Module Details

Module Code: LEAD C4701
Module Title: Contemporary Approaches to Leadership and Change Management
Title: Contemporary Approaches to Leadership and Change Management
Module Level:: 8
Credits:: 5
Module Coordinator: Janette Davies
Module Author:: Veronica Kelly
Domains:  
Module Description: The aim of this module is to develop students' awareness of contemporary approaches to leadership in social care, relating specifically to organisational change and the effects of power, politics and culture on leading interdisciplinary teams.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Recognise the impact of contemporary approaches to leadership as practice frameworks within specific social care practice settings (D2 10 D5 12)
LO2 Apply contemporary leadership approaches for the developments of safe environments (D3 14), with positive risk taking (D3 10 12 14) and professional boundaries in a variety of settings (D1 21 D5 12)
LO3 Assess organisational structures, systems and cultures and contexts (D5 14), especially the effects of power (D2 12), politics and ethical conflict (D1 19), neo liberal politics in social care, gender, social class and ethnicity in interdisciplinary teamwork (D2 14).
LO4 Analyse planned and emergent system-level change processes in social care settings (D5 12 15).
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is recommended before enrolment in this module.
9992 PRTC C3701 Supervised Professional Practice 2
Co-requisite Modules
No Co-requisite modules listed
Additional Requisite Information
No Co Requisites listed
 
Indicative Content
Contemporary Leadership Theories
Leadership as process, not position; Servant leadership, transformational Leadership, Authentic Leadership. Leadership approaches in practice (D2 10).
Leading the Development of Psychologically Safe Environments
Psychologically Safe Environments (D3 14), minimise risk (D3 14), positive risk taking. Maintain professional boundaries with service users within a variety of social care settings and be able to identify and manage any associated challenges (D1 21)
Leading Change
Nature of change Models of change, Planned change, emergent change. Tools for change management leading Change: skills needed and leading through resistance (dark/shadow side) (D5 15)
The Impact of Culture, Power and Politics on Leading Teams
Examination and understanding of organizational cultures and the impact of culture, power and politics on leading teams, interdisciplinary teamwork. Organisational structures, systems and cultures (D5 14), effects of power (D2 12), politics and conflict (D1 19) interdisciplinary teamwork (D2 14)
Module Content & Assessment
Assessment Breakdown%
Continuous Assessment40.00%
End of Module Formal Examination60.00%

Assessments

Full Time

Continuous Assessment
Assessment Type Other % of Total Mark 40
Timing n/a Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
Essay/ case study/ problem based learning exercise critically considering leadership in social care settings.(D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15)
No Project
No Practical
End of Module Formal Examination
Assessment Type Formal Exam % of Total Mark 60
Timing End-of-Semester Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
(D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15)
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.

SETU Carlow Campus reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15 12 Weeks per Stage 2.00 24
Independent Learning Non Contact D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15 Per Semester 4.04 101
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Burnes, B.. (2017), Managing Change., 7. Harlow: Financial Times, Prentice Hall., London, [ISBN: 978-027377896].
  • Northouse, P. G.. (2018), Leadership: Theory and Practice., 8. Sage., London, [ISBN: 978-148331753].
  • Tiernan, S. D., Morley, M. & Foley, E.. (2013), Modern Management; Theory and Practice for Irish Students., 4. Gill MacMillan, Dublin, [ISBN: 978-071715632].
  • Henderson, J. & Atkinson, D.. (2003), Managing Care in Context., London; Open University.
  • Noel Howard,Denise Lyons. (2014), Social Care, Gill Education, p.320, [ISBN: 9780717159697].
  • Ken Blanchard Broadwell,Renee. (2018), Servant Leadership in Action, Better World Books, [ISBN: 9781525272349].
  • Kotter, J. and Rathgerber, H. (2006), Our Iceberg is Melting, 2. Penguin Random House, London, [ISBN: 978-039956391].
  • O’Sullivan, T.. (2011), Decision Making in Social Work., UK; Palgrave Macmillan, [ISBN: 978-033368481].
  • Taylor, B.. (2010), Professional Decision Making in Social Work (Post-Qualifying Social Work Practice Series), Learning Matters.
Supplementary Book Resources
  • Thomas G. Cummings, Christopher G. Worley.. Organization development & change, 10. ; Cengage Learning, [ISBN: 9781133190455].
  • Gold, J., Thorpe, R. and Mumford, A.. (2010), Leadership and Management Development. 5th Edition, London: CIPD, [ISBN: 978-184398244].
  • Hughes, M.. (2010), Managing Change: A Critical Perspective,, London: CIPD..
  • Hodges, J.. (2016), Managing and Leading People Through Organizational Change: The theory and practice of sustaining change through people, 1. [ISBN: 9780749474195].
  • Kotter, J and Cohen. D.. (2012), The Heart of Change: Real-Life Stories of How People Change Their Organizations, Harvard Business School.
  • Senior, B. and Swailes, S.. (2010), Organizational Change. 4th Edition, Harlow: Financial Times, Prentice Hall..
This module does not have any article/paper resources
Other Resources
Discussion Note: