Leading Social Change MA

The generators of need are now complex and interrelated. Leaders are finding themselves in a new world of peer-based collaboration and interdependency.

This is a part-time, 2-year course equipping leaders in health, social care, criminal justice, third sector, clergy/faith leaders, community development, and education sectors to lead social change in an age of increasing disruption. You'll work as collaborators and partners, leading highly autonomous teams that develop emergent responses to complex environments.

This innovative degree offers both face–to–face and blended learning experiences. It is delivered using a mixture of workshops, online seminars, group discussions, including a regular learning circle co-consulting group, and learning journey visits and immersions. The highly participative nature of workshops and groups enables students to experience collaborative leadership and peer learning.

Employability

The context for leading social change is rapidly changing. The world of leadership is moving from a rational, deterministic approach, with expertise at the top and market-driven solutions, to a collaborative and networked future, where knowledge is distrusted and progress requires a relational approach.

In this emerging context, leaders focus on the collective rather than the individual, using evidence to inform decision-making, securing collective responsibility against a shared purpose, and taking an asset-based approach to emergent change. These leaders work as collaborators and partners, leading highly autonomous accountable teams that develop emergent responses to complex environments.

This master prepares leaders from across the public service field to lead the next generation of organisation. It is the first of its kind in the UK and comes from our experience working within health and social care environments, where we are finding the need for collaborative leadership is not matched by the educational provision.

Learning Outcomes

1. Leaders with the knowledge and understanding of leading change in complex social environments that require collaboration and partnerships, in order to lead real-world change.
2. Leaders who have a deep understanding of human approaches to systems change, and innovation in social change can be adapted and adopted in their workplace/community.
3. Leaders who can critically appraise evidence-based options for leading effective social change.
4. Leaders who can demonstrate personal and system resilience, and the ability to lead in uncertain times.
5. Leaders who have brought their learning to bear on a local Grand Challenge, developing a collaborative networked approach to complex change to generate value for the community.
6. Leaders with an expanded wide network of critical peers and people committed to social change, with opportunities for learning and partnering together.