Requirements:

Topic: Using all your learning from the Module; 

• Identify a personal or organisational leadership case study and describe its strategic challenges for remaining ‘fit for future purpose’
• Provide an evaluation of how agile their current leadership is
• Produce a development plan to increase leadership agility, including practical detail about specific development activities, and how they might track progress in implementing their improvements
• Describe how you intend to increase your own leadership agility for obtaining the achievements you would like in the next phase of your career and life.

Notes for both assessments:
1. Use tutor slides and sessions’ dialogue, together with recommended literature from your reading lists, to back up and inform your views (see Mastering Leadership Agility – Learning Methodology and Associated Readings below)
2. Higher marks will be awarded to those assignments which clearly indicate the application of theories, principles, tools and techniques learned on the module and/or skilfully extracted from the wider readings provided, i.e. evidence of scholarship at Masters level.

Highly Recommended ‘Minimum’ Readings

• Anthony, S.D. (2012). The New Corporate Garage: where today’s most innovative and world-changing thinking is taking place. Harvard Business Review, September, pp.3-11.
• Bennis, W.G. & Thomas, R.J. (2002). Crucibles of Leadership. Harvard Business Review, September, HBR.
• Chatman, J.A., Caldwell, D.F., O’Reilly, C.A. & Doerr, B. (2014). Parsing organizational culture: How the norm for adaptability influences the relationship between culture consensus and financial performance in high-technology firms. Journal of
  Organizational Behavior, Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/job.1928.
• Doz, Y.L. & Kosonen, M. (2009). Embedding Strategic Agility. Long Range Planning, Elsevier.
• Lord, R.G. & Hall, R.J. (2005). Identity, deep structure and the development of leadership skill. The Leadership Quarterly, 16(4), pp. 591-615, Elsevier.
• Kempster, S., Jackson, B. & Conroy, M. (2011). Leadership as purpose: Exploring the role of purpose in leadership practice. Leadership, 7(3), pp.317-334.
• Kempster, S. (2006). Leadership learning through lived experience: A process of apprenticeship? Journal of Management and Organisation, June, 12, 1, pp.4-22.
• Lichtenstein, S. & Aitken, P. (2014). The Values Challenge for Developing Ethical Leadership: Research and Practice Agenda for Values-Based Leadership, 6 th Developing Leadership Capacity Conference, Lancaster University Management School, July 7-9. (unpublished). Paul to provide.
• McKenzie, J. & Aitken, P. (2012). Learning to lead the knowledgeable organization: Developing leadership agility. Strategic HR Review, Vol. 11, 6, pp. 329-334. Paul to provide.
• Nowak, M. A. (2012). Evolution: why we help. Scientific American, July, pp.20-25.
• Porter, M.E. & Cramer, M.R. (2011). Creating Shared Value. Harvard Business Review, (Jan-Feb), pp. 62-77.
• Raelin, J. (2011). From leadership-as-practice to leaderful practice. Leadership, 7(2), pp. 195-211, Sage.
• Raelin, J. (2004). Don’t bother putting leadership into people. Academy of Management Executive, Vol. 18, No. 3, pp. 131-135.
• Sveningson, S. & Larsson, M. (2006). Fantasies of Leadership: Identity Work. Leadership, 2(2), pp. 203-224, Sage.
• Takeuchi, H., Osono, E. & Shimizu, N. (2008). The Contradictions That Drive Toyota’s Success. Harvard Business Review, June, HBR.
• Useem, M. (2010). Four Lessons in Adaptive Leadership. Harvard Business Review, November, pp. 87-90, HBR.
• Van Vugt, M. (2004). Follow the leader (but at what cost?). The Psychologist, Vol.17, No.5, pp. 274-277.
• Wang, C.L. & Ahmed, P.K. (2007). Dynamic Capabilities: A Review and Research Agenda. International Journal of Management Reviews, Vol. 9, Issue 1, pp. 31-51.