This is a Masters administration/ course outcomes based leadership, it is very closely linked to strategic management and leading effective change
The summative assessment will comprise a robust, organizational leadership approach set out in essay style/ (3,500 words) to include a creative implementation plan. Students will demonstrate a reasoned argument to support a particular leadership style and approach to achieve best outcomes with reference to their own organisation or experience. If you do not currently work in a public sector setting, you may choose a public sector setting such Housing U.S. Department of
Housing and Urban Development. assess the leadership style under the present system and recommend any changes as a result of the learning in the course. Your report should focus carefully on the outcomes sought from any changes in leadership.The summative assessment will comprise a robust, organizational leadership approach set out in essay style/ (3,500 words) to include a creative implementation plan. Students will demonstrate a reasoned argument to support a particular leadership style and approach to achieve best outcomes with reference to their own organisation or experience.
in addionion to the references you will use please note the Recomended text/ reading
Armstrong, M. (2009). Armstrong’s handbook of management and leadership: A guide to managing for results (2nd ed.)
Armstrong, M. (2012). Armstrong’s handbook of management and leadership: A guide to managing for results (3rd ed.)
Armstrong, M. (2016). Armstrong’s handbook of management and leadership: A guide to managing for results (4rh ed.).
Cameron, E., & Green, M. (2009). Making sense of change management (2nd ed.).
Cameron, E., & Green, M. (2015). Making sense of change management (4th ed.).
Goleman, D. (1998). Working with emotional intelligence. London: Bloomsbury.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
Kotter, J. P. (1977). Power, dependence and effective management. Harvard Business Review, 55(4), 125-136.
Kotter, J. P. (1982). What effective general managers really do. Harvard Business Review, 60(6), 156-167.
MacGregor, D. (1960). The human side of enterprise. Maidenhead: McGraw Hill.
Mullins, L. J. (2010). Management and organisational behaviour (9th ed.).
Mullins, L. J. (2016). Management and organisational behaviour (11th ed.).
Armstrong, M. (2009). Armstrong’s handbook of management and leadership: A guide to managing for results (2nd ed.)
Armstrong, M. (2012). Armstrong’s handbook of management and leadership: A guide to managing for results (3rd ed.)
Armstrong, M. (2016). Armstrong’s handbook of management and leadership: A guide to managing for results (4rh ed.).
Cameron, E., & Green, M. (2009). Making sense of change management (2nd ed.).
Cameron, E., & Green, M. (2015). Making sense of change management (4th ed.).
Goleman, D. (1998). Working with emotional intelligence. London: Bloomsbury.
Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
Kotter, J. P. (1977). Power, dependence and effective management. Harvard Business Review, 55(4), 125-136.
Kotter, J. P. (1982). What effective general managers really do. Harvard Business Review, 60(6), 156-167.
MacGregor, D. (1960). The human side of enterprise. Maidenhead: McGraw Hill.
Mullins, L. J. (2010). Management and organisational behaviour (9th ed.).
Mullins, L. J. (2016). Management and organisational behaviour (11th ed.).