Postgraduate Course: Strategic Leadership (EMBA) (CMSE11587)
Course Outline
| School | Business School |
College | College of Arts, Humanities and Social Sciences |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 20 |
ECTS Credits | 10 |
| Summary | Strategic leadership is the core theme running through the EMBA programme. Strategic Leadership is a 20-credit course, which 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 EMBA students. |
| Course description |
The course is divided in two parts: Principles and Context. 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.
At 20 credits, this is the highest credit bearing course on the MBA programme (Capstone Project excluded), a course of real status.
Outline Content
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
Context (Year 2)
Strategic Leadership in Context: the entrepreneurial dimension
Strategic Leadership in Context: the disruptive dimension and the new world of management (2 sessions)
Strategic Leadership in Context: the communications and reputation dimension (2 sessions)
Strategic Leadership in Context: the VUCA dimension
Analytics and the Strategic Leader (2 sessions)
The Strategic Leadership Big Picture
The Boardroom Challenge
Guest speakers
Student Learning Experience
The course will be taught over two years. Each session will be led by an experienced academic. Sessions will be principally divided into two parts. The first part will be the more formal yet interactive lecture. The second part will typically involve students in developing the knowledge they have just learnt through a series 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.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
| Not being delivered |
Learning Outcomes
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.
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Reading List
There are no core texts but here are an example 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
There are no core texts but here are an example 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
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Additional Information
| Graduate Attributes and Skills |
Competencies (C)
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
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| Keywords | Not entered |
Contacts
| Course organiser | Mr Julian Rawel
Tel: (0131 6)50 8067
Email: Julian.Rawel@ed.ac.uk |
Course secretary | Mr Ross Muir
Tel:
Email: rmuir310@ed.ac.uk |
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