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Critically evaluate a range of literature, academic, practitioner and organisation specific regarding the relationship between leadership, learning managers and organizational performance: Portfolio Building and Identity Reconstruction, Assignment, MU, UK
| University | Middlesex University (MU) |
| Subject | Portfolio Building and Identity Reconstruction |
Learning outcomes assessed
Knowledge (understanding)
1. critically evaluate a range of literature, academic, practitioner and organisati on specific regarding the relationship between leadership, learning managers and organizational performance
2. apply systems thinking to place themselve s within a dynamic financial, cultural and strate gic system and sub-system
3. evaluate the importance of productive reflective practice for future professional development
Skills (competences)
- synthesi se strategic insights and perspectives on organisati onal performance, such they become relevant to their own role and senior leader identity projection
- explore how professional behaviours might be exhibited in their context(s) in the future
- demonstrate self-directi on in managing their leadership experience based on reflective practice and collaborative relationships
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Assessment Requirements
There are two elements of assessme nt to the assessment both of which count to the final module mark. Please ensure that you read the assignme nt guidance as this provides further information on the requirements and expectations of the assignment brief.
1. Construction of Portfolio of evidence (60%) Students construct a portfolio of evidence to prepare for the Professional Discussion element of the EPA.
This is limited to the knowledge standards of:
- Strategy;
- Innovation and change;
- Enterprise and risk;
- Finance;
- Leading and developing people;
- Developing collaborati ve relationshi ps.
(No word limit, but must be easily viewable in 30 mins)
2. Reconstruction of identity (40%)
Triangulati ng three sources of data/input, namely your first module assessment for ‘Creating Identity and Setting Direction’, a Critical Action Learning perspective on your leadership journey through the programme and a recent conversation with at least one Senior Leader in your organisation, reflect on what sort of leader you have become and how you will continue your professional development as a leader.
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