Postgraduate Course: Strategic Leadership (EMBA) (CMSE11287)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 20 |
ECTS Credits | 10 |
| Summary | The course aims to set out the changing global context within which business leadership occurs and to explore the implications for the nature of leadership and requirements of strategic leaders in the future. |
| Course description |
The course provides an integrating platform for the MBA. The course begins with a series of frame-setting seminars exploring the global challenges and implications arising from climate change, water insecurity, poverty, health issues, the energy crisis, globalisation and technological innovation. Facilitated by faculty, we will draw on contributions from the University¿s new Global Academies, business practitioners and NGOs. These introductory seminars will be followed by a series of lectures and debates across Semester 1 and 2, led by the Business School¿s faculty from the Centre for Strategic Leadership. In addition to setting an important context for strategic leadership, this course will serve as a point of integration across the MBA courses, using content experts to explore cross-cutting issues.
Syllabus
Setting the context in which business leadership occurs
Strategic Leadership and Board Governance
Shared strategic and team leadership, decision making, and alignment
The role of numbers in strategic leadership through accounting and financial reporting
Strategic leadership of technology and innovation
Entrepreneurial thinking in leadership
Issues of power and relations with media
Leadership in managing human, social capital and radical change
Global strategic leadership issues
Leadership and natural capital
Student Learning Experience
The learning strategy for the course is for participants to complete key readings from recommended textbooks and articles, attend interactive lectures and seminars led by practitioners, faculty and other thought-leaders. Participants are encouraged to share their own experiences on leadership and the implementation of strategy within organisations. Slides and supporting materials are made available on the course website, accessible through Learn.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Full Year |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
200
(
Lecture Hours 48,
Summative Assessment Hours 88,
Programme Level Learning and Teaching Hours 4,
Directed Learning and Independent Learning Hours
60 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Individual Report (60%)
Individual Reflective Assignment (40%)
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| Feedback |
All students will be given at least one formative feedback or feedforward event for every course they undertake, provided during the semester in which the course is taken and in time to be useful in the completion of summative work on the course.
Feedback on formative assessed work will be provided within 15 working days of submission, or in time to be of use in subsequent assessments within the course, whichever is sooner. Summative marks will be returned on a published timetable, which has been made clear to students at the start of the academic year.
Students will be provided with electronic written feedback for all coursework. Coursework and exam scripts cannot be taken away by students. Students who wish to view a marked piece of coursework or an exam script, should contact the programme support team to arrange a time.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Critically analyse an organisation for strengths and weaknesses in strategic leadership.
- Critically compare alternative approaches to understanding strategic leadership.
- Identify and discuss critically the relationship between businesses and global challenges.
- Understand and discuss critically the links between strategic leadership, innovation and organizational change.
- Understand and discuss critically the direct and indirect role of strategic leadership and strategic leaders within and across organisations.
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Reading List
| Guidance on reading will be provided during the course. |
Additional Information
| Graduate Attributes and Skills |
Cognitive and Subject Specific Skills:
-Demonstrate holistic and interconnected thinking on business leadership issues and practice.
-Relate strategic leadership to the role of business and management functions.
-Engage in sophisticated debate and argument on contemporary leadership issues.
Transferable Skills:
-Demonstrate enhanced interpersonal skills arising from practice in role play and debate.
-Successfully undertake independent reading and enquiry.
-Articulate convincing arguments in writing.
-Engage in active debate about one's own or potential leadership practice and experience.
-Develop self-awareness through active written reflection.
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| Keywords | Not entered |
Contacts
| Course organiser | Prof Susan Murphy
Tel: (01316)51 5548
Email: |
Course secretary | Miss Kate Ainsworth
Tel: (0131 6)51 7761
Email: |
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