Teaching Responsibility

LJMU Schools involved in Delivery:

Liverpool Business School

Learning Methods

Workshop

Module Offerings

7003LODSLA-SEP-MTP

Aims

This module aims to explore the concept of leadership through a personal, professional and organisational lens. Learners will be introduced to and draw upon theoretical perspectives to illustrate the complexity of leadership within different sectors. As a result, learners will locate and challenge both personal and professional constructs of leadership and leader development.

Module Content

Outline Syllabus:
Participants will explore specific leader behaviours and strategies necessary to align, motivate and inspire employees. It aims to re-energise leaders, inspire those they lead and help them to gain insight into their leadership strengths.
Module Overview:
This module aims to explore the concept of leadership through a personal, professional and organisational lens. Learners will be introduced to and draw upon theoretical perspectives to illustrate the complexity of leadership within different sectors. As a result, learners will locate and challenge both personal and professional constructs of leadership and leader development.
Additional Information:
  • This is a training course and the course is non-credit bearing, therefore, does not take account of national qualification frameworks and benchmarks. There is no QF framework, but the content relates to the Knowledge, Skills and Behaviours (KSBs) standards for the programme (see https://www.instituteforapprenticeships.org/apprenticeship-standards/senior-leader-v1-1). The programme is a Senior Leader Apprenticeship (SLA) and is aligned to the SLA Standards.
  • There is no formal award from the University.
  • The approved intake dates are January and September.
  • The programme code is 36696.
  • The completion of the portfolio will be via engagement with in-class activities.
  • On successful completion of the End Point Assessment (EPA - non-integrated) for the apprenticeship, participants will achieve the Level 7 SLA and Chartered Manager status.

 

SLA Standards for completion of the portfolio:

Organisational Values -
  • K2 Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications
  • K6 Ethics and values-based leadership theories and principles
  • K13 The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders
  • K19 Approaches to developing a Corporate Social Responsibility programme
  • K20 The organisation’s developing communications strategy and its link to their area of responsibility
  • S1 Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes
  • S7 Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management
  • S8 Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance
  • S10 Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies
  • S21 Shape and manage the communications strategy for their area of responsibility

Finance, Workforce, Planning and Procurement -
  • K11 Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion
  • S9 Drive a culture of resilience and support development of new enterprise and opportunities
  • S12 Oversee procurement, supply chain management and contracts
  • S14 Create an inclusive culture, encouraging diversity and difference and promoting well-being
  • B4 Value difference and champion diversity

Driving Change and Risk Management -
  • K1 How to shape organisational mission, culture and values
  • K4 Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability
  • K7 Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change
  • K17 Crisis and risk management strategies
  • S4.1 Lead change in their area of responsibility, create an environment for innovation and creativity
  • S5 Lead and respond in a crisis situation using risk management techniques
  • S6 Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries
  • B1 Work collaboratively enabling empowerment and delegation

Team Working and Development -
  • K10 Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures
  • K18 Coaching and mentoring techniques
  • S4.2 Establish the value of ideas and change initiatives and driving continuous improvement
  • S15 Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate
  • S16 Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area
  • S17 Lead and influence people, building constructive working relationships across teams, using matrix management where required
  • S18 Optimise skills of the workforce, balancing people and technical skills and encouraging continual development
  • B2 Take personal accountability aligned to clear values
  • B5 Seek continuous professional development opportunities for self and wider team

Assessments

Portfolio