LEADERSHIP AND DECISION MAKING PROJECT - 2019/0
Module code: MANM450
This is an advanced, research-led module on leadership and decision making. The module will draw upon a wide range of disciplines, including social psychology, cognitive psychology, organisational behaviour and managerial cognition to introduce students to the contemporary theories, research and practices or judgement, decision making, and leadership.
Leadership is the process through which individuals influence and are influenced by one or more people to accomplish group/organisational goals. It is one of the most important determinants of employee well-being and performance as well as organisational effectiveness.
A central part of effective leadership and management is decision making under various organisational and contextual conditions. The rationale for this module is to enable students to critically evaluate different approaches to leadership and decision making in organisational settings and to understand the determinants of leadership and decision-making effectiveness and leadership development.
Surrey Business School
COJUHARENCO Irina (SBS)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
Module cap (Maximum number of students): N/A
Prerequisites / Co-requisites
Indicative content includes:
Models of organisational leadership and organisational development and change
Global working, leadership and diversity management
Leadership development diagnostics and methods
Contemporary theories and practices of effective decision making
Judgement and Heuristics in Decision Making
Entrepreneurial Decision Making and Creativity
Strategic Decision Making
|Assessment type||Unit of assessment||Weighting|
|Oral exam or presentation||COURSEWORK (GROUP)||60|
COURSEWORK (INDIVIDUAL) - 60%
The assessment strategy is designed to provide students with the opportunity to demonstrate advanced understanding of the subject matter and mastery of the learning outcomes through practical application.
The former is assessed through an individual portfolio demonstrating the student's personal engagement with the relevant current research and their personal development as leaders and decision makers.
The latter is assessed as an integrative collaborative project that showcases students' subject-specific knowledge and cognitive skills as well as their practical ability to apply their learning to complex problems and tasks in the relevant domain of professional practice.
Thus, the summative assessment for this module consists of:
Group presentation based on the module project (20 min) worth 60% of the total module mark
Individual portfolio (2,500 words) worth 40% of the total module mark
Students who may need to re-sit the group element of assessment will submit of piece of individual coursework (3,000) words similar to the content of the group presentation and worth 60% of total marks.
Formative feedback is offered on an ongoing basis during seminars/group discussions, active earning sessions and project tutorials, which may be done face-to-face or online (synchronously).
Formative feedback is provided as detailed above.
Summative feedback is provided in writing, separately for each of the elements of assessment.
- Develop students' critical awareness of theories and models of leadership behaviour.
- Develop an advanced understanding of concepts, theories and processes of leadership effectiveness and development.
- Develop an advanced understanding of key theories of judgement and decision making in organisations.
- Provide an advanced integrative understanding of the role of leaders in developing organisations and leading organisational change.
- Develop a practical ability critically to evaluate managerial decisions and actions.
- Enable students to develop awareness of their own leadership styles and development needs.
- Enable students to develop their own decision-making skills.
|001||Demonstrate knowledge and critical understanding of contemporary theories of leadership, judgement and decision making.||CK|
|002||Demonstrate critical awareness of current research in leadership and decision making.||KCP|
|003||Discuss with reference to relevant theories and current research the contemporary challenges and emerging trends in leadership and decision making practice.|
|004||Discuss and critically evaluate the current practice of leadership and decision making in organisations.|
|005||Demonstrate the ability to think critically and creatively about the ways in which judgement and decision making shape organisations.||KCPT|
|006||Demonstrate the ability to apply theoretical knowledge to organisational problems and practices, and identify practical solutions and implications.||KPT|
|007||Identify their own leadership style and evaluate their own leadership competency development needs.||CPT|
|008||Reflect critically and constructively on their own decision-making skills.||CPT|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Overall student workload
Independent Study Hours: 72
Methods of Teaching / Learning
The learning and teaching strategy is designed ont he principles of project-based experiential pedagogy and thus combines research-informed academic content with applied learning through project work.
Learning and teaching is reasearch-led and follows a student-focused, experiential, flipped-classroom methodology with online elements. It comprises lectures seminars, group discussions, Masterclass sessions, study trips, practical platform design workshops and project tutorials. It includes active and self-directed learning - both group and individual.
Prior to attending the lecture and seminar, students are expected to undertake the essential reading and complete any set work for the sessions.
The project work, which is the basis of both active learning and module assessment, is designed to give students te experience of applied engagement with the latest research and practice in the are of leadership and decision making. This is supported by a series of Masterclass sessions - which may include talks from guest practitioners, research seminars, webinars, company visits - as well as dedicated group project tutorials - run face-to-face or online (synchronously).
Taken together, these sessions are designed to support student learning through project work and provide formative feedback in preparation for the assessment.
The learning and teaching methods include:
Lectures are mainly designed to illustrate and explain theoretical concepts and models.
Seminars/group discussions redesigned to develop a more practical insight into the applied nature of the various topics covered: they help explore the theoretical concepts and models by reference to a range of topical issues and case studies.
Active learning includes engaging in classroom practical exercises, video and case analyses, and group project work.
Active learning through online study (synchronous and asynchronous);
Self-directed learning pertains to engaging with learning materials and undertaking desk-research required for classroom participation and assessment.
Study trips and designed to allow students the opportunity to observe the phenomena they study in practice and engage with the relevant practice and practitioners in their own setting and context.
Masterclass sessions are there to support the student-led projects, which run throughout the duration of the module and are the basis for the module assessment. Masterclass sessions deal with current issues of direct relevance to student projects and are informed by the latest research and business practice.
Project tutorials support students in their project work through systematic review of progress, discussion and formative feedback from an academic tutor. These may be run face-t-face or online (synchronously).
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Reading list for LEADERSHIP AND DECISION MAKING PROJECT : http://aspire.surrey.ac.uk/modules/manm450
Programmes this module appears in
|Management MSc||2||Optional||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2019/0 academic year.