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Leadership, Complexity and
Change (LCC)
Module Aims
The module covers three interrelated areas that are fundamental for
students of management and management practitioners:
➢Leadership,
➢Complexity
➢Change.
• The module deals with analysis and implementation moving
between both theory and practice.
• You will develop new creative insights into leadership and
management practice.
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Learning outcomes:
➢Understand key aspects of the leadership of organisational complexity and change in
national and international contexts with a greater appreciation of the implications of risk and
unpredictability
➢Recognize opportunities to engage proactively with change and adopt an entrepreneurial
attitude, working with others, in order to achieve enhanced group and organisational
performance
➢Build collaborations across organisational boundaries and to support inter organisational
learning within diverse partnerships
➢Understand the value of diversity in organisations, including its impact upon leadership
style, individual contributions to groups, and cross-cultural working
➢Demonstrate critical self-awareness in relation to the ethical dilemmas inherent in
leadership and reflecting an appreciation of the significance of CSR (corporate social
responsibility), sustainability and political activity
➢Creatively and critically reflect on their own practice, experience and self development
➢ Communicate professionally through the clear and well-articulated presentation of
complex ideas and arguments
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Contents
• Unit 1 - Introduction to the Module: Leadership in a changing world
• Unit 2 – Leading and Managing People: Basic concepts
• Unit 3 - Transformational and Charismatic Leadership
• Unit 4 - Strategic Leadership, Boards and Risk
• Unit 5 - Leadership, Identity and Context
• Unit 6 - Distributed and Shared Leadership- and ‘Friendly Consulting
• Unit 7 – Management of Change
• Unit 8 - Leading Change in Complex Systems
• Unit 9 – Leadership, Power, Politics and Diversity
• Unit 10 – Leadership, Ethics and Authenticity
• Unit 11 – Leadership and Culture
What Is a Leadership Strategy?
• A leadership strategy is a map that aligns investments in
leadership development with the strategy, goals, and
aspirations of the business.
• A leadership strategy makes explicit how many leaders are
needed, what kind, where they’re needed, with what skills,
and behaving in what fashion, both individually and
collectively to achieve the desired outcomes.
• It also identifies other issues the organization must consider, such as
whether current talent systems (like onboarding or performance
management) support the culture and leadership the organization
wants to create.
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Why You Need a Leadership Strategy
• Every leader is aware that a well-defined business strategy is
important. But few give thought to the leadership strategy that’s
needed to make it happen.
• Too often, organizations hold onto an old list of leadership
competencies (or just keep endlessly adding to their existing
list). Others create talent programs that are too generalized by not
factoring in the specific business strategies of their organization.
• This disconnected approach to developing organizational and
individual leadership won’t equip senior management, up-and-
coming talent, or everyday leaders to adapt to change and meet new
goals.
• When setting bold strategies that call for changes in the direction or
capabilities of the organization, consider the leadership gap. One of
the first questions to ask is: Do we have the leadership we need for
the strategy we’ve set?
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4 “I’s” of Transformational Leadership
1. Intellectual Stimulation
• Transformational leaders question the “this is the way we’ve always
done things” mentally, taking on the status quo and challenging
assumptions of even veteran leaders.
• They encourage this same mindset in their employees.
• This means emphasizing new experiences, new opportunities and
innovative ways of thinking.
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2. Individual Consideration
• One of the key transformational leadership traits is the ability to
transmit a sense of the larger culture to the individual, giving
employees a feeling of ownership in company goals and
independence in the workplace.
• Transformational leaders do not dictate ideas from a bubble and then
leave it to employees to carry them out.
• They are concerned with the professional development of employees
and foster positive relationships with them.
• This involves keeping lines of communication open, attending to the
individual needs of employees, mentoring them and recognizing each
person’s unique contributions.
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3. Inspirational Motivation
• Employees want leaders to impart a vision that is appealing and
worthy.
• Transformational leaders do that by communicating a vision so well,
that followers internalize it and make the goal of achieving that vision
their own.
• That starts with giving employees a strong sense of purpose and
setting high standards and expectations for achievement.
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4. Idealized Influence
• As mentioned above, the best way to impart inspirational motivation
to employees is to positively model it.
• Transformational leaders serve as role models for employees in every
way.
• That also includes modeling ethical and socially desirable behavior,
maintaining a dedication to work goals and exhibiting enthusiasm
about company strategy.
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Describe the concept of emotional intelligence
and its role in leadership effectiveness.
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