Postgraduate Course: Strategic Leadership 1 (CMSE11607)
||College||College of Arts, Humanities and Social Sciences
|Credit level (Normal year taken)||SCQF Level 11 (Postgraduate)
|Course type||Online Distance Learning
||Availability||Not available to visiting students
|Summary||Strategic leadership is the core theme running through the Online MBA programme and includes the key content and subject discipline areas of importance to the study of strategic leadership. The aim of the course is to provide students with the necessary background in the discipline of strategic leadership in order to understand how this contributes to overall management/senior management skills and competencies, necessary for graduating MBA students.
The course is divided in two parts: Principles in this year 1 course, and Context in Strategic Leadership 2, a year 2 course. The Principles section includes Introduction to Strategic Management and Thinking; Strategic Leadership, both self and in the wider organisational context; Managing Strategic Change; Ethics within Strategic Leadership; The place of Strategic Leadership within the overall HRM function. The Context section looks at specific contextual elements of strategic leadership. The Entrepreneurial Dimension; Disruptive Dimension; Importance of strategic communication; the Wider Global Challenges; Analytics for Strategic Leaders.
Principles (Year 1)
Strategic Thinking and Planning 1: where are we now?
Strategic Thinking and Planning 2: where are we going?
Strategic Leadership: the roles and responsibilities of strategic leaders across the organisation
The Strategic Leadership Development Process: developing yours and others' strategic leadership capacity
Managing Strategic Change
The Ethical Dimensions of Strategic Leadership
How Strategic Leadership fits with a typical HRM Module
Student Learning Experience
The course is the first of two Strategic Leadership courses that take place on the Online MBA. Pre-recorded lectures and online tutorials will be led by an experienced academic.
Sessions will be principally divided into two parts. The first part will be pre-recorded online lectures. The second part will typically involve students in developing the knowledge they have just learnt through online tutorials and group project activities. The actual formal assessments which will include one group and one individual assignment, will enable students to effectively demonstrate application of learning and learning outcomes.
Entry Requirements (not applicable to Visiting Students)
||Other requirements|| None
Course Delivery Information
|Academic year 2022/23, Not available to visiting students (SS1)
|Learning and Teaching activities (Further Info)
Lecture Hours 16,
Seminar/Tutorial Hours 8,
Online Activities 4,
Formative Assessment Hours 56,
Programme Level Learning and Teaching Hours 2,
Directed Learning and Independent Learning Hours
|Assessment (Further Info)
|Additional Information (Assessment)
30% Individual reflection
A minimum of one piece of formative feedback will be provided per course. This may be offered asynchronously via discussion boards and emails, and synchronously in tutorials.
Feedback for written assignments will be given within 15 days of submission.
|No Exam Information
On completion of this course, the student will be able to:
- Understand the nature of strategy and the strategic planning process and critically analyse an organisation for strengths and weaknesses in strategic leadership.
- Critically compare alternative approaches to understanding strategic leadership and the direct and indirect role of strategic leadership and strategic leaders within and across organisations.
- Identify and discuss critically the relationship between businesses, global challenges, ethics and CSR in today¿s leadership environment.
- Understand and discuss critically the links between strategic leadership, innovation and organizational change
- Apply current strategic leadership thinking: entrepreneurial; disruptive; global challenges; strategic communications.
|There are no core texts but here are examples of readings that will be provided: |
Porter, M (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1): 78-93.
Reeves, M., Love, C. and Tillmanns, P. (2012) Your strategy needs a strategy. Harvard Business Review, 90(9), p. 76-83.
Kim, W, Mauborgne, R (2004). Blue Ocean Strategy. Harvard Business Review, 82(10): 76-84.
Sull, D, Homkes R, Sull C. (2015). Why strategy execution unravels and what to do about it. Harvard Business Review, 93(3): 58 - 66
Case: Pepsico¿s Turning Point.
Hitt, M.A., Haynes, K.T., & Serpa, R. (2010). Strategic leadership for the 21st century. Business Horizons, 53, 437-444
Eccles, R.G., Perkins, K.M., & Serafeim, G. (2012). How to become a sustainable company. MIT Sloan Management Review, 53(4), 43-50.
The Essential skills of Strategic leadership 2013, HBR
Case: Growing Your Own, How to Lead So People Develop (excerpted from Immunity to Change: How To Overcome it and Unlock Potential in Yourself and Your Organisation), Harvard Business Review
|Graduate Attributes and Skills
C1 Meaningful Interpersonal Interaction
C2 Effective Emotional Intelligence
C3 Authentic Leadership
C4 Ethical, Responsible and Sustainable Business Behaviour
C5 Appropriate Communication
C6 Understand and Make Effective Use of Data and Information
C7 Creative and Entrepreneurial Practice
C8 Personal and Professional Competence
C9 Academic Excellence
C10 Intellectual Curiosity
|Course organiser||Mr Julian Rawel
Tel: (0131 6)50 8067
|Course secretary||Ms Sarah Yaxley
Tel: (0131 6)50 3475