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MGMT305 Management and Leadership

Teaching organisation

12 weeks or equivalent

Unit rationale, description and aim

Leadership is a highly influential factor in achieving sustainable organisational outcomes by effectively responding to the constantly shifting business landscape where a global focus, digital advances and social-political shifts occur rapidly. Leaders need to understand the cultural, organisational, ethical and political implications of their decisions and practices. Students will be exposed to the concept of subsidiarity and the implications for empowerment of people. If students are able to do this, they will need knowledge of leadership research, leadership from individual, collective, ethical, followership and psychoanalytic perspectives and new and emergent perspectives on leadership and its links to identity, virtuality and spirituality. Further, this unit will provide students with knowledge and capability to become acquainted to respond effectively, efficiently, ethically and authentically to many challenges, tensions and paradoxes facing today’s organisations and communities. Students will apply their knowledge in leading organisations and staff and contributes to sustainable organisational outcomes. 

Learning outcomes

To successfully complete this unit you will be able to demonstrate you have achieved the learning outcomes (LO) detailed in the below table.

Each outcome is informed by a number of graduate capabilities (GC) to ensure your work in this, and every unit, is part of a larger goal of graduating from ACU with the attributes of insight, empathy, imagination and impact.

Explore the graduate capabilities.

On successful completion of this unit, students should be able to:

LO1 - Explain relevant theories, concepts and principles in leading and managing people in contemporary organisations considering the managerial responsibility to the common good and the environment (GA2, GA5)

LO2 - Identify core leadership and management skills needed in the contemporary workplace in undertaking ethical informed decision making (GA3, GA5)

LO3 - Apply various leadership and management skills in a variety of situations by drawing on their knowledge of the major frameworks, concepts and theories of leadership. (GA5, GA8)

LO4 - Critically reflect on the challenges of leading and managing people in the workplace and develop your abilities to build upon your strengths and enhance your weakness (GA4, GA5)

Graduate attributes

GA2 - recognise their responsibility to the common good, the environment and society 

GA3 - apply ethical perspectives in informed decision making

GA4 - think critically and reflectively 

GA5 - demonstrate values, knowledge, skills and attitudes appropriate to the discipline and/or profession 

GA8 - locate, organise, analyse, synthesise and evaluate information 


Topics will include:

  • Introduction to Leadership
  • Identifying principles of sustainable leadership
  • Leadership skills
  • Leadership theories and approaches
  • Individual differences and leadership approaches
  • Ethical, spirituality and leadership approaches
  • Power, politics and organisational leadership
  • Collective approaches to leadership
  • Followership - why should we become a good follower?
  • Collective approaches to leadership
  • The role of communication in leading sustainable organisations
  • Trends in Leadership

Learning and teaching strategy and rationale

The overall aim of this unit is to prepare students personally and academically to appreciate leadership in the 21st century. More specifically, the course will acquaint students with relevant leadership theories, concepts and principles, and provide students with an opportunity to integrate leadership theory and practice. The course is designed to assist students in reflecting on the purpose and effectiveness of their leadership and management skills, and to improve their potential to lead and make a difference in the workplace. By participating in workshops, students will systematically develop their understanding of the critical frameworks and approaches of leadership and how they can be effectively applied to deliver sustainable organisational outcomes. This unit takes an experiential approach to support students in developing the skills required to effectively, efficiently, ethically and authentically lead organisations by sharing stories and insights and reflecting on experiences. This approach is designed to interest students who prefer to learn within a social environment and builds in expert support for skills development. 

Assessment strategy and rationale

In order to pass this unit, students are required to achieve an aggregate mark of at least 50%. Marking will be in accordance with a rubric specifically developed to measure student levels of achievement of the learning outcomes for each item of assessment. Students will also be awarded a final grade which signifies their overall achievement in the unit. The assessment strategy for this unit allows students to sequentially develop their knowledge and skills of leadership to the point where they are able to critically reflect on their own leadership practices and capabilities and develop a personal leadership development strategy. To develop this level of capability, students will demonstrate their knowledge of leadership through a critical essay, work in a group to analyse a leadership case study, then apply their knowledge and understanding by presenting their reflections, conclusions and findings and leadership development strategy in the final assessment task. 

The assessment tasks for this unit are designed for students to demonstrate their achievement of each learning outcome of the unit.

Overview of assessments

Brief Description of Kind and Purpose of Assessment TasksWeightingLearning OutcomesGraduate Attributes

Assessment 1: Discussion Board

This assessment focusses on the level co-creation of value by students whether on campus or online. Students will be assessed based on their continuous engagement and collaborative participation to the unit via a range of methods including, but not limited to tasks, activities, and discussions.

Submission Type: individual

Assessment Method: Written and verbal evidence of value co-creation

Artefact: Assessor generated summary as per rubric


LO1, LO2, LO3

GA2, GA3, GA5, GA8

Task 2: Investigative Report

Students are required to consider Leadership Theories from the first 7 weeks of this unit, then identify and Analyse challenges in applying their chosen leadership approach in leading organisation considering subsidiarity at its core.

Submission Type: individual

Assessment Method: Written

Artefact: Investigative Report


LO3, LO4 

GA4, GA5, GA8

Task 3: Reflective Report

This assessment task consists of a 1750 words Individual reflective report. The aim of this assessment is to reflect on the challenges of leading and managing people in the workplace and develop personalised capabilities’ plan to build upon strengths and enhance weakness This assessment allows students to analyse a practical example of leadership in the student’s life and develop a personalised plan to develop their abilities as a responsible leader.

Submission Type:  Individual

Assessment Method: Written

Artefact: Reflective Report



GA4, GA5 

Representative texts and references


Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.

Daft, RL 20187. The Leadership Experience. 7th ed/, n Cengage Learning US

DuBrin, AJ, Leadership: Research Findings, Practice, and Skills, 2018, 98th ed., n Cengage Learning US

Dugan, JP., 2017. Leadership Theory: Cultivating critical perspectives. San Francisco, California. Jossey-Bass.

Ernst, B., Banks, G., Blanchard, A., Gooty, J., & Bochantin, J., 2020. An Examination of the Effects of Charismatic Leadership on Follower Performance in Face-to-face and Virtual Settings, ProQuest Dissertations and Theses.

Gordon, R., 2017. Strategic Transformational Organizational Leadership. In Encyclopedia of Strategic Leadership and Management (pp. 1667-1684). IGI Global.

Mendenhall, M.E., Osland, J., Bird, A., Oddou, G.R., Stevens, M.J., Maznevski, M.L. and Stahl, G.K. eds., 2017. Global leadership: Research, practice, and development. Routledge.

Molinaro, V., 2017. The Leadership Contract Field Guide: The Personal Roadmap to Becoming a Truly Accountable Leader, John Wiley and Sons

Renz, D.O., 2016. The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons.

Schedlitzki, D. and Edwards, G., 20187. Studying leadership: traditional and critical approaches. 2nd ed., Sage.

Yukl, GA 2019, Leadership in organizations, 9th ed., Pearson Education, Upper Saddle River NJ.

Academic Journals:

  • Asia Pacific Journal of Management
  • International Journal of cross-cultural management
  • Journal of applied Ethics
  • Journal of HRM
  • Journal of Leadership in Organisations (2019 -
  • Journal of management
  • Journal of minority achievement, creativity, and leadership
  • Journal of productivity and performance Management
  • The international journal of diversity in organisations, communities and nations

Academic Journal Articles:

Anderson, M. H. & Sun, P. Y. T. (2017) Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory. International journal of management reviews : IJMR. [Online] 19 (1), 76–96.

Bolton, B. (2020) Effective project leadership and culture under stay-home orders. Journal of airport management. 15 (1), 28–39.

Covelli, BJ, and Mason, I., 2017. Linking theory to practice; Authentic Leadership. Academy of Strategic Management Journal, Vol 16 (3), PP 1-10.  

Freiherr von Fircks, E. (2021) Culture and Leadership: a Lewinian Perspective of Organizational Problem Solving. Human Arenas. [Online]

Gao, Y. & He, W. (2017) Corporate social responsibility and employee organizational citizenship behavior: The pivotal roles of ethical leadership and organizational justice. Management decision. [Online] 55 (2), 294–309.

Michael Obal et al. (2020) Integrating sustainability into new product development: The role of organizational leadership and culture. Journal of small business strategy. 30 (1), 43–57.

Paul Nakai (2018) THE INVISIBLE DIMENSION OF LEADERSHIP AND CULTURE: Part I. The International journal of servant-leadership. 12 (1), 373–411.

Paul Nakai (2019) THE INVISIBLE DIMENSION OF LEADERSHIP AND CULTURE: Part II. The International journal of servant-leadership. 13 (1), 361–388.

Peters, L. (2019) The Simple Truths About Leadership Creating a People-Centric Culture . 2nd ed. 2019. [Online]. Cham: Springer International Publishing.

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