MNGT7495 Strategic Leadership - 2019

Cohort A, Kensington
Cohort B, Kensington
Cohort C, Kensington
MNGT7495
Postgraduate
Term 1
12 Units of Credit
AGSM

Offering Selection
This course outline is provided in advance of offering to guide student course selection. Please note that while accurate at time of publication, changes may be required prior to the start of the teaching session. To view other versions, visit the archives .

1. Course Details

Summary of Course

Welcome to the first course in your Executive Agenda Year: Strategic Leadership.

This course explores the complexity of strategic leadership and will give you tools and a mindset to effectively work in the challenging and rewarding environment in which senior executives lead. As you progress in your career, the requirements of operating at a higher level involve taking multiple perspectives, seeing the big picture, balancing long-term with short-term objectives, working with a diverse range of stakeholders, implementing strategies using informal influence as well as authority, and making strategic choices that involve trade-offs and risk, to name but a few.

Strategic choices are best made by formulating a clear and coherent strategy based on an evaluation of the operating environment. How can we create and capture value for the organisation and its key stakeholders given competitive, regulatory, technological and global forces, and the resources we have available? Where will we play and where will we not play?

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

A clear and coherent strategy needs to be brought to life through the organisation's systems, policies, culture and people. What are the choices we have in designing the organisation to align with our strategy? Organisations are complex with dynamic, interactive moving parts, so how can we best lead when we don't have perfect control over these moving parts? This course explores both systems thinking (i.e. making decisions when cause and effect are not simple and outcomes are not linear) and also the personal requirements of managing in uncertainty. How do I respond when faced with ambiguity?

Your personal leadership is a theme that runs throughout the MBA, and we focus on it in depth in each course in the Executive Agenda Year. In this course, we ask you to consider this challenge: why should anybody be led by you? Your personal presence, impact, collaboration, relationship-building, decision-making, agility and resilience will all be put under the spotlight.

To be an effective strategic leader we have to make the transition from being an operational or team leader to being a general manager and enterprise leader. You will explore your ability to navigate role transitions, which requires us to build new skills, let go of some old ways of operating, and shift our identity.

Additonal Course Details

2. Staff Contact Details

Position Name Email Location Phone Consultation Times
Course CoordinatorRose Trevelyan
Course CoordinatorRose Trevelyan
Course CoordinatorRose Trevelyan

Each course has a Course Coordinator who is responsible for the academic leadership and overall academic integrity of the course. The Course Coordinator selects content, sets assessment tasks and takes responsibility for specific academic and administrative issues related to the course when it is being offered. Course Coordinators oversee Class Facilitators and presenters and ensure that the ongoing standard of facilitation in the course is consistent with the quality requirements of the program.

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning Activities and Teaching Strategies

Course Structure

In Weeks 1 to 3 you will reflect on your current strategic leadership capability with the help of a 360 degree feedback survey. You will most likely have completed feedback surveys like this before either during your MBA or at work, and this is a chance to monitor progress on any development goals you may have set. This interview, along with your feedback survey, will help you to identify strategic leadership goals, which will be a core outcome of this course. You will also read articles on foundational strategy concepts and the idea of enterprise leadership. These will be the theoretical basis for an analysis of the business model of your chosen interviewee.

In Week 4 you will attend the residential, where we will deepen your understanding of strategic leadership through a series of experiential sessions, activities and simulations. You will also have the chance to reflect on career objectives and consider what you need to do in order to transition into your next role. 

In Weeks 5 to 7 you will apply insights from the course so far to a work challenge by identifying your key stakeholders and developing a plan to influence a strategic outcome through this network. Your peers will give you feedback on this plan. 

Weeks 8 to 10 require you to consolidate your learning by writing a strategic analysis of your chosen interviewee's business model (team submission) and crafting a strategic leadership development plan. You will also participate in a web conference with your team in which you will provide feedback to each other on your experiences of working in the team and offer insights to help each other prepare for the strategic leadership development plan final assignment.

5. Course Resources

You have the following resources to help you learn:

  1. The course materials. You will do much of your learning in the weeks before and after the residential, and by completing learning activities as they arise.
  2. Your classes during the residential with your Class Facilitator, who will guide your learning by conducting class discussion, answering questions, providing insights from his or her practical experience and understanding of theory, providing you with feedback on your assignments, and directing discussions and debates that will occur between you and your co-participants in the classroom.
  3. Your co-participants. Your colleagues in the online classes in Moodle and residential are an invaluable potential source of learning for you. Their work and life, and their willingness to question and argue with the course materials, the Class Facilitator and your views, represent a great learning opportunity. They bring much valuable insight to the learning experience.
  4. In addition to course-based resources, please also refer to the AGSM Learning Guide (available in Moodle) for tutorials and guides that will help you learn more about effective study practices and techniques.

Other resources

UCo

UCo is AGSM's Campus in the Cloud, a social platform that connects students, staff and faculty - enabling you to engage with each other across your courses and the AGSM outside of the formal Moodle setting. AGSM also uses this private network to communicate with you about extracurricular opportunities and events, and general updates on programs and courses. Enrolled students can access UCo using their zID and zPass at Link

BusinessThink

BusinessThink is UNSW's free, online business publication. It is a platform for business research, analysis and opinion. If you would like to subscribe to BusinessThink, and receive the free monthly e-newsletter with the latest in research, opinion and business then go to link

6. Course Evaluation & Development

Continual Course Improvement

The AGSM surveys students about their experience each time a course is offered. The data collected provides anonymous feedback from students on the quality of course content and materials, class facilitation, student support services and the program in general. Students are encouraged to provide this feedback as it is taken into account in all course revisions.

Student Response

Feedback is largely very positive. Students have mixed responses to the blended online activities, some get real value from the continuous conversations through the 10 week course, others prefer to save interactions with peers for the face to face residential. The content of the course is well received, the distinction between this Stage 2 course and other Stage 1 courses could be clearer for a few students. 

Response to Student Feedback

Facilitators are committed to making the online experience valuable for all and will continue to encourage students to contribute to online dialogue. Some minor revisions to the course content have been made to reflect changes in Stage 1 courses, and to ensure this course is an extension of Stage 1 learning rather than duplication. 

7. Course Schedule

For AGSM academic calendars and key dates please visit https://www.business.unsw.edu.au/agsm/students/resources/timetables-and-key-dates
Week Activity Topic Detail/Engagement Assessment Task
Week 1 Participation - ongoing throughout the course

Resources

Units 1 and 2
Strategic leadership videos

Engagement 

Orientation activities via social media.

Launch 360 feedback survey

Discussion forum

Week 2 -

Resources 

Units 3 and 4
Strategic leadership videos

Engagement 

Strategic leader interview

Discussion forum

Week 3 Complete Quiz 1 and Assessment 2: Step 1

Resources

Units 5, 6 and 7

Strategic leadership videos

Engagement 

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 4 Residential

Residential from Wednesday 6 to Saturday 9 February.

Week 5 Assessment 2: Step 2 due

Resources

Unit 8

Engagement 

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 6 Assessment 2: Step 3 due

Resources

Unit 8

Engagement

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 7 Assessment 2: Step 4 due

Resources

Unit 10

Engagment

Implement stakeholder engagement plan

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 8 Assessment 3 due

Strategy analysis (35%) due on Thursday (Week 8) by 3pm Sydney time

Assessment 3: Strategy analysis (team) : Strategy analysis
Week 9 Complete quiz 2

Team web conference

Week 10 Assessment 4 due

Strategic leadership development plan (35%) due on Thursday (Week 10) by 3pm Sydney time

Assessment 4: Strategic leadership development plan : Strategic leadership development plan
Week 1 Participation - ongoing throughout the course

Resources

Units 1 and 2
Strategic leadership videos

Engagement 

Orientation activities via social media.

Launch 360 feedback survey

Discussion forum

Week 2 -

Resources 

Units 3 and 4
Strategic leadership videos

Engagement 

Strategic leader interview

Discussion forum

Week 3 Complete Quiz 1 and Assessment 2: Step 1

Resources

Units 5, 6 and 7

Strategic leadership videos

Engagement 

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 4 Residential

Residential from Monday 11 to Thursday 14 February.</p>

Week 5 Assessment 2: Step 2 due

Resources

Unit 8

Engagement 

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 6 Assessment 2: Step 3 due

Resources

Unit 8

Engagement

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 7 Assessment 2: Step 4 due

Resources

Unit 10

Engagment

Implement stakeholder engagement plan

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 8 Assessment 3 due

Strategy analysis (35%) due on Thursday (Week 8) by 3pm Sydney time

Assessment 3: Strategy analysis (team) : Strategy analysis
Week 9 Complete quiz 2

Team web conference

Week 10 Assessment 4 due

Strategic leadership development plan (35%) due on Thursday (Week 10) by 3pm Sydney time

Assessment 4: Strategic leadership development plan : Strategic leadership development plan
Week 1 Participation - ongoing throughout the course

Resources

Units 1 and 2
Strategic leadership videos

Engagement 

Orientation activities via social media.

Launch 360 feedback survey

Discussion forum

Week 2 -

Resources 

Units 3 and 4
Strategic leadership videos

Engagement 

Strategic leader interview

Discussion forum

Week 3 Complete Quiz 1 and Assessment 2: Step 1

Resources

Units 5, 6 and 7

Strategic leadership videos

Engagement 

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 4 Residential

Residential from Wednesday 20 to Saturday 23 February.

Week 5 Assessment 2: Step 2 due

Resources

Unit 8

Engagement 

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 6 Assessment 2: Step 3 due

Resources

Unit 8

Engagement

Stakeholder network analysis - construct and share with team

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 7 Assessment 2: Step 4 due

Resources

Unit 10

Engagment

Implement stakeholder engagement plan

Discussion forum

Assessment 2: My Strategic Leadership : My Leadership Story, Peer feedback, My pitch, and Peer assessment
Week 8 Assessment 3 due

Strategy analysis (35%) due on Thursday (Week 8) by 3pm Sydney time

Assessment 3: Strategy analysis (team) : Strategy analysis
Week 9 Complete quiz 2

Team web conference

Week 10 Assessment 4 due

Strategic leadership development plan (35%) due on Thursday (Week 10) by 3pm Sydney time

Assessment 4: Strategic leadership development plan : Strategic leadership development plan

8. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs.  Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

RELATED DOCUMENTS

 

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 7: Leadership development

Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 6: Global and cultural competence
  • PLO 7: Leadership development

Professionals capable of ethical, self-directed practice and independent lifelong learning
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 5: Responsible business practice

Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 5: Responsible business practice
  • PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility.  The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.




Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.


Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.



Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Educational Support Service
Educational Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
itservicecentre@unsw.edu.au
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
disabilities@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418


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MNGT7495