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Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title Leading People for Positive Change
Module Code HR5138
School DCUBS
Module Co-ordinatorSemester 1: Margaret Heffernan
Semester 2: Patrick Flood
Autumn: Patrick Flood
Module TeachersPatrick Flood
Margaret Heffernan
Nuala Lonergan
NFQ level 9 Credit Rating 15
Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None

This Leading People and Change module is designed to provide individuals with the knowledge and skills required to effectively lead and manage people and teams. This module introduces students to a range of topics related to leadership, team dynamics, people management and change. The module explores key concepts and issues associated with behavior in work organizations’. The module begins with a focus on the role of leaders and their key responsibilities including motivation, engagement and fostering team performance. The module also examines the strategic aspects of people management, such as aligning HR strategies, human capital, managing performance, talent development and the future of work. The final section of the module explores the dynamics of organisational change and strategies to develop and implement change management. The impact of behaviour, relationships, organisation culture and change on individual and organisational performance are emphasised throughout the module.

Learning Outcomes

1. Develop a deep understanding of the key theories and concepts related to leadership, change and people management
2. Analyse the impact of participants' own work behavior, motivations, experience of work groups, teams and organisational environments on individual, team, and organisational performance.
3. Evaluate the role of leadership in managing organisational behavior and people management, and assess different leadership styles and approaches.
4. Understand the critical importance of people management to implementing the corporate and business strategies of an organisation
5. Develop an understanding of how choices about ways of organising and leading change affect the functioning and effectiveness of businesses.
6. Develop a personal leadership philosophy and action plan for applying the knowledge and skills gained in the module to real-world leadership situations

Workload Full-time hours per semester
Type Hours Description
Lecture48Classroom lectures (8 x 3 hours Sem 1 and 8 x 3 hours Sem 2)
Independent Study100Assigned readings, case studies and preparation for lectures
Assignment Completion100Researching and Writing group assignment and individual reflection
Online activity60Asynchronous material (DCU content and other expert video content)
Online activity24Discussion Fora
Total Workload: 332

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

Leading self
Life Story-personal awareness Motivation Social Networks Personality

Leading Teams
High Performing Teams Executive Teams and Performance Board Dynamics Transformational Leadership Leading for Net Zero

Leading organisations
Building Human Capital through people management (and role of line manager) Recruitment, selection and the psychological contract Talent, engagement and development Managing for high performance

Leading Change
Power and Politics Organisational Culture Managing Change and OD (including role of people mgt) Change Tools Future of Work

Assessment Breakdown
Continuous Assessment100% Examination Weight0%
Course Work Breakdown
TypeDescription% of totalAssessment Date
AssignmentCritical incident reflection50%Week 12
PresentationGroup presentation of written assignment where group identify within one of your organisations a strategic issue that has human resource and change management implications20%Week 28
Group project Written report exploring within one of the group members organisations a strategic issue that has human resource and change management implications30%n/a
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 1
Indicative Reading List

  • 0: Mc Shane, S. and Von Glinow, M.A. (2018) Organisational Behaviour, 9th Edition. McGraw Hill: New York., 313258
  • 0: Noe, R., Hollenbeck, J., Gerhart, B. and Wright, P., 2018). Human Resources Management: Gaining a Competitive Advantage, 11th Global Edition. New York, MA: McGraw-Hill Education., 313259
  • 0: Rees, G. and French, R. eds., 2022. Strategic People Management and Development: Theory and Practice. Kogan Page Publishers., 313260
  • 0: Senior, B., Swailes, S. and Carnall, C. (2020). Organizational Change, 6th Edition, Pearson.,
Other Resources

64003, 0, Groysberg, B. Sant, L., & Abrahams, R. 2008 When “Stars” migrate, do they still perform like stars? MIT Sloan Management Review 50, 1: 41 - 46., 64004, 0, Kotter, J.P., Kim, W.C. and Mauborgne, R.A., 2011. HBR's 10 Must Reads on Change Management (including featured article" Leading Change," by John P. Kotter). Harvard Business Press., 64005, 0, Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18, 32-46., 64006, 0, Murphy, K.R., 2020. Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), pp.13-31.,
Programme or List of Programmes
MBAMasters in Business Administration

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