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Study information

Leading People and Organisations

Module titleLeading People and Organisations
Module codeBEMM114DA
Academic year2024/5
Module staff

Professor Nav Mustafee (Lecturer)

Dr Sarah Bailey (Lecturer)

Duration: Term123
Duration: Weeks

14 (ongoing)

Number students taking module (anticipated)


Module description

The Leading people and organisations module is themed weekly to build knowledge and understanding from leading self through operational leadership to strategic leadership, and explores within those themes learning outcomes associated with the Senior leader Apprenticeship standard (ST0480_V1.1).

As the first module we will explore who you are as a leader and we will get you to define your thinking on leadership, as you to get some initial feedback and explore you leadership challenges and look to laying down foundations to your leadership journey throughout the module and programme.

We then take two approaches, ‘Looking inwards’ and ‘Looking outwards’

‘Looking inwards’ explores, leadership and politics, including self-leadership, managing risk, crisis leadership and a contemporary look at leadership theories.  As well as concepts of leading self, the team and the organisation including values based leadership, the ethical leader Inclusive cultures and the encouragement of diversity and difference

‘Looking outwards’ explores leadership and networks, boundary spanning, collaboration and partnerships as well as collaboration and strategic alliances. We take a look at leadership coaching and mentoring, high performance working corporate leadership structures, boards and responsibilities and Leadership development planning including 360° feedback.

Module aims - intentions of the module

On completion of this module you will be able to lead yourself and others in the ethical and values based pursuit of organisational goals.  This includes building skills in self-reflection and personal development as well as confidence to take accountability and to encourage diversity and difference.  You will learn to work with integrity, shaping or analysing organisations with diverse and multi-cultural stakeholders to operate on a global to local basis in complex social and political environments.  You will build personal skills for influencing Boards and senior leadership alongside those for coaching and mentoring your team members and communicating diplomatically with clients.  

Intended Learning Outcomes (ILOs)

ILO: Module-specific skills

On successfully completing the module you will be able to...

  • 1. Define ethics and values-based leadership theories and principles (K6)
  • 2. Critically discuss influencing and negotiating strategies both upwards and outwards. (K12)
  • 3. Identify the external social and political environment and define the use of diplomacy with diverse groups of internal and external stakeholders. (K13)
  • 4. Describe working with board and other company leadership structures. (k14)
  • 5. Define working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda. (K16)
  • 6. Analyse crisis and risk management strategies. (K17)
  • 7. Evaluate coaching and mentoring techniques. (K18)

ILO: Discipline-specific skills

On successfully completing the module you will be able to...

    ILO: Personal and key skills

    On successfully completing the module you will be able to...

    • 8. Show how to lead and respond in a crisis situation using risk management techniques. (S5)
    • 9. Drive a culture of resilience and support development of new enterprise and opportunities. (S9)
    • 10. Create an inclusive culture, encouraging diversity and difference and promoting well-being. (S14)
    • 11. Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate. (S15)
    • 12. Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area. (S16)
    • 13. Lead and influence people, building constructive working relationships across teams, using matrix management where required. (S17)

    Syllabus plan

    • Who am I as a leader and defining my leadership development journey                                               
    • Masterclass One – ‘Looking Inwards- including self-leadership, leadership and politics, managing risk, crisis leadership and a contemporary look at leadership theories. 
    • Values based leadership Concepts of leading self, the team and the organisation – Values based leadership and a webinar
    • The ethical leader & Webinar 2  We explore the ethical leader – which starts with you
    • Strategic leadership and Webinar 3 We explore and number of concepts and tools to help you understand the strategic level of level of leadership in your organisation? Webinar looking at Zooming in and Zooming out from Kanter.
    • Inclusive cultures and Webinar 4 We explore how to create an inclusive culture, where the leader can encourage diversity and difference and promoting the promotion of well-being.
    • Masterclass Two – ‘Looking outwards’ - Leadership and Networks, Boundary spanning, Collaboration and partnerships. 
    • Collaboration and strategic alliances and Webinar 5 We explore in greater depth leadership across organisations and inter-organisations, picking up the themes of collaboration, partnerships  and strategic alliances.
    • Leadership Coaching and mentoring and final Webinar              We explore the core skills sets for success coaching and mentoring in the work place.
    • High Performance working    Exploring high performance working in organisations and its application in your organisation including working in the digital age. 
    • Systems Leadership and Corporate Leadership Structures We explore working with corporate leadership structures and systems leadership, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and then briefly explore the sustainability agenda.
    •  Personal development planning and 360° Feedback– Now what for me

    Learning activities and teaching methods (given in hours of study time)

    Scheduled Learning and Teaching ActivitiesGuided independent studyPlacement / study abroad

    Details of learning activities and teaching methods

    CategoryHours of study timeDescription
    Scheduled Learning and Teaching activities284 ‘Masterclass’ days
    Scheduled Learning and Teaching activities6Webinars
    Guided Independent Study 94Use of online learning materials. Completion of assessments required to monitor progress. Consultation with academic staff.
    Work-based Learning172Time in employment used for consolidation of skills and knowledge, preparation of EPA portfolio.

    Formative assessment

    Form of assessmentSize of the assessment (eg length / duration)ILOs assessedFeedback method
    Learning Journals300 Words1-13Mentor

    Summative assessment (% of credit)

    CourseworkWritten examsPractical exams

    Details of summative assessment

    Form of assessment% of creditSize of the assessment (eg length / duration)ILOs assessedFeedback method
    Assessment 1 – Reflective assignment403000 words1-7Written feedback from academic tutor
    Assessment 2 - Leadership Strategy formulation6010 PowerPoint Slide deck with voice over and/or transcript1-13Written feedback from academic tutor

    Details of re-assessment (where required by referral or deferral)

    Original form of assessmentForm of re-assessmentILOs re-assessedTimescale for re-assessment
    Assessment 1 - 40% assignment 3000 wordsIn all cases the same as the original1-7 Programme schedule dependent
    Assessment 2 - 60 % assignment – slide deck and narration/transcriptIn all cases the same as the original1-13 Programme schedule dependent

    Re-assessment notes

    All passed components of the module will be rolled forward and will not be reassessed in the event of module failure.

    Defer – as first time

    Refer – capped at 50%

    Indicative learning resources - Basic reading

    Suggested reading:

    • Northouse, P. (2018) Leadership theory and practice 8th edition. Sage
    • Beardwell, J. & Thompson, A (2017) Human Resource Management: A Contemporary Approach. 8th Edition. Pearson
    • Cope, A., Martin, M. & Peach, J. (2018) Leadership: The Multiplier Effect. John Murray Learning, London.

    Additional suggested reading:

    A variety of electronic reading materials will be provided on ELE – Library to provide hyperlink to appropriate pages

    Key words search

    Leadership, Leading People, Strategic leadership, Ethics, Values, Culture, Inclusive leadership, Systems leadership, Coaching, Collaboration, Partnerships,Governance, High Performance Working

    Credit value30
    Module ECTS


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