Module: Leading People for Positive Change

Latest Module Specifications

Current Academic Year 2025 - 2026

Module Title	Leading People for Positive Change
Module Code	MNA1073 (ITS: HR5138)
Faculty	DCU Business School	School	DCU Business School
NFQ level	9	Credit Rating	15

Description

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

*Type*	*Hours*	*Description*
Workload	Full time hours per semester
Lecture	48	Classroom lectures (8 x 3 hours Sem 1 and 8 x 3 hours Sem 2)
Independent Study	100	Assigned readings, case studies and preparation for lectures
Assignment Completion	100	Researching and Writing group assignment and individual reflection
Online activity	60	Asynchronous material (DCU content and other expert video content)
Online activity	24	Discussion Fora
Total Workload: 332

Section Breakdown
CRN	11073	Part of Term	Semester 1 & 2
Coursework	0%	Examination Weight	0%
Grade Scale	40PASS	Pass Both Elements	Y
Resit Category	RC1	Best Mark	N
Module Co-ordinator	Margaret Heffernan	Module Teacher	Eric Clinton, Nuala Lonergan, Patrick Flood

Type	Description	% of total	Assessment Date
Assessment Breakdown
Assignment	Critical incident reflection	50%	Week 12
Presentation	Group presentation of written assignment where group identify within one of your organisations a strategic issue that has human resource and change management implications	20%	Week 28
Group project	Written report exploring within one of the group members organisations a strategic issue that has human resource and change management implications	30%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories; RC1: A resit is available for both^* components of the module. RC2: No resit is available for a 100% coursework module. RC3: No resit is available for the coursework component where there is a coursework and summative examination element. ^* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment

Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

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

Indicative Reading List

Books:

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.,

Articles:
None

Other Resources

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.,