Module Title: | Contemporary Approaches to Leadership and Change Management |
Language of Instruction: | English |
Teaching & Learning Strategies: |
• Lectures
• Discussion
• Case studies
• Problem-solving exercises
• Readings
• Self-directed learning
|
Module Aim: |
The aim of this module is to develop students' awareness of contemporary approaches to leadership in social care, relating specifically to organisational change and the effects of power, politics and culture on leading interdisciplinary teams. |
Learning Outcomes |
On successful completion of this module the learner should be able to: |
LO1 |
Recognise the impact of contemporary approaches to leadership as practice frameworks within specific social care practice settings (D2 10 D5 12) |
LO2 |
Apply contemporary leadership approaches for the developments of safe environments (D3 14), with positive risk taking (D3 10 12 14) and professional boundaries in a variety of settings (D1 21 D5 12) |
LO3 |
Assess organisational structures, systems and cultures and contexts (D5 14), especially the effects of power (D2 12), politics and ethical conflict (D1 19), neo liberal politics in social care, gender, social class and ethnicity in interdisciplinary teamwork (D2 14). |
LO4 |
Analyse planned and emergent system-level change processes in social care settings (D5 12 15). |
Pre-requisite learning |
Module Recommendations
This is prior learning (or a practical skill) that is recommended before enrolment in this module.
|
9992 |
PRTC C3701 |
Supervised Professional Practice 2 |
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. |
No incompatible modules listed |
Co-requisite Modules
|
No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. |
No requirements listed |
Module Content & Assessment
Indicative Content |
Contemporary Leadership Theories
Leadership as process, not position; Servant leadership, transformational Leadership, Authentic Leadership. Leadership approaches in practice (D2 10).
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Leading the Development of Psychologically Safe Environments
Psychologically Safe Environments (D3 14), minimise risk (D3 14), positive risk taking. Maintain professional boundaries with service users within a variety of social care settings and be able to identify and manage any associated challenges (D1 21)
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Leading Change
Nature of change Models of change, Planned change, emergent change. Tools for change management leading Change: skills needed and leading through resistance (dark/shadow side) (D5 15)
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The Impact of Culture, Power and Politics on Leading Teams
Examination and understanding of organizational cultures and the impact of culture, power and politics on leading teams, interdisciplinary teamwork. Organisational structures, systems and cultures (D5 14), effects of power (D2 12), politics and conflict (D1 19) interdisciplinary teamwork (D2 14)
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Assessment Breakdown | % |
Continuous Assessment | 40.00% |
End of Module Formal Examination | 60.00% |
Continuous Assessment |
Assessment Type |
Assessment Description |
Outcome addressed |
% of total |
Assessment Date |
Other |
Essay/ case study/ problem based learning exercise critically considering leadership in social care settings.(D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15) |
1,2,3,4 |
40.00 |
n/a |
End of Module Formal Examination |
Assessment Type |
Assessment Description |
Outcome addressed |
% of total |
Assessment Date |
Formal Exam |
(D 1 19 21, D2 10 12 14, D3 10 12 14, D5 12 14, 15) |
1,2,3,4 |
60.00 |
End-of-Semester |
SETU Carlow Campus reserves the right to alter the nature and timings of assessment
Module Workload
Workload: Full Time |
Workload Type |
Frequency |
Average Weekly Learner Workload |
Lecture |
12 Weeks per Stage |
2.00 |
Independent Learning |
Per Semester |
4.04 |
Total Hours |
125.00 |
Module Delivered In
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