AC6645 - Leading and Managing Change

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Developing effective leadership skills and capacity to manage change are integral to the Government’s transformation agenda. Health professionals are central to supporting and developing patient centred care through effective leadership and service development. This module aims to integrate theory, research and practice to enable the practitioner to develop leadership capacity and capability in order to develop and lead change and instigate safe, effective service delivery at a variety of levels within the organisation. This will be achieved by utilising a variety of approaches to learning and teaching that support the students’ individual development. This will include the use of lectures, self assessment/diagnostic tools and the e-learning portal. Formative and summative assessments will involve students critiquing organisational culture, leadership and change to improve service delivery. The summative assessment will culminate learning within a 3000 word essay


Barr, J and Dowding, L (2012). Leadership in Health Care. 2nd edn. London. Sage Publications

Belbin, R. M (2010) Management teams: why they succeed or fail. 3rd ed.
Amsterdam ; London : Butterworth-Heinemann

Covey, S, R (2004). The 7 habits of highly effective people: restoring the character ethic. New York: Free Press

Chambers, R, Mohanna, K, Spurgeon, P and Wall, D (eds) (2007) How to succeed as a leader. Oxford.Radcliffe Publishing.

Fuda., P (2013) Leadership transformed: how ordinary managers become extraordinary leaders
London: Profile Books.

Goleman, D, (2002) The New Leaders: transforming the art of leadership into the science of results. London. Little Brown.

Goleman D, Boyatzis, R. McKee, A.(2002) Primal Leadership. Learning to lead with Emotional Intelligence. Harvard Business School Press.

Guay, R, P. (2013) The relationship between leadership fit and transformational leadership. Journlal of managerial psychology. 28 (1) 55-73
Howkins, E and Thornton, C (2002) Managing and Leading Innovation. Edinburgh Balliere and Tindall
Jelphs, K, and Dickison, H. (2008) Working in teams. Bristol Community Care
Marquis, B;Huston, l,Jorgensen, C. (2012) Leadership roles and management functions in nursing: theory and application. 7th ed. Philadelphia, London Wolters Kluwer/Lippincott Williams & Wilkins

Sullivan, E,J and Garland, G (2010) Practical leadership and management tin nursing. London. Pearson

Walshe, K. Smith, J (2011) Healthcare management 2nd Ed. England, McGraw Hill.
Yukl, S. (2013). Leadership in Organizations (8th ed.). England: Pearson Education Limited

Web Sites

Department of Health

Health Information Resources

Kings Fund

NHS Institute for Innovation and Improvement

Care Quality Commission http://www.cqc/

NHS clinical leaders network-
Foundation for nursing Leadership -


Health and social care policies and implications for professional leadership
Organisational culture
Leadership and management theories
Change theory and practice development
Managing resources effectively
Inter-professional working ( team work)
Risk management, quality improvement and innovation
Self analysis and professional development


This module will enable students to:
1. Integrate theory, research and practice in order to develop leadership capacity and capability through the critical application of different theoretical perspectives.
2. Reflect on and develop their own leadership capacity in order to lead change and instigate practice development at relevant levels within the organisation.


On completion of the module the student will be able to;

1. Critically analyse and explore a range of leadership and change theories and approaches that impact upon professional practice (a 1, 2, 4, b 1, 5, c 2, 6, 7)
2. Critically analyse the demands of managing and leading individuals /teams to deliver evidence based practice within the context of rapidly changing health and social care provision (a 3, b 2, c 4, d 2, 4)
3. Critically explore organisational culture and impact on service delivery whilst managing self, people and resources (a 5, b 4, c 5, d 3).
4. Critically analyse and explore personal leadership potential and future development needs (b 3, c 3, d 1, 6, 7)








This module will be delivered using a variety of approaches to teaching and learning that will support the student’s individual development. Learning and Teaching will be undertaken via lectures, the use of self-assessment and diagnostic tools, directed reading and the use of the e-learning portal and Turnitin.


a) Summative assessment and rationale for tasks

This will be in the form of a 3000 word essay in which students will critically analyse factors influencing leading and managing change. This will include the exploration leadership and change theory within the context of their sphere of practice. Feedback will be provided summatively through written comments within the final feedback assessment.

b) Additional formative assessment – detail of process and rationale
Students will undertake a variety of self and organisational assessments to aid critical exploration of their own leadership capacity and capability in relation to organisational learning and development. These will be undertaken within workshops. They will also develop a 500 word formative plan to share with peers in the workshops

c) Indication of how students will get feedback and how this will support their learning
Feedback will be provided formatively via individual and group tutorials, Students may also submit their written work to Turnitin for formative feedback in identifying and preventing plagiarism and improving referencing technique. The essay will be marked according to level 6 assessment criteria and written comments provided.



Course info

Credits 20

Level of Study Undergraduate

Mode of Study 1 year full-time

Location Coach Lane Campus

City Newcastle

Start October 2020

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