The aim of the module is to develop a critical understanding and appreciation of individual attributes and leadership concepts and how they contribute to positive personal and organisational outcomes.
This module will explore a range of perspectives on the study and development of leadership from an individual, team and organisational perspectives. The application of leadership knowledge to ensure successful project management and the facilitation of organisational change will be addressed. The role of thought leadership, motivation, flexibility and resilience will be explored.
The module will also consider how facilitation and advanced communication skills can contribute to an effective organisation. Facilitation skills will include the working within teams and supporting innovation in the food and agriculture sector including promoting active participation, professional facilitation, access to relevant expertise and moderate resource support. The potential role of advanced communication skills in leadership skills such as motivational interviewing will also be included.
To achieve credit for this module, students must be able to:
- Demonstrate a critical understanding and knowledge of leadership and ethical leadership concepts and their interaction with project and change management.
- Critically evaluate and analyse leadership attributes demonstrated by others
- Reflect upon personal communication and team working skills in work environment.
- Develop team facilitating and communication skills to address complex organisational issues.
|Coursework 1||Work based e-portfolio demonstration of leadership and innovation in people skills development (word count 1,000)||25%|
|Coursework 2||Reflection on e-portfolio (word count 2,000)||75%|
Assessments may differ in 2020/21 due to adjustments for Covid-19. Please check Gateway for the latest regulations.
- Burke, W. W. (1986). Leadership as empowering others. In: Srivasta S (ed.) Executive Power. (pp. 51–77). San Francisco, California: Jossey-Bass,
- MacMillan, T. & Benton, T. G. (2014). Engage farmers in research. Nature, 509, 25-27.
- Miller, W. R., & Moyers T. B. (2011). Motivational Interviewing and the Clinical Science of Carl Rogers. Journal of Consulting and Clinical Psychology, 85, 757–766.
- NHS Institute for Innovation and Improvement, University of Warwick (2009) A handy guide to facilitation. UK: New Audience Limited.
- Peace, C. L., & Conger, J. A. (ed.) (2003). Shared Leadership: Reframing the Hows and Whys of Leadership. California: Sage Publications.
- Raelin, J. A. (2018). What are you afraid of: Collective leadership and its learning implications. Management Learning, 49, 59–66.
- Raelin, J. A. (ed.) (2016). Leadership-as-Practice: Theory and Application. New York: Routledge.
- Ryan, R, M., & Deci, E. L. (2000). Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being. American Psychologist, 55, 68-78.
- Steinlin, M. & Jenkins, C. W. (2010). Facilitation Handbook: Knowledge sharing for change. Cape Town: Ingenious Peoples Knowledge.4401
- Van Dijk, L., Buller, H., Mac Allister, L., & Main, D. (2017). Facilitating practice-led co-innovation for the improvement in animal welfare. Outlook on Agriculture, 46, 131-137.