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DRPS : Course Catalogue : Edinburgh Futures Institute : Edinburgh Futures Institute

Postgraduate Course: Strategic Leadership and Organisational Culture (fusion on-site) (EFIE11225)

Course Outline
SchoolEdinburgh Futures Institute CollegeCollege of Arts, Humanities and Social Sciences
Credit level (Normal year taken)SCQF Level 11 (Postgraduate) AvailabilityAvailable to all students
SCQF Credits10 ECTS Credits5
SummaryThis course will investigate the relationship, including the tensions, between strategic leadership, and organisational culture within service organisations. It will ask whether leadership is purely an attribute of strategic managers or whether it can be distributed throughout the organisation. It will also explore leadership and culture in virtual service organisations.
Course description This course draws on Service Management and Organisational Behaviour theory to explore and understand the interconnections between leadership and organisational culture in service organisations.

The course is comprised of three main elements:

1) Pre-intensive independent learning

This will be comprised of the following elements:

(i) a pre-recorded lecture, introducing an overview of the course and introducing students to strategic leadership and culture in a service setting;
(ii) pre-course reading
(iii) Facilitated discussion board for students to contribute ideas regarding the pre-course readings

2) Two-day intensive course.

This will comprise of a mixture of seminar content, discussion and group activities, involving insights from practice through with guest speakers or recorded interviews. The first day will focus on strategic leadership in service settings , and the second day on organisational culture and service culture .

3) Post-intensive learning.

This part of the course will focus on preparation of the assignment and is comprised of three elements:

(i) course participants will be provided with additional of papers on strategic leadership and organisational and service culture in order to help in the preparation of their assignments
(ii) a post intensive discussion board will enble students to continue to share ideas regarding their reading in the post intensive phase.
(iii) there will be an opportunity for formative feedback on students assignment ideas.

The student experience for all course participants will combine independent learning with group activities and investigation to facilitate a supportive and active learning environment. This will include independent study, on campus and virtual seminars, and group activities, including problem-based case studies and real-time investigations. The approach will also support critical reflection of leadership and management approaches and the potential implications for service delivery and organisational sustainability.

For asynchronous students the student experience will be an equitable alternative, replicated as far as possible through the use of seminars at 'cusp' times appropriate for course participants.

Edinburgh Futures Institute (EFI) - On-Site Fusion Course Delivery Information:

The Edinburgh Futures Institute will teach this course in a way that enables online and on-campus students to study together. This approach (our 'fusion' teaching model) offers students flexible and inclusive ways to study, and the ability to choose whether to be on-campus or online at the level of the individual course. It also opens up ways for diverse groups of students to study together regardless of geographical location. To enable this, the course will use technologies to record and live-stream student and staff participation during their teaching and learning activities.

Students should be aware that:
- Classrooms used in this course will have additional technology in place: students might not be able to sit in areas away from microphones or outside the field of view of all cameras.
- Unless the lecturer or tutor indicates otherwise you should assume the session is being recorded.

As part of your course, you will need access to a personal computing device. Unless otherwise stated activities will be web browser based and as a minimum we recommend a device with a physical keyboard and screen that can access the internet.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements None
Information for Visiting Students
Course Delivery Information
Academic year 2023/24, Available to all students (SV1) Quota:  20
Course Start Semester 2
Timetable Timetable
Learning and Teaching activities (Further Info) Total Hours: 100 ( Lecture Hours 4, Seminar/Tutorial Hours 6, Online Activities 4, Formative Assessment Hours 4, Other Study Hours 8, Programme Level Learning and Teaching Hours 2, Directed Learning and Independent Learning Hours 72 )
Additional Information (Learning and Teaching) Other Study: Scheduled Group-work Hours (hybrid online/on-campus) - 8
Assessment (Further Info) Written Exam 0 %, Coursework 100 %, Practical Exam 0 %
Additional Information (Assessment) Summative Assessment:

The course will be assessed by means of the following assessment components:

1) Investigation Findings Report (100%)

This investigative assignment will build upon the preparatory work conducted during the pre-intensive and intensive parts of the course.

The written assignment will investigate the strategic leadership and organisational culture within a service setting.
Feedback Feedback on the formative assessment may be provided in various formats, for example, to include written, oral, video, face-to-face, whole class, or individual. The course organiser will decide which format is most appropriate in relation to the nature of the assessment.

Feedback on both formative and summative in-course assessed work will be provided in time to be of use in subsequent assessments within the course.

Feedback on the summative assessment will be provided in written form via Learn, the University of Edinburgh's Virtual Learning Environment (VLE).

Students will received feedback at various points during the course:

- During personal tutorials and group seminars;
- Though responsive email and/or personal contact with the course tutor and/or Teaching Assistant;
- By written feedback on their assignment (summative feedback).
No Exam Information
Learning Outcomes
On completion of this course, the student will be able to:
  1. Critically understand and be able to explain theory on strategic leadership and organisational culture in service settings.
  2. Demonstrate effective research enquiry to plan and investigate strategic leadership, and organisational culture within a service organisation.
  3. Critically evaluate the potential for leadership approaches to engender a diverse organisational culture.
Reading List
Indicative Reading List:

Beitelspacher, L. S., Richey, R. G., & Reynolds, K. E. (2011) 'Exploring a new perspective on service efficiency: service culture in retail organizations', Journal of Services Marketing, May.

Edvardsson, B., & Enquist, B. (2002). 'The IKEA Saga': How Service Culture Drives Service Strategy. Service Industries Journal, 22(4), 153-186.

Gebauer, H., Edvardsson, B. and Bjurko, M. (2010) 'The impact of service orientation in corporate culture on business performance in manufacturing companies' Journal of Service Management, 21(2)

Normann, R. (1991) Service Management: Strategy and Leadership in Service Business, Chichester, John Wiley.

Bartsch, S., Weber, E., Büttgen, M., & Huber, A. (2020) 'Leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the COVID-19 pandemic', Journal of Service Management.

Fitzgerald, L., Ferlie, E., McGivern, G., & Buchanan, D. (2013). Distributed leadership patterns and service improvement: Evidence and argument from English healthcare. The Leadership Quarterly, 24(1)

Herhausen, D., De Luca, L. M., Miceli, G. N., Morgan, R. E., & Schoegel, M. (2017). When does customer-oriented leadership pay off? An investigation of Frontstage and backstage service teams. Journal of service research, 20(4)

Johnston, R., Clark, G. & Shulver, M. (2014). Service operations management: improving service delivery. Pearson Education.

Popli, S., & Rizvi, I. A. (2017). Leadership style and service orientation: the catalytic role of employee engagement. Journal of Service Theory and Practice.

Wieland, H., Hartmann, N. N., & Vargo, S. L. (2017) 'Business models as service strategy', Journal of the Academy of Marketing Science, 45(6)

Radnor Z, Bateman N, Esain A, Kumar M, Williams S & Upton D (2016) Public Service Operations Management (Routledge, London)
Additional Information
Graduate Attributes and Skills The learning content and the activities conducted throughout the course will equip course participants with the following graduate attributes and skills:

- Independent learning will support the use of personal and intellectual autonomy to support critical evaluation.
- Discussion sessions and group activities will support the development of communication skills .
- The core investigative element of the course will support the development of research skills.
KeywordsStrategic Leadership,Operational Management,Organisational Culture,Services,Design,EFI,Level 11,PG
Course organiserDr Katharine Aulton
Tel: (0131 6)50 8074
Course secretaryMr David Murphy
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