You develop your self-reflection and self-leadership skills and engage with 360-degree analytical tools to help identify your personal leadership strengths and areas for development. In a fast-paced 21st-century organisation, leaders need to be adept at navigating internal and external challenges, therefore a creative and entrepreneurial approach to leadership is essential to organisational agility and success. Through action learning sets and working with peers, you develop skills in coaching and mentoring to develop the teams in your organisation.

You are introduced to the concept of the sustainable organisation, with a particular emphasis towards socio-economic impact. You analyse the relationship between various stakeholders and evaluate the relationship between entrepreneurship, philanthropy and sustainability. You gain an understanding of business in society and contemporary issues relating to philanthropy, and consider the role of government and policy-makers in shaping the legal, fiscal and cultural context for philanthropy and classical economics, and the role of the rational economic organisation.

You consider the nature of entrepreneurial leadership, with a specific focus towards structure, culture and strategy. You utilise a range of case studies and live examples and inspect selected strategy development concepts, linked to public, private and third-sector organisations. You evaluate the relationship between entrepreneurial leadership and organisational performance.

This module requires individuals to integrate learning and development, and synthesise knowledge and understanding of theory and practice through its application to organisational issues, which are demonstrably concerned with development within the organisation(s). Students work towards this through undertaking a major project related to a business issue of significance within the organisation(s).

The world we live in today is rapidly changing and presents a myriad of challenges, opportunities and, often, dilemmas for business and society more generally. In this module, students will be exposed to the latest issues facing business and society, but from a multidisciplinary perspective – drawing upon thought leadership from a combination of disciplines, such as business, social sciences and the humanities. The aim of this approach is to develop students’ critical thinking skills and to expose them to a range of different perspectives in order to enhance their responsible managerial decision-making skills. The module will, in part, take inspiration from the United Nation’s 17 Sustainable Development Goals (SDGs) as a basis for topical content, but given the dynamic nature of the global business environment, the content will be very much based on what is happening in the world at the time of delivery. In addition, this module will provide inspiration and ideas for research (e.g. the dissertation), with the hope that students will take a much more critical approach to their research, given the exposure to a wider theoretical and contextual base.

As the global business environment becomes ever more complex and volatile, there is a need for organisations of all shapes and sizes to think and act more entrepreneurially, innovatively and creatively in order to be able to change and adapt. This interdisciplinary module will provide students with an understanding of the internal and external factors that impact strategic decision making. Students will be introduced to a variety of strategic theories, tools and concepts, but all in the context of the external environment and its impact on strategic challenges and choices. Students will be exposed to a variety of academic and practical material that they can apply to their own organisations, or a live case organisation in order to appreciate the importance of developing and implementing innovative strategic plans for the success of the organisation, its key stakeholders and society more broadly.