Leadership (HLLG7006)

Module start dates

Lancaster - 30 September 2013

Distance Learning - 30 September 2013

Distance Learning - 13 January 2014

You will need to attend one of the induction days prior to commencing your first module; these are running in Lancaster on 18 or 19 September 2013 (you only need to attend one date), 08 January 2014 and 26 March 2014 and in Carlisle on 20 September 2013, 07 January 2014 and 25 March 2014. If you have studied at the University of Cumbria in the past two years the requirement to attend the induction day may be waived.

Closing date for applications

The closing date for applications is 5 working days prior to the module start date or, if this is your first module, 5 working days prior to the induction date.

Why study with us?

The aim of this module is to examine the nature of leadership and in particular its role in health and social care organisations.

Finance

If you are employed within NHS North West and this module is to be funded by your employing Trust, please contact your Line Manager and CPD Lead for advice relating to funding and the funding application process.

What can this course lead to?

This module can be undertaken as part of the postgraduate Practice Development programme or Management and Leadership programme.

Resources and facilities

We are amongst the UK’s leading health and wellbeing faculties and are proud of the high level of support we are able to offer to our students. We provide a wide range of high-quality courses supported by expert academic and clinical practice staff. If you join us you will enjoy great facilities and learn alongside caring, committed and experienced professionals. Our employment record is excellent.

Entry requirements

Evidence of prior successful study at underpinning level.

More information about levels and credits.

Credit and UCAS requirements Credit: 20 credits Selection criteria

Entry requirements include a demonstrable ability to benefit from the module – for example ambition to lead sustainable change backed up by evidence of ability such as academic achievement to level 6 and/or significant business/leadership experience).

You should be able to commit to attempting the assessment. Summative assessment is supported by a series of formatively assessed tasks undertaken in seminars and workshops. When taken as part of a specific named award, the module content and assessment must be focussed towards the subject of that award.

Participation in the formative components of the module is required in order to pass the module.

Modules

HLLG7006 Leadership (20 credits at level 7)

Intended Learning Outcomes

On successful completion you will be able to:

• Demonstrate an in-depth understanding of theories of management and leadership
• Critically evaluate different approaches to understanding self and organisations
• Make sense of ‘what’s going on’ and how this informs your choices for intervening; and
• Reflect and develop your own practice in the light of learning on this module

Core Bibliography

Conroy, M. (2010) ‘An Ethical Approach to Leading Change: An Alternative and Sustainable Application’ Basingstoke: Palgrave Macmillan.

Grint, K. (2005) Leadership: limits and possibilities, Basingstoke, Palgrave Macmillan.

Morgan, G. (2006). Images of Organisations: London: Sage.

Northouse P.G. (2009). Leadership: Concepts and Practice, London: Sage Publications.

Western S. (2008) Leadership: a critical text. Sage Publications Ltd., London.

Yukl, G. (2005) Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.

Course summary

Module content includes the purpose, vision, priorities and strategy of leadership; power and influence; professional relationships; self and social awareness; change approaches and their impact on performance and productivity.

In a health context, the module includes international, national and local perspectives on health/ social policy and practice; ethical and sustainable health and social services design leadership: goods, practices, virtues and institutions; leadership of place: integrated care, interagency settings and local health economies (private, public and community); service improvement: balancing affordability, equity and excellence, handling tensions and transitions whilst building resilience and wellbeing.