemann. - Hudson, M. (2003), Managing at the Leading Edge: New Challenges in Managing Non-Profit Organisations, Directory of Social Change. - Morse, R. S (2010), Integrative public leadership: Catalyzing collaboration to create public value, The Leadership Quarterly, 21:2, 231-245. - Terry, Larry D. (1995). Leadership of Public Bureaucracies. London: Sage. - Centre for Public Leadership (2004). Public Leadership for Europe: Towards a Common Competence Framework. The Hague: Centre for Public Leadership: Dutch Institute for Public Administration. - Leslie, K. and Kanwell, A. (2010), Leadership at all levels: Leading public sector organisations in an age of austerity, European Management Journal, 28:4, pp. 297-305. - Lewis, P., Goodman, S. and Fandt, P., (2004), Management: Challenges for Tomorrow’s Leaders. Tomson, USA. - Teelken, C. et al. (eds.) (2013), Leadership in the Public Sector: Promise and Pitfalls, Routledge. - Van Vart, M. (2012), Leadership in Public Organizations: An Introduction, M.E. Sharpe, 2nd ed. |
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| STUDY-UNIT TYPE | Lecture and Tutorial | ||||||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Mario Grixti Anne Marie Thake |
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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 2025/6. It may be subject to change in subsequent years. |
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