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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.

Learning Outcome NumberLearning Outcome DescriptionRelevant Graduate Capabilities
LO1Explain relevant theories, concepts and principles in leading and managing people in contemporary organisations considering the managerial responsibility to the common good and the environmentGC1, GC7
LO2Identify core leadership and management skills needed in the contemporary workplace in undertaking ethical informed decision makingGC2, GC7
LO3Apply various leadership and management skills in a variety of situations by drawing on their knowledge of the major frameworks, concepts and theories of leadership.GC1, GC2
LO4Critically reflect on the challenges of leading and managing people in the workplace and develop your abilities to build upon your strengths and enhance your weaknessGC2, GC11


Topics will include:

  • Introduction to Leadership
  • Sustainable leadership
  • Leadership skills
  • Leadership theories and approaches
  • Individual differences and leadership approaches
  • Ethical and spiritual  leadership approaches
  • Power and influence,  politics and organisational leadership
  • Followership - why should we become a good follower?
  • Culture, leading change and leadership
  • Trends in Leadership

Learning and teaching strategy and rationale

In an attendance mode, students will require face-to-face attendance in all the specific physical location/s. Students will have face-to-face interactions with lecturer(s) to further their achievement of the learning outcomes. This unit is structured with required upfront preparation before workshops, most students report that they spend an average of one hour preparing before the workshop and one or more hours after the workshop practicing and revising what was covered. The teaching material used in this unit and available on Canvas provides multiple forms of preparatory and practice opportunities for students to prepare and revise. 

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, , 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 Capabilities

Assessment 1: Critical Report

This assessment task consists of a 1200 words report. This assessment focusses on the level co-creation of value by students. 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 evidence of value co-creation

Artefact: Written Report 


LO1, LO3GC1, GC7

Task 2: Investigative Report

This assessment task consists of a 1200 words report. Students are required to consider Leadership Theories, then identify and Analyse challenges in applying their chosen leadership approach in leading organisation considering sustainability at it’s core.

Submission Type: individual

Assessment Method: Written

Artefact: Investigative Report


LO3, LO4GC2, GC11

Task 3: Reflective Report

This assessment task consists of a 1600  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


LO2, LO4GC2, GC11

Representative texts and references


Daft, RL 2020. The Leadership Experience. 8th ed/, n Cengage Learning US

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

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.

Morris, J. A., Brotheridge, C. M., & Urbanski, J. C. (2005). Bringing humility to leadership: Antecedents and consequences of leader humility. Human relations, 58(10), 1323-1350.

Landay, K., Harms, P. D., & Credé, M. (2019). Shall we serve the dark lords? A meta-analytic review of psychopathy and leadership. Journal of Applied Psychology, 104(1), 183.

Baumeister, R. F., Vohs, K. D., Aaker, J. L., & Garbinsky, E. N. (2013). Some key differences between a happy life and a meaningful life.The Journal of Positive Psychology, 8 (6), 505–516

Landay, K., Harms, P. D., & Credé, M. (2019). Shall we serve the dark lords? A meta-analytic review of psychopathy and leadership. Journal of Applied Psychology, 104(1), 183.

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