Course Specifications for Postgraduate Diploma in Global Health Leadership & Practice

MGH701 - Leading Self & Others

This module is designed to enhance your individual and team-based leadership capabilities. Through exploring organisational and leadership theory, you will gain a deeper understanding of organisational dynamics, culture, politics, policy, and agenda setting. You will learn how to build strong relationships within and across teams, diagnose team dynamics, and identify leadership styles and strategies to tackle challenges and seize opportunities.

The module also focuses on the development of essential leadership qualities, actions, and approaches. You will learn best practices for feedback, conflict resolution, and difficult conversations, all aimed at improving team performance. Through case studies, self-reflection, and feedback, you will pinpoint areas for personal growth, building your leadership capacity and that of your teams.

Upon completing this module, you will have

Competences:

  • The ability to critically analyse leadership styles and understand their appropriate and inappropriate applications.
  • The ability to identify your own and others’ work styles and values, and leverage them effectively within a team.
  • The ability to understand and apply principles of motivation and inspiration to lead successful teams.
  • The ability to understand and apply principles of emotional and social intelligence in leadership.
  • The ability to lead and manage self and teams in volatile, uncertain, complex, and ambiguous (VUCA) environments.
  • The ability to respond effectively to rapidly changing environments through leadership.
  • A critical understanding of leadership theory and how to build high-performing, inclusive teams.

Knowledge:

  • A comprehensive understanding of existing leadership theories and concepts related to change, and the ability to apply them in healthcare.
  • A high level of critical appraisal of differing perspectives on leadership theories and their practical application in healthcare transitions.
  • A critical understanding of key leadership theories, their theoretical underpinnings, and their implications for practice.

Skills:

  • The ability to apply a systematic understanding of diverse concepts guiding change management in healthcare leadership.
  • The ability to demonstrate effective leadership as managers of change in complex healthcare organisations and systems.
  • The ability to critically analyse current leadership issues in healthcare.
  • The ability to identify work styles and values and utilise them effectively in a team.
  • Insight into the appropriate and inappropriate use of different leadership styles.

Judgement Skills and Critical Abilities

  • The ability to identify and critically analyse your personal values, character, and integrity to demonstrate personal accountability.
  • The ability to critically appraise leadership theory and assess, compare, and contrast it with your emotional competence and personal leadership style.
  • The ability to critically analyse current leadership issues within healthcare environments.
  • The ability to recognise and critically evaluate your personal strengths and articulate development needs.
  • The ability to critically appraise group decision theory and gain insight into effective decision-making in group settings.
  • The ability to critically analyse yourself in relation to working in teams.
  • The ability to critically appraise literature on leadership within groups and develop strategies for effective team working in healthcare organisations.

250 Hours

Online : 100%

10 ECTS/ECVETs

Summative Essay: (3,000 words) – A critical reflection on the candidates developed understanding of leadership, their leadership style and its application within their own area of practice.

Assessment Weighting

Summative Essay: 100%

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Leading Self and Others 1st Edition, Venkatesh S, 2016
  • New Leadership for Today’s Health Care Professionals 2nd Edition, Rubino et al, 2020
  • Leadership in Healthcare: Essential Values and Skills, Third Edition (ACHE Management) Part of: ACHE Management (39 Books), Dye, 2017
  • Building a Culture of Ownership in Healthcare (The Invisible Architecture of Core Values, Attitude, and Self-Empowerment) 2nd Edition 2017, Tye
    Employee
  • Engagement in Theory and Practice Edited By Catherine Truss, Kerstin Alfes, Rick Delbridge, Amanda Shantz, Emma Soane 2014
  • Conflict Management for Managers Resolving Workplace, Client, and Policy Disputes, Second Edition Raines S. (2019)
  • Harvard Business Review related articles under the topic – Leadership and Managing People. https://hbr.org/topic/leadership-and­managing-people

Supplementary Reading List

  • Emotional Intelligence is Essential to Leadership. Mansel B. Nurs Stand. 2017 Jan 18;31(21):29. doi: 10.7748/ns.31.21.29.s28. PMID: 28098012
  • What is Leadership? Klingborg DJ, Moore DA, Varea-Hammond S.J Vet Med Educ. 2006 Summer;33(2):280-3. doi: 10.3138/jvme.33.2.280. PMID: 16849311
  • Dual Leadership in a Hospital Practice. Thude BR, Thomsen SE, Stenager E, Hollnagel E. Leadersh Health Serv (Bradf Engl). 2017 Feb 6;30(1):101-112. doi: 10.1108/MGHS-09-2015-0030. PMID: 28128047
  • Attributes of Clinical Leadership in Contemporary Nursing: an integrative review. Mannix J, Wilkes L, Daly J. Contemp Nurse. 2013 Aug;45(1):10-21. doi: 10.5172/conu.2013.45.1.10. PMID: 24099222 Review.
  • Leadership. O’Keeffe DF. Curr Opin Obstet Gynecol. 2012 Dec;24(6):436-9. doi: 10.1097/GCO.0b013e328359b605. PMID: 23090618
  • Applying Transformational Leadership in Nursing Practice. Collins E, Owen P, Digan J, Dunn F. Nurs Stand. 2020 Apr 29;35(5):59­
    66. doi: 10.7748/ns.2019.e11408. Epub 2019 Dec 16. PMID: 31840443
  • Leadership Styles and Theories. Giltinane CL. Nurs Stand. 2013 Jun 12­18;27(41):35-9. doi: 10.7748/ns2013.06.27.41.35.e7565. PMID: 23905259
  • Leadership’s Impact on Quality, Outcomes, and Costs. Roussel L. Crit Care Nurs Clin North Am. 2019 Jun;31(2):153-163. doi: 10.1016/j.cnc.2019.02.003. Epub 2019 Apr 8. PMID: 31047090

MGH702: SystemsThinking For Leaders

This module focuses on developing systems thinking skills that enable leaders and managers to work with others and respond proactively to the rapidly changing, complex, continuously evolving healthcare field.

Building on the theory and practices of module MGH701 students will continue to develop their leadership skills and explore general systems thinking- ‘the parts and the whole’. Developing an understanding of the sets of interconnected systems, organisational systems, the dynamic complex social systems that drive human behaviour and shape organisational culture and climate.

By completing this module, candidates will be equipped with a foundational knowledge related to

  • General Systems Thinking, holistic thinking and organisations, as collections of socio-technical components.
  • A theoretical and practical grounding in Organisational theory & governance for the 21st century.
  • An understanding of the dynamic social systems and culture in successful healthcare organisations, the levels of organisational culture in healthcare, culture assessment tools, the importance of leadership actions to promote positive changes in culture.
  • A toolkit of models to intervene in complex organisational systems to address multi-dimensional problems.
  • Understand the development and coordination of strategies within and across organizational units
  • Critically evaluate managerial decision making and managerial judgement in complex settings 7.
  • Understand the management, governance and roles of data, information, and knowledge in strategy development and management .
  • Ability to utilise systems thinking principles for knowing what are the competencies and skills required for a leader to resolve complex organisational problems and how to develop these elements in the workplace.
  • Formulate plan and implement strategies/advice for developing such competencies and skills of a leader.
  • Develop skills for the systematic analysis of individual, group and organisational functioning that enhances their effectiveness as a leader.
  • Evaluate the effectiveness of particular organizational leadership styles and behaviour.
  • Demonstrate an in-depth knowledge of frameworks, concepts, and approaches from systems thinking research.
  • Critically evaluate shared, collaborative and distributed leadership and management in complex settings.
  • Understand the development and coordination of strategies
    within and across organizational units
  • Recognizing, understanding, and managing culture in single
    and multiple organizational settings
  • Critically evaluate managerial decision making and managerial
    judgement in complex settings
  • Understand the management, governance and roles of data,
    information, and knowledge in strategy development and management
  • Use experiential and participative learning principles for knowing what are the competencies and skills that are required for a leader and how to develop these elements in the workplace.
  • Develop skills for the analysis of individual, group and organisational functioning that enhances their effectiveness as leaders and managers
  • Critically evaluate managerial decision making and managerial judgement in complex settings.
  • Evaluate the effectiveness of particular organizational leadership styles and behaviour.
  • Critically evaluate managerial decision making and managerial judgement in complex settings

250 Hours

Online : 100%

 

10 ECTS / ECVETs

Summative Essay (3,000 words): A critical reflection on the candidates developed understanding of the lessons learned during the online module.

Assessment Weighting

Summative Essay: 100%

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Organization Theory: Modern, Symbolic, and Postmodern Perspectives 3rd Edition by Mary Jo Hatch, Ann L. Cunliffe (2013)
  • Simple Complexity: A Management Book for the Rest of Us: A
  • Guide to Systems Thinking. William Donaldson PhD, Morgan James Publishing (Publisher), 2017
  • Transforming Health Care Leadership: A Systems Guide to Improve Patient Care, Decrease Costs, and Improve Population Health by Michael Maccoby , Clifford L. Norman , et al. 2013
    Organizations as
  • Learning Systems: “Living Composition” as an Enabling Infrastructure (Advanced Series in Management) Illustrated Edition by Marjatta Maula (Author)
  • Harvard Business Review related articles under the topic – Leadership and Managing People. https://hbr.org/topic/leadership-and­managing-people

Supplementary Reading List

  • Systems thinking as a platform for leadership performance in a complex world September 2010Baltic Journal of Management 5(3):330-355 DOI: 10.1108/17465261011079749
  • A meta-analysis of shared leadership and team effectiveness. Wang D, Waldman DA, Zhang Z. J Appl Psychol. 2014 Mar;99(2):181­98. doi: 10.1037/a0034531. Epub 2013 Nov 4. PMID: 24188392
  • Leadership of a Clinical Academic Health Centre. Allen PF. J Dent. 2019 Aug;87:55-58. doi: 10.1016/j.jdent.2019.05.001. Epub 2019 May 7. PMID: 31075369
  • Leadership in crisis situations: merging the interdisciplinary silos. Paquin H, Bank I, Young M, Nguyen LHP, Fisher R, Nugus P. Leadersh Health Serv (Bradf Engl). 2018 Feb 5;31(1):110-128. doi: 10.1108/LHS-02-2017-0010. Epub 2017 Nov 24. PMID: 29412098
  • Dual leadership in a hospital practice. Thude BR, Thomsen SE, Stenager E, Hollnagel E. Leadersh Health Serv (Bradf Engl). 2017 Feb 6;30(1):101-112. doi: 10.1108/LHS-09-2015-0030. PMID: 28128047

MGH703: Leading Change

Leading successful change is a necessity in today’s dynamic operating environments.

This module explores change from a holistic perspective and how to lead and implement it effectively in any organisational context.

The module is focused on underpinning theories of change management.

Candidates will develop a clear understanding of the process of effective change management.

  • Demonstrate in-depth knowledge and appreciation of change, its implementation, the delivery of excellence in service quality.
  • Demonstrate an advanced understanding of the underpinning principle of strategic change management and relevant theoretical frameworks.
  • Ability to conduct change projects in a variety of contexts.
  • Appreciate the complexity of managing organisational change and the variety of change contexts.
  • Understanding of the techniques and practical understanding of how to apply theories and concepts of change and their application to improve service quality.
  • Critically evaluate, challenge and apply data and research evidence to innovative new ways of working related to the needs of a defined population/ specific area of practice
  • Critically evaluate, challenge and present data and research evidence in a format that will persuade staff of the need for change.
  • Develop innovative and effective presentation skills to influence and support change.
  • Apply a set of change tools to introduce a new organisational practice.
  • Increase ability to lead others and to build high performing teams.
  • Develops a toolbox to manage oneself when involved in complex change projects.
  • Critically evaluate and apply change management principles to the process of continuous improvement and service quality.
  • Critically evaluate and apply the principles of change to the process of innovation including opportunities to overcome resistance and barriers to change

250 Hours

Online: 100%

10 ECTS/ECVETs

Summative Essay (3,000 words): Addressing key theoretical concepts, the approach, results, and learnings from the module demonstrating a professional understanding of the concepts of change management and the effective application of change interventions in healthcare settings.

Assessment Weighting: Summative Essay: 100%

Any candidate failing the module, i.e. receives a mark below 50%, will repeat the individual essay taking account of the feedback. To gain high marks in the assignment, candidates will have to read widely which means going beyond lecture notes and recommended texts.

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Understanding and Managing Change in Healthcare: A Step-by-Step Guide 2014th Edition by Jaqui Hewitt-Taylor (Author)
  • Leading Change in Healthcare: Transforming Organizations Using Complexity, Positive Psychology and Relationship-Centred Care, Suchman et al, 2014
  • Leading Strategic Change in an Era of Healthcare Transformation (Management for Professionals) Part of: Management for Professionals (28 Books), Austin, Bentkover, et al, 2016
  • Harvard Business Review -https://hbr.org/

Supplementary Reading List

Journals

  • Change Management. Barrow JM, Annamaraju P, Toney-Butler TJ. 2020 Oct 12. In: StatPearls [Internet]. Treasure Island (FL): StatPearls Publishing; 2020 Jan–PMID: 29083813
  • Change management in health care. Campbell RJ. Health Care Manag (Frederick). 2008 Jan-Mar;27(1):23­39. doi: 10.1097/01.hcm.0000285028.79762.a1. PMID: 18510142
  • Nurse practitioner integration: Qualitative experiences of the change management process. Lowe G, Plummer V, Boyd L. J Nurs Manag. 2018 Nov;26(8):992-1001. doi: 10.1111/jonm.12624. Epub 2018 Apr 30. PMID: 29708287
  • Applicability of Lewin’s change management model in a hospital setting. Suc J, Prokosch HU, Ganslandt T. Methods Inf Med. 2009;48(5):419-28. doi: 10.3414/ME9235. Epub 2009 Aug 20. PMID: 19696950
  • Lean healthcare from a change management perspective. van Rossum L, Aij KH, Simons FE, van der Eng N, Ten Have WD. J Health Organ Manag. 2016 May 16;30(3):475-93. doi: 10.1108/JHOM-06-2014-0090. PMID: 27119398

MGH704: Analytics & Risks in Healthcare

Healthcare systems are rapidly moving toward adopting technology with the digitisation of health records, access to big data and storage in the cloud, advanced software, and mobile applications technology.

  • Understand the different uses of data analytics to inform business decisions.
  • Formulate and implement a range of analytical modelling approaches to support business decisions.
  • Ability to understand the impact of risk and uncertainty in a range of business scenarios
  • Systematically and critically judge the mechanisms for escalating and communicating concerns within the legal and ethical frameworks required for safe practice
  • Understand the impact of risk and uncertainty in a range of business scenarios.
  • Understand the different uses of data analytics to inform business decisions.
  • Understand a range of analytical modelling approaches to business decisions.
  • Analyse and evaluate business risk scenarios, based on relevant data and statistical techniques
  • Apply a range of business analytics to support business decisions.
  • Critically evaluate the appropriate application of different analytical approaches
  • Thinking critically and arguing effectively.
  • Interpreting and analysing quantitative data related to business issues, using appropriate financial and/or statistical skills and models to solve problems

250 Hours

Online: 100%

10 ECTS/ECVETs

Summative Essay (3,000 words): A critical reflection on the candidates developed understanding of the lessons learned during the online
module.

Assessment Weighting

Summative Essay: 100%

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Introduction to Risk Management in Health Moore, 2016
  • Health Analytics: Gaining the Insights to Transform Health Care, Burke 2013
  • Harvard Business Review –https://hbr.org/

Supplementary Reading List

Journals

  • The Business of Risk. Lennon RJ, Holmes DR Jr. EuroIntervention. 2018 Jan 20;13(13):1503-1505. doi: 10.4244/EIJV13I13A241. PMID: 2934523
  • Importance of risk comparison for individual and societal decision-making after the Fukushima disaster. Murakami M.J Radiat Res. 2018 Apr 1;59(suppl_2):ii23-ii30. doi: 10.1093/jrr/rrx094. PMID: 29420739
  • Adequate Risk Stratification. Evangelatos N, Gerlach T. Dtsch Arztebl Int. 2018 Mar 2;115(9):145. doi: 10.3238/arztebl.2018.0145a. PMID: 29563010
  • Risk Prediction: Are We There Yet? Jensen JK. Circulation. 2016 Nov 8;134(19):1441-1443. doi: 10.1161/CIRCULATIONAHA.116.024941. Epub 2016 Sep 28. PMID: 27682884
  • Improving Health Care with Advanced Analytics: Practical Considerations. Benuzillo J, Savitz LA, Evans S. EGEMS (Wash DC). 2019 Mar 25;7(1):3. doi: 10.5334/egems.276. PMID: 30937325

MGH705: Project Management for Global Health & Healthcare

This module will explore the discipline of project management from a global healthcare perspective.

Covering the skills required to successfully lead & manage projects in complex organisational systems and environments; how to successfully deliver a project from identifying stakeholders and developing and gaining consensus on requirements to constructing a project plan.

It also covers in detail the skills required to successfully manage project stakeholders and team members.

  • Demonstrate a robust knowledge and understanding of Project Management theories and concepts and their appropriate use.
  • Apply effective appraisal methods and techniques for project and programme selection.
  • Implement a range of analytical modelling approaches to support global business decisions.
  • Identify and evaluate the risks in digital transformation projects and develop a suitable global risk management strategy for successful project delivery.
  • Learn through reflection on practice and experience.
  • Apply effective appraisal methods and techniques for project and programme selection.
  • Critically evaluate the approaches and techniques relevant to programme and project management in the public and private sector in the digital era.
  • Demonstrate the practical ability to solve project related problems as part of a team through the research of appropriate tools and techniques.
  • Identify and evaluate the risks in digital projects and develop a suitable risk management strategy for successful project delivery.
  • Effectively perform within a team environment and the ability to recognise and utilise individuals’ contributions in group processes.
  • Thinking critically and arguing effectively.
  • Interpreting and analysing data related to projects, transformation initiatives and business issues, using appropriate financial and/or statistical skills and models to solve problems

250 Total Learning Hours

Online: 100%

10 ECTS

Summative

  • Assignment 3,000 words
  • Presentation of a comprehensive project plan related to an area of their practice.

Assessment Weighting

Assignment: 80% Project Report 20%

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Healthcare Project Management, 2nd Edition, Schwalbe & Furlong, 2017
  • A Guide to the Project Management Body of Knowledge ( PMBOK® PMBOK® Guide—6th Edition 2017
  • Harvard Business Review -https://hbr.org/

Supplementary Reading List

Journals

  • Project management skills. Perce KH. AAOHN J. 1998 Aug;46(8):391-403; quiz 404-5. PMID: 9748920
  • Project Management for Healthcare Practices: Costs and Timing. Baum N, Swig B. J Med Pract Manage. 2017 Jan;32(4):271-275. PMID: 29969547
  • Project management; considerations for success. Maas J. J Healthc Prot Manage. 2013;29(2):74-82. PMID: 24020323
  • Researchers’ experience with project management in health and medical research: results from a post-project review. Payne JM, France KE, Henley N, D’Antoine HA, Bartu AE, Elliott EJ, Bower C. BMC Public Health. 2011 Jun 2;11:424. doi: 10.1186/1471­2458-11-424. PMID: 21635721
  • Nurse managers’ challenges in project management. Suhonen M, Paasivaara L. J Nurs Manag. 2011 Nov;19(8):1028-36. doi: 10.1111/j.1365-2834.2011.01324.x. Epub 2011 Nov 3. PMID: 22074305

MGH706: Problem Solving & Innovative Thinking in Healthcare

What is creativity and why is it important in today’s health & healthcare operating contexts?

This module explores problem solving innovation & creativity from a healthcare perspective and the standpoint that to be an effective leader in a complex system requires skills in ideation and translating the intangible and intractable into something tangible and of value to organisations.

  • Apply Problem solving knowledge to creatively and effectively solve problems.
  • Demonstrate comprehensive understanding of innovative processes in healthcare.
  • Ability to lead innovation multidisciplinary innovative efforts.
  • Thoroughly understand core concepts and approaches in problem solving and innovation, policy and management and their relationship to each other.
  • Demonstrate advanced understanding of innovation management (including awareness of the most important issues, contemporary theories and practices, key uncertainties, and practical complexities and dilemmas.
  • Thoroughly understand core concepts and approaches in environmental sciences, policy and management and their relationship to each other.
  • Communicate complex knowledge effectively in English both orally and in writing to professional and academic audiences, using appropriate communication standards.
  • Organize effective independent work in innovation; work effectively in multidisciplinary, multicultural groups to solve complex problems.
  • Creative & Rational problem-solving approaches.
  • Ideation & innovation.
  • Develop the ability to lead and work effectively in diverse teams.
  • Develop key skills of critical discussion, debate and argumentation.
  • Critically evaluate and apply problem solving principles to the process of innovation

250 Hours

Online: 100%

10 ECTS

Summative: Individual essay – 3,000 words addressing the approach, results, and learnings from the module.

Assessment Weighting

Summative Essay: 100%

Grades are set from the EU grading scheme:

Scale                    Grade Description
80-100%               Distinction
70-79%                 Merit
55-69%                 Pass
45-54%                 Compensated Pass
0-34%                   Lower Fail

Core Reading List

  • Systems Thinking For Social Change: A Practical Guide to Solving Complex Problems, Avoiding Unintended Consequences, and Achieving Lasting Results by David Peter Stroh | Oct 16, 2015

  • Evidence-Based Leadership, Innovation and Entrepreneurship in Nursing and Healthcare: A Practical Guide to Success, Melnyk PhD APRN-CNP FAANP FNAP FAAN, Raderstorf DNP RN, 2019

  • Applied Problem-Solving in Healthcare Management, Potthoff PhD, Justine Mishek MHA, et al. 2020

  • Harvard Business Review -https://hbr.org/

Supplementary Reading List

Journals

  • Meta-analytic evidence for a core problem solving network across multiple representational domains. Bartley JE, Boeving ER, Riedel MC, Bottenhorn KL, Salo T, Eickhoff SB, Brewe E, Sutherland MT, Laird AR. Neurosci Biobehav Rev. 2018 Sep;92:318-337. doi: 10.1016/j.neubiorev.2018.06.009. Epub 2018 Jun 23. PMID: 29944961
  • Decision-Making and Problem-Solving Approaches in Pharmacy Education. Martin LC, Donohoe KL, Holdford DA. Am J Pharm Educ. 2016 Apr 25;80(3):52. doi: 10.5688/ajpe80352. PMID: 27170823
  • Metaphor and analogy in everyday problem solving. Keefer LA, Landau MJ.Wiley Interdiscip Rev Cogn Sci. 2016 Nov;7(6):394-405. doi: 10.1002/wcs.1407. Epub 2016 Sep 1. PMID: 27582354
  • Innovation in Nursing Leadership: A Skill That Can Be Learned. Machon M, Cundy D, Case H. Nurs Adm Q. 2019 Jul/Sep;43(3):267­273. doi: 10.1097/NAQ.0000000000000361. PMID: 31162346
  • Creativity and Innovation: An Essential Competency for the Nurse Leader. Snow F. Nurs Adm Q. 2019 Oct/Dec;43(4):306-312. doi: 10.1097/NAQ.0000000000000367. PMID: 31479050
  • On Innovation. Belloso WH. Ther Innov Regul Sci. 2020 Sep;54(5):1068-1075. doi: 10.1007/s43441-020-00125-3. Epub 2020 Feb 5. PMID: 32026402

Join the college of remote and offshore medicine foundation

Discover, develop or re-ignite your passion for austere medicine!

Learn More

Have A Question?
Send Us A Message!

Contact Us