Module Details
Module Code: |
LEAD C4701 |
Module Title:
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Contemporary Approaches to Leadership and Change Management
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Title:
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Contemporary Approaches to Leadership and Change Management
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Module Level:: |
8 |
Module Coordinator: |
Janette Davies
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Module Author:: |
Veronica Kelly
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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.
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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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.
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9992 |
PRTC C3701 |
Supervised Professional Practice 2 |
Co-requisite Modules
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No Co-requisite modules listed |
Additional Requisite Information
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No Co Requisites listed
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Indicative Content |
Contemporary Leadership Theories
Leadership as process, not position; Servant leadership, transformational Leadership, Authentic Leadership. Leadership approaches in practice (D2 10).
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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)
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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)
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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)
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Module Content & Assessment
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Assessment Breakdown | % |
Continuous Assessment | 40.00% |
End of Module Formal Examination | 60.00% |
AssessmentsFull Time
End of Module Formal Examination |
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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.
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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 |
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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 |
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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
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Recommended Book Resources |
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Burnes, B.. (2017), Managing Change., 7. Harlow: Financial Times, Prentice Hall., London, [ISBN: 978-027377896].
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Northouse, P. G.. (2018), Leadership: Theory and Practice., 8. Sage., London, [ISBN: 978-148331753].
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Tiernan, S. D., Morley, M. & Foley, E.. (2013), Modern Management; Theory and Practice for Irish Students., 4. Gill MacMillan, Dublin, [ISBN: 978-071715632].
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Henderson, J. & Atkinson, D.. (2003), Managing Care in Context., London; Open University.
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Noel Howard,Denise Lyons. (2014), Social Care, Gill Education, p.320, [ISBN: 9780717159697].
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Ken Blanchard Broadwell,Renee. (2018), Servant Leadership in Action, Better World Books, [ISBN: 9781525272349].
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Kotter, J. and Rathgerber, H. (2006), Our Iceberg is Melting, 2. Penguin Random House, London, [ISBN: 978-039956391].
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O’Sullivan, T.. (2011), Decision Making in Social Work., UK; Palgrave Macmillan, [ISBN: 978-033368481].
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Taylor, B.. (2010), Professional Decision Making in Social Work (Post-Qualifying Social Work Practice Series), Learning Matters.
| Supplementary Book Resources |
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Thomas G. Cummings, Christopher G. Worley.. Organization development & change, 10. ; Cengage Learning, [ISBN: 9781133190455].
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Gold, J., Thorpe, R. and Mumford, A.. (2010), Leadership and Management Development. 5th Edition, London: CIPD, [ISBN: 978-184398244].
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Hughes, M.. (2010), Managing Change: A Critical Perspective,, London: CIPD..
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Hodges, J.. (2016), Managing and Leading People Through Organizational Change: The theory and practice of sustaining change through people, 1. [ISBN: 9780749474195].
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Kotter, J and Cohen. D.. (2012), The Heart of Change: Real-Life Stories of How People Change Their Organizations, Harvard Business School.
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Senior, B. and Swailes, S.. (2010), Organizational Change. 4th Edition, Harlow: Financial Times, Prentice Hall..
| This module does not have any article/paper resources |
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Other Resources |
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