Module Handbook

Leadership and Management Theories

BS4S16
1. Welcome
Welcome to the module handbook for BS4S16 Leadership and Management Theories. This
document contains all the background information you need for the module, including the
topic list and general guidance on the assessment.

Please note this workbook does not contain the module readings. A recommended text(s),
guided readings and case study material are supplied in the Virtual Learning Environment
(VLE) each week. At the same time, you are expected to engage in your own research for
reading material both in terms of contemporary business issues and academic literature.

2. Module Aims:

1. To develop knowledge and understanding of a range of leadership and management

theories and their contemporary application in a range of organisational settings;
2. To provide a theoretical framework to support the development of critically reflective
leadership and management practice
3. To prepare individuals for and/or development of a career in business and management.
This may be achieved by creating opportunities to understand and critically evaluate the
role leadership and management has in contributing to the achievement of
organizational objectives

4. Learning Outcomes:

Upon successful completion of the module students will:

 Critically evaluate the development of leadership and management theory;

 The ability to critically appreciate the nature of leadership and management theories
and their application in a range of organisational settings.

5. Synopsis of Module Content

This module focuses on some of the key leadership and management theories and assesses
their influence on organisational practices. In the early 20th Century, there were important
developments in formalising ideas on leadership and management into more systematic,
theoretical frameworks. Today, leadership and management practices are informed by a
range of theories and ideas. The first part of this module reviews the origins and
development of management and leadership theory in historical terms. Here it traces the
contributions of key figures such as Frederick Winslow Taylor, Henri Fayol and Max Weber.
Their contributions were formative in establishing a distinct discipline, and in theorising
management, work and organisations. These are termed ‘Classical’ approaches in the
literature. The module explores the human-focused, behavioural approach that examined
the importance of relationships between people, motivation and work. The contributions of
Elton Mayo, Douglas McGregor, Abraham Maslow and others will be examined.
The remainder of the module focuses on contemporary questions in leadership and
management theories. It draws on the work of a range of scholars in critically evaluating the
significance of knowledge and knowledge management, culture, and globalisation in
management. It engages with different approaches to strategy and critically evaluates
leadership and management from these alternative perspectives.

Summary of themes

 Classical Approaches (Scientific Management (Taylor 1856 - 1917), Administrative

Management (Fayol, 1841 - 1925 ) , and Bureaucratic Management (Weber, 1864 -
1920)
 Behavioural Management
 Developing Criticality
 Theoretical Development and Strategy
 Culture, Leadership and Management
 Leadership Theories and Styles

6. Teaching Methods:
The teaching will consist of a mixture of readings, formative (weekly) written tasks, peer
and other discussion groups/ forums and a summative assignment. Please note:
although formative weekly tasks and peer discussions do not count towards your final
grade, they are intended as means of providing feedback to help with your summative
assessment. Each formative weekly task is a good opportunity to receive instructor
feedback in the form of commentary. Therefore, it is absolutely crucial that students
participate as fully as possible in the tasks set. This is where a great deal of the learning
takes place. Failure to participate will almost inevitably lead to a shallow approach to
assessment that is then reflected in the marks awarded. The ability to engage in critical
appraisal is a necessary element in Masters level study.

7. Assessment requirements

The assessment consists of one written assignment, which will involve a critical evaluation
of leadership and/or management theory in a contemporary setting of 6,000 words (+/- 10
per cent). The assessment set does vary so please consult the assignment guidance for
further details on your assessment.

4 Further Guidance

Whatever form your assignment takes, you will be asked to critically evaluate theory
and apply it to contemporary practice in relationship to leadership and/or
 management. The following is generic guidance which relates to all the assignments
set in this module.

1. Your (brief) introduction to:

a. Introduction to your assignment (scope, focus, methodology)
b. your leader/organisation (general information to set the
context, organisational structure, culture etc. (here you may
wish to use theoretical constructs to support your discussion));
2. Contextual discussion of the broader development of leadership or
management theory as appropriate to the chosen topic for critical
evaluation;
3. Your critical evaluation of your chosen leadership or management
theory but you should constantly “funnel down” so that you can show
your ability to be critically evaluative in your approach. Remember to
try and show that you understand the theory as it has developed from
seminal work over time.
4. The practice in relation to your organisation (specific, precise
examples not generalisations);
5. Your commentary on the fit between theory and practice. This should
be explicit.

Your Theoretical Topic

As with any assignment, this will drive your learning and you will be working on this
independently for several weeks. You will become an expert in this area so find something
in which you are interested. Also, in developing your theoretical understanding, you will
also develop your own personal paradigm in relation to this area which is likely to underpin
your practice as a manager in the future (essentially this is the whole point of doing a
masters’ as a practising professional).

 Do you have enough information to apply this particular theoretical topic to your
leader, manager or organisation?
 Are you able to place your topic within the broader context of the development of
leadership or management theory?
 Do you understand the origins of this particular theoretical topic? What seminal
works relate to this topic and are you able to show your understanding of its origin
and development over time?
 Are you aware of the contemporary theoretical debates and which key authors are
writing in this area (note that this will be usually found in journal articles)?
 Are there different perspectives on this theoretical topic? You need to synthesise
the literature and show that you understand the different perspectives?
 Which aspects of the theoretical topic are you actually going to apply to the
organisation you have chosen? Have you “funnelled down” to look at a particular
 area in detail to give you a rich theoretical basis for your report? You need to start
off broadly but funnel down in particular areas to give you the scope to be critically
evaluative. A broad based approach will lead to description which will not give you a
good mark.
 Have you critiqued the theory i.e. compared and contrasted the views of different
authors in relation to your topic, noted the different strengths and weaknesses etc.?
(see the Open University Ladder to Criticality” (2013) and ask yourself which stages
of the ladder are represented in your work. Remember that description (i.e.
understanding) will only achieve low marks;
 Have you produced a rich, detailed conceptual framework which is appropriately
focused to apply to practice? Remember, that the richer the framework, the more
scope you have for in-depth the application and commentary.
 Do you have sufficient depth of understanding in this theoretical area to apply it to
practice and then comment on the fit between theory and practice?
 Have you fully referenced your academic sources using the Harvard referencing style
as stipulated by the University? Have you read the Unilife guidance in relation to
this?
 Have you summarised your work effectively so that your key messages are
effectively communicated in a critically evaluative but succinct way?
 Have you submitted your report to Turnitin and checked the originality score to
ensure that you are writing in an appropriate academic style and not unintentionally
plagiarising?

The Practice In Relation to Your Chosen Organisation

You will be (normally) deriving your account of the practice in your organisation from
secondary sources only. It is important that you choose a focus for your work where there
is a rich source of information available.

Have you searched for information using rich sources of information using company sources
and triangulated this with external sources where appropriate? Sometimes you might also
find information in academic articles but this should not be your primary source?

 Are you providing tangible, detailed evidence (e.g. something your leader has said,
quotations from policy documents, extract from the company website? Do not fall
into the trap of simply making assertions based on your opinion or that of others
particularly if you are focusing on your own organisation. If at times you are giving
your opinion as a member of staff then make it clear that it is your opinion but this
should be the exception and not the rule;
 Have you appropriately referenced your sources of information?
 Do you have sufficient information about organisational practice in relation to your
focused theoretical area?
 Do you have a richness of information so that you can effectively apply your theory
to practice and comment on the fit between theory and practice?
 Remember you should be looking for nuanced practice to fit with your nuanced
discussion of theory.
Your Commentary on the Fit Between Theory and Practice

This is a key element of your work as it shows your critical ability to understand where and
how theory does or does not meet practice. As a practising leader or manager you may
seek formal guidance for how to approach a particular issue as well as using your experience
and your intuition/judgement. However, it is also important that you understand that
theory can be useful but also limited and that the approach adopted will usually have to be
adapted to the particular context faced.

 Does the practice fit with the theory (note that this is likely to be the case for the
majority of time as you have selected the topic and practice so that they do fit);
 Do elements of practice not fit in a nuanced way?
 Do elements of practice contradict the theory?
 Remember that you are NOT making recommendations to your leader or your
organisation about how to improve practice you are simply carrying out a theoretical
exercise to ascertain where/how theory does/does not meet practice.