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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.
The formal class hours are from 09.00 to 17.30 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, etc. during the week is expected. And this may include working with groups of current students on tasks/activities that contribute to assessment. The module leader will advise on the details of appropriate involvement expected.
Jackie embarked on her first career in personnel management in the early eighties, culminating in the late 1980's as Board-level Director of Human Resources in a large National Health Service organisation. Whilst employed within the NHS, she graduated from her Chartered Institute of Personnel and Development qualifications and in the early 1990's completed a part-time Masters degree in Law and Employment Relations. Following these studies, the lure of academe in the early 1990's was strong and when the opportunity emerged to direct the first Masters Programme in Management and Leadership in the UK, at the University of Leeds, she leapt at the prospect. Her second career commenced in academe, in 1993 and she completed a Postgraduate Certificate in Learning and Teaching in Higher Education. Her subsequent part-time PhD research explored questions of leadership, gender, power and identity for managers and organizational leaders. It sought to examine new ways of researching, conceptualising and practising leadership in organisations.
Jackie's portfolio of activities involves her in teaching, research, executive education and consultancy across organisations in both private and public services sectors, and the following provides some highlights of that work.
Teaching:
Jackie has extensive teaching experience, at undergraduate, postgraduate and executive level, within the core subject areas of leadership, the sociology of work, gender, organisation studies and human resource management. She teaches on a range of programmes within the School of Management, including Managing People and Managerial Leadership MBA modules, Organizational Behaviour and Sociology of Work (undergraduate) and HRM (undergraduate) modules. She is also engaged in consultancy and leadership development programmes within Executive Education, including the NHS, Local Government, SMEs and retail sectors.
Research Interests:
Particular areas of research interest are associated with critical approaches to leadership, gender, management and organization studies. Current research studies include: an exploration of the narrative identities of managers as leaders; a study of recruitment and retention of older staff within public service organizations; and analyzing the impact on individuals of fundamental organizational change, such as mergers and takeovers. In conjunction with colleagues, she was involved in a major national research project into how organizations in the public and private sectors undertake leadership development for senior managers. She is presently exploring research associated with the aesthetics of leadership for which she is intending to apply for an ESRC research grant. She is interested in the further development of critical, poststructuralist and psychosocial research methods and approaches that inform a better understanding of the experiences of working and organizational life. She completed a collaborative monograph in 2008 entitled 'Leadership as Identity: Constructions and Deconstructions', published through Palgrave. In addition she has worked with colleagues on a jointly edited collaborative book entitled 'Making Public Services Management Critical' published through Routledge in 2009.
Executive Education:
Primary areas of consultancy and development activity include supporting individuals to achieve their personal development goals; executive coaching for public and private sector managers; devising and running learning sets, seminars and workshops on alternative and innovative approaches to leadership development; providing interpersonal and business skills development programmes for a range of public and private sector professional groups. She is especially interested in using both narrative and visual methods to elicit debate in organisations on ways in which managers can further enhance their skills so as to achieve workplaces in which staff feel motivated and supported.
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
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