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Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title Leadership in the Knowledge Age
Module Code ES576
School 79
Module Co-ordinatorSemester 1: Yvonne Crotty
Semester 2: Yvonne Crotty
Autumn: Yvonne Crotty
Module TeacherNo Teacher Assigned
NFQ level 9 Credit Rating 10
Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None

The general aim of the module is to develop the leadership capabilities of the participants by equipping them with the knowledge and skills to lead in a complex and dynamic environment. The goal is for each participant to become aware of different kinds of expectations related to new leadership in terms of strategy creation, change management, communication and strategy implementation.

Learning Outcomes

1. apply leadership techniques and tools
2. set directions and motivate others to achieve a common goal
3. develop strategies to implement their vision and goals
4. make complex decisions in a dynamic and risky environment
5. facilitate change in their organisations
6. work effectively with peers and managers
7. analyse critically their own leadership skills, attitudes and abilities and create strategies for overcoming their individual weaknesses
8. utilise 360-degree assessment as a holistic approach for leadership and organisational development.

Workload Full-time hours per semester
Type Hours Description
Lecture15Tutorials / Seminar / Workshops
Online activity10Discussions
Group work40Assignment
Independent Study85Individual reading/reflection/research including online learning
Integrated training (INTRA)90Application in work place
Assignment Completion10One main individual assignment AND one leadership journal entry
Total Workload: 250

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Setting Direction
• Visioning and setting direction

Strategic Planning
• Strategic planning and decision making

Change Management
• New leadership in change management

Strategy Implementation
• Leadership tools and frameworks such as SWOT, PESTLE and Force Field Analysis

Leadership Review & Development
• The 360° review and feedback process as a tool for individual leadership development.

Assessment Breakdown
Continuous Assessment100% Examination Weight0%
Course Work Breakdown
TypeDescription% of totalAssessment Date
Reassessment Requirement Type
Resit arrangements are explained by the following categories;
1 = A resit is available for all components of the module
2 = No resit is available for 100% continuous assessment module
3 = No resit is available for the continuous assessment component
This module is category 2
Indicative Reading List

  • Johnson, B.: 2012, Leaders Make the Future,
  • Leadership: 2009, How to Create a Shared Vision Statement,
  • Senge, P.: 1990, The Leader’s New Work,
  • Department for International Development: 0, Promoting Institutional and Organisational Development: A Sourcebook of Tools and Techniques,
  • JISC-InfoNET: 2012, PESTLE and SWOT Analysis,
  • Mind Tools: 2012, Stakeholder Analysis,
  • United Nations Development Programme (UNDP): 2012, The Millennium Development Goals: Eight Goals for 2015 (Alternatively, you can watch the video presentation about Accelerating Progress on the MDG Goals),
  • World Intellectual Property Organization: 2012, Risk Assessment Methodology,
  • Kotter, J. P.: 2007, Leading Change: Why Transformation Efforts Fail, Harvard Business Review,
  • Malipayon, E.: 2007, Making People Collaborate with Change,
  • Team Technology: 2010, Change Management – Five Key Principles,
  • Jones, J., Aguerre, D. A. and Calderone, M.: 2004, 10 Principles of Change Management,
  • Rogel, C.: 0, 5 Myths about 360-Degree Feedback,
  • Hofstede, G., Hofstede, G.J., Minkov, M.: 2010, Cultures and Organizations: Software of the Mind, 3rd ed., McCraw-Hill,
  • Bossidy, L. and Charans, R.: 2002, Execution: The Business of Getting Things Done, Crown Business, New York,
  • Kumar, S.: 1999, Force Field Analysis: Applications in PRA,
  • Fleenor, J. W. & Prince, J. M.: 1997, Using 360-Degree Feedback in Organizations: An Annotated Bibliography, CCL Press Center For Creative Leadership,
Other Resources

10361, Website, 2012, Management By Objectives. SMART, www.12manage.com, 10362, Website, 2012, Management Theory of Charles Handy, www.Business.com, 10363, Website, 2012, Change Management – Organisational and personal change management, process, plans, change management and business development tips, www.Businessballs.com, 10364, Website, 2012, Definition of Change Management, www.Change-Management-Coach.com, 10365, Website, 2012, Change Management – the systems and tools for managing change, Change Management Learning Centre, www.change-management.com, 10366, Website, Stevenson, D., 2008, What is a Change Agent?, http://it.toolbox.com, 10367, Website, Techniques M Force Field Analysis, 0, Training material in Creativity and innovation for European R&D Organisations SMS, www.train4creativity.eu, 10368, Website, 2012, Strategy – Change Management (an overview), www.tutor2u.net, 10369, Website, Lewin K., 2012, Force Field Analysis, www.Value based management.net,
Programme or List of Programmes
GEMDGDip Leadership Devel.ICT Knowledge Soc.
MEMDMSc Leadership Dev., ICT Knowledge Soc.

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