This module aims to provide learners with a rigorous framework of knowledge and understanding concerning people management and development that they will need whatever the degree of specialisation they later elect to follow. It has a number of distinct learning objectives. Firstly, the module seeks to familiarise students with major contemporary research evidence on effective approaches to leadership and learning and development practice. Research focusing on the links between people management practices and positive organisational outcomes is covered, as is research that highlights major contemporary changes and developments in practice.
Secondly, the module introduces students to major debates about theory and practice in the specific fields of leadership, change management, and leadership development. The aim is to help them become effective leaders as well as effective HR specialists, managing others fairly and effectively and increasing levels of engagement, commitment, motivation and performance. Finally, the module requires students to reflect critically on theory and practice from an ethical and professional standpoint and provides opportunities for applied learning and continuous professional development.
This module appears in the following module collections.
Total contact hours: 25
Private study hours: 125
Total study hours: 150
Method of assessment
Main assessment methods
Individual Essay (2500 words) (40%)
Examination, 2 hour (60%).
Bryman, A., Collinson, D., Grint, K., and Jackson, B. (2011) The SAGE Handbook of Leadership, London: SAGE.
Collinson, D, Grint, K., and Jackson, B. (2011) Major Works in Leadership Studies, Vols. 1-4, London: SAGE.
Gold, J., Thorpe, R., & Mumford A., (2015), Leadership and Management Development; 5th Edition. London: Chartered Institute of Personnel and Development (CIPD}
Grint, K. (2010) Leadership: A Very Short Introduction, Oxford: Oxford University Press.
Jackson, B. and Parry, K. (2011) A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Leadership, London: SAGE.
Kotter, J. P. (1990). A Force for Change: How Leadership Differs from Management, New York: Free Press.
Northouse, P. (2016) Leadership: Theory and Practice (7th Edition), London: SAGE. * Pfeffer, J., and Sutton, R. (2006) Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management, Boston: Harvard Business School Press.
Watson G. And Reissener S. (2010) Developing Skills for Business Leadership, London: CIPD
Yukl, G. (2009) Leadership in Organizations (7th Edition), London: Pearson International
See the library reading list for this module (Canterbury)
The intended subject specific learning outcomes. On successfully completing the module students will be able to:
- Explain and critically analyse the theories and concepts of leadership and management and their application in organisations.
- Evaluate, select and apply a range of approaches to identifying leadership and management development needs in differing organisational contexts, cultural and international contexts.
- Critically analyse and evaluate approaches to the formulation and implementation of leadership and management development strategies to meet organisational needs and evaluate leadership performance and competence.
- Design, critically evaluate and advise on a range of leadership and management development interventions to implement leadership and management development strategies and plans.
- Critically evaluate the role of leaders in ethically managing change and the role of leaders and managers in working collaboratively, ethically and effectively to support a partnership approach to leadership and management development.
- Demonstrate a systematic understanding of how to act ethically and professionally with a demonstrated commitment to leadership and management development and continuous personal and professional development
The intended generic learning outcomes. On successfully completing the module students will be able to:
- Set leadership and management in the wider context of general organisational management.
- Develop their abilities to critically assess and evaluate the impact of leadership and management on the performance of organisations.
- Develop their analytical skills by linking theoretical perspectives on leadership to contemporary organisational situations throughout the course of the module.
- Plan work and work independently.
- Write coherently and undertake independent critical analysis.
Back to top
Credit level 7. Undergraduate or postgraduate masters level module.
- ECTS credits are recognised throughout the EU and allow you to transfer credit easily from one university to another.
- The named convenor is the convenor for the current academic session.
University of Kent makes every effort to ensure that module information is accurate for the relevant academic session and to provide educational services as described. However, courses, services and other matters may be subject to change. Please read our full disclaimer.