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Management Science & Systems

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Learning Outcomes

By the end of this course a successful student should be able to:

  1. Review and critically evaluate contemporary research and debates in the field leadership and human resource management in order to make informed decisions with regard to improving performance of individuals and groups within organisations.
  2. Apply relevant knowledge to critically assess the relationships between leaders and followers for the purpose of identifying the potential for combining theory and practice can contribute to the development of professional practice in a range of organisational situations.
  3. Critically discuss limitations of a range of theories, tools and techniques in leadership and human resource management
  4. Solve complex problems in the area of leadership and HRM generating feasible solutions that provide equitable consideration of those impacted


Reading and Resources

Armstrong, M, (2012) Armstrong’s Handbook of Management and Leadership, Developing Effective People Skills for Better Leadership and Management, 3rd Edition, Kogan

Northouse, P, G (2012) Leadership, Theory and Practice, 6th Edition, Sage

Yukl, G, (2012) Leadership in Organizations, Pearson

Boxall, P, Purcell J, and Wright, M (2008), The Oxford Handbook of Human Resource Management, Oxford University Press

Bass, M, Bass R, (2008) The Bass Handbook of Leadership; Theory and Practice,  New York Free Press

Price, A, (2011) Human Resource Management, Sage

Torrington & Hall, (2010) Human Resource Management, Financial Times

Tourish, D (2013) The darkside of Transformational Leadership a critical perspective, Taylor and Francis

Chartered Institute of Personnel Development

Human Resource Management Review

International Journal of Leadership Studies

The Leadership Quarterly

Journal of Human Resource Management

Note: you are expected to conduct your own research to further your knowledge and understanding, the list above is not an exhaustive list but rather a starting point.  Research papers are much more informative, and provide evidence rather than merely opinion.  Texts should be a starting point, a good place from which to develop underpinning knowledge.   

Module Delivery: a User’s Guide

  1. Workshops  are  3 hours
  2. All required materials for workshops should normally be available on the module’s Study Direct site. You should attempt any exercises prior to the workshop and complete all readings found on the weekly sections.  You may also prepare any questions in advance which can be answered via the studydirect forum or in class.
  3. None of the workshop activities are assessed. . Formal assessment is based only on the material covered as well as your own wider reading in relevant areas.
  4. Your grade for this module is derived from:
    1. One 2000 word report which is an individual piece of work – guidance on preparation and title is presented separately, you will have plenty of opportunity to ask for guidance.  (100% of the final weight).
  5. If you wish to see me  individually please attend an office hour (details are given on the Study Direct site) which is organised by sending an email to make an appointment.


Workshop Programme

Week Workshop topic
1 Introduction and overview of module
  Review of module, assessment, expectations and introduction to areas of study in the context of contemporary businesses.  This first session sets the scene providing both direction and goals for the module.
2 Leadership
  Leadership in more recent studies is considered as a process rather than a ‘heroic’ character that is all powerful.  In this session we will examine leadership as a processes; person, influence, followers and goals.  These themes will be developed further in following sessions.
3 Examining the Elements of the Leadership Process
  Examining the evidence, Person, Influence, Groups/individuals and goals.  It is key that this areas are understand individually and collectively in order to complete the assessment.
4. Leadership Approaches
  We will further the investigation into leadership, considering contemporary views of leadership, considering the benefits and limitations of approaches in modern contexts over the next two weeks.  We will begin with Transformational and Transactional Leadership in context whilst also considering the impact on followers and organisational outcomes.
5 Contemporary Leadership Approaches  contd.
  We continue with the examination of leadership approaches and consider how these approaches link to specific organisational goals – considering whether there is a right or indeed, a wrong way to approach this process.  There will be opportunities to develop critical perspectives as well as developing a deeper understanding of the complexities of the relationships that exist in organisational settings.
6 Reading Week
  You will be provided with some directed reading and encouraged to pursue areas of interest.
  It is impossible to be a leader without any followers; however, what is a ‘good’ follower? This is the question we explore in this session together with consideration of the influencing variables and the dynamic nature of followers
8 Challenges in Contemporary Organisations  
  In this session we will consider the needs of organisations and the challenges for leaders examining labour issues, globalisation, advancements in technology, changes in business formats and how these impact on leadership approaches
9 The Role of Human Resource Management in Organisations
  We will examine the role of HRM in organisations and the extent to which various aspects of HR can make positive contribution to achieving organisational success.
10 Leadership and HR in Context
  In this session we will consider how Leadership and HR coexist and examine ways in which they complement one another supporting the individuals and teams within organisations
11 Commitment, Engagement and Motivation
  We explore how commitment, engagement and motivation contribute to positive outcomes for those concerned as well as improving organisational performance – we consider the roles of leadership and HR in maximising the possibilities of developing and maintaining high levels of commitment, engagement and motivation.
12 Review and Assessment Clinic
  A review of the main themes and finally considerations for submission of assessed work.

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