Leadership and Change – Reflective Learning Portfolio
This 3,000-word coursework is a reflective learning portfolio focused on leadership, organisational change and reflective practice. The assessment is worth 100% of the module mark and is structured into four individual components. It is designed to assess leadership capabilities such as strategic thinking, emotional intelligence, communication, adaptability, team building, ethical decision-making and change management, while encouraging students to connect leadership theories and self-assessment tools with their own development. Component 1 focuses on individual leadership style and requires students to provide the results of the Fastest MBTI Test and critically reflect on what the outcome means in relation to their preferred leadership style. Students are expected to connect their MBTI results with leadership approaches covered in the module, including the Situated Leadership model. This component represents 20% of the assessment and has a suggested length of 600 words. Component 2 examines team roles. Students must present evidence from their Team Roles Test, identify their preferred team role and explain why it suits them. They must then identify two other Belbin team roles that would be important when building a team and explain their relevance. Connections can also be made between the Team Roles Test, Belbin’s framework and the results of the Conflict Management questionnaire. This component contributes 20% and has a suggested length of 600 words. Component 3 requires students to develop an individual organisational change plan in response to a fictional case study in which ARU is considering the adoption of AI to mark student coursework assignments and examinations. The plan evaluates change enablers and barriers, stakeholder involvement, ethical considerations and resource constraints. Students then develop an implementation strategy using a suitable change-management framework such as Lewin’s Change Model or Kotter’s 8-Step Model, including stakeholder engagement, communication, resistance management and strategies for sustaining change. This component represents 30% and has a suggested length of 900 words. Component 4 is a 900-word reflective account of what students learned about leadership while working as part of a team to design the organisational change plan. The reflection considers how leadership emerged, team collaboration, missing or required roles, conflict management and personal development. Students may structure the reflection using Kolb’s Reflective Learning Cycle or Gibbs’ Reflective Cycle and support their discussion with theories such as transformational, situational and distributed leadership, as well as Belbin’s team-role framework. Overall, the learning outcomes require students to critically reflect on their leadership style, evaluate classical and contemporary leadership theories, understand organisational change processes and develop evidence-based change strategies. The assessment also emphasises reflective practice and personal leadership development through experiential learning in a group setting.
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