Unit content
1 Understand the relationship between strategic management and leadership
Strategic management and leadership: functions of strategic management eg reviewing strategic aims and objectives, improving organisational performance, creating, communicating and implementing change, developing and leading high performance teams, strategic decision making; definitions of leadership eg Mintzberg’ s 10 Managerial Roles; followership; direct versus indirect leadership; link between strategic management and leadership eg the skills of the leader to achieve the strategic objectives
Management and leadership style: style eg autocratic, bureaucratic, charismatic, laissez-faire, persuasive, participative; influences on style eg culture of organisation, characteristics of the manager / leader; impact of styles on strategic decisions; adapting management and leadership styles in different situations
2 Be able to apply management and leadership theory to support organisational direction
Theories: universal theories such as Transformational Leadership, Transactional Leadership( Bennis, Bass), charismatic leadership( Weber, Conger and Kanungo); contingency theory eg Fiedler; situational theories eg Hersey and Blanchard, Vroom and Yetton, tri-dimensional leadership theory( Yukl)
Emotional intelligence: influence on leadership effectiveness, drivers; constrainers and enablers; studies on Emotional Quotient( EQ) eg Goleman, Higgs and Dulewicz
Applicability to support organisational direction: factors eg efficiency, reliability, innovation, adaptation and human resources in sectors, organisations and subunits; size and stage of development of organisation eg business start-up versus established business; turnaround leadership, cultural issues
3 Be able to assess leadership requirements
Assess leadership requirements: generic challenges eg virtual organisations, diversity, globalisation, economic climate, world threats, ethics and corporate social responsibility; e-leadership, mergers and takeovers, restructuring, integrity leadership, diverse teams, partnerships and alliances, regulatory compliance, changes in reporting and control, new technology, interim leadership