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This module aims to develop a comprehensive understanding of the major theories concerning leadership within work organizations, their validity and utility, and an increased understanding of the way participants' behaviour can affect the feelings, attitudes and behaviour of people at work.
This module explores the concept and process of leadership and provides a basis for you to increase your personal effectiveness as leaders. It will draw on leadership research, theory and best practice in its approach to achieving these aims. The module does not include role playing or skill practice exercises. It will, however, examine leadership and leadership development topics and issues in business, politics and public service of interest and relevance to you.
Module Methodology
The formal class hours are from 09.00 to 17.00 hours each day, with breaks for lunch and for refreshments during the mornings and afternoons. Group work is expected both during formal class hours and afterwards (in the evenings).
1. Knowledge and Understanding
On successful completion of this module you should be able to critically evaluate
the scientific merit and practical relevance of the major theories of leadership
and associated methods of leadership development.
2. Discipline Skills
On successful completion of this module you should be able to develop a clearer
understanding of your own leadership behaviour and how better to ‘lead’
others in work contexts.
3. Personal Transferable Skills
On successful completion of this module you should be able to demonstrate skills
that enable you to improve your own leadership effectiveness.
Alumni will be sitting in on modules and will not undertake assessment. However, full involvement in the class and all activities, exercise, cases, and discussions during the week is expected. This may include working with groups of current students on tasks and other activities. The module leader will advise on the details of appropriate involvement expected.
Dr Gareth Edwards
Gareth is a Senior Lecturer in Organisation Studies at the Faculty of Business and Law at the University of the West of England, Bristol. Gareth has published on subjects such as distributed leadership, community perspectives on leadership, leadership development, culture and leadership, and the challenges of leadership across organisations. His current interests are in the application of ideas on aesthetics and leadership, community and dispersed theories of leadership. Gareth is a psychologist and started his career working for The Leadership Trust Foundation an executive development company based in Herefordshire in the UK. Over the twelve years he spent there he was involved in teaching leadership, change and organizational analysis on a wide range of organisations from large multinationals in the private sector to public sector organisations and SMEs. He has been involved in designing and delivering leadership development programmes for the following organisations: Knauf, DuPont, the Royal Air Force, Rexam, British American Tobacco, Sheffield Hallam University, World Vision, Sport England, Royal Bank of Canada, Arts Council England, William Hill, PWC, Centrex, The Home Office, Four Seasons Health Care, Job Centre Plus, The Learning and Skills Improvement Service, Scottish Enterprise and various UK NHS Trusts . Gareth is also on the council of the British Academy of Management (BAM) and is chair of their special interest group on leadership and leadership development. Gareth has publications in the International Journal of Management Reviews, Advances in Developing Human Resources, Leadership and Organisation Development Journal and Organisations and People.
View full profile for Dr Gareth Edwards
Professor Beverly Alimo-Metcalfe
Beverly is Professor of Leadership in the Bradford University School of Management, with an international reputation in the field of leadership studies - an area of interest for over 20 years. She has a passionate interest in embedding the ethical application of leadership throughout organisations and in supporting individuals and organisations in strengthening their capacity for engagement, innovation, collaboration and effectiveness. Beverly is also Emeritus Professor of Leadership Studies at the University of Leeds and Chief Executive of the Real World Group, who are leading experts in leadership development, research, consultancy and diagnostics.
In 2001, while holding the Chair of Leadership Studies at the University of Leeds, she and Dr John Alban-Metcalfe completed ground-breaking research into leadership, involving over 4,000 individuals in public and private sector organisations in the UK, which led to the emergence of a new model of ‘engaging’ transformational leadership. As a result of the increasing demand for instruments and consultancy based on this model, she established a University of Leeds spin-out company, Real World Group, which undertakes research into leadership, culture, and diversity; creates robust diagnostic instruments; and undertakes major leadership and cultural transformation projects across the public and private sector.
Most recently, she and colleagues at Real World Group completed a Department of Heath-funded three-year longitudinal study with partners at Kings College that identified that a culture of engaging leadership significantly predicted the productivity, morale and well-being of multi-professional teams. She has just begun a 2nd such study of around 100 different types of mental health teams across a Strategic Health Authority in England.
Beverly has been involved in the design and implementation of major organisational change programmes for several large public-sector organisations, including local authorities, NHS trusts, police and fire and rescue services, universities and, increasingly, private-sector companies, including those in the fields of transport, IT, and marketing.
Her advisory roles have included membership of the Police Leadership Development Board, the think tank of the National College for School Leadership, the Fire & Rescue Service Leadership Panel, the Local Government Leadership Commission and the UK Government’s Macleod Review of Employee Engagement. She is also a Patron of Women in Management.
Beverly became Chair of Leadership at the Bradford University School of Management in 2008, working on a part-time basis and balancing this role with being the Chief Executive of Real World Group. She spends much of her time presenting at conferences and seminars nationally and internationally and working with Boards on their development. She holds an MSc, MBA and PhD from Bradford University.
View full profile for Professor Beverly Alimo-Metcalfe
Bradford University School of Management, Emm Lane, Bradford BD9 4JL
Tel: +44 (0)1274 234393 Fax: +44 (0)1274 234405 E-mail:
management@bradford.ac.uk
The School of Management is a school of the
University of Bradford
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