At the transformational leadership level, where the span of control is larger and the focus is on the larger department or division, this module takes on another level. This is the level where there is stronger control over how the department/division will be shaped. In other words, on a personal level, this is the level where the need to develop and maintain business and professional networks takes on a more urgent tone. In addition, instead of managing workforce diversity, one now encourages it. Hence in this module, the focus is on how one can actively shape the direction of the division.
The framework for this module focuses on larger issues that begin with understanding one’s role in the organisation as that of a super network connector, both for key stakeholders within and outside the organisation to facilitate the seamless interaction between key internal and external stakeholders. In other words, the manager at this level is no longer only focusing within the organisation. Understanding and developing this role will necessitate the re-examination of the group/organisational culture, and more importantly learn how to enact change management. Change management is a key focus at this level as the shaping of the group/organisation demands skills in engagement, buy in and execution. An understanding of how culture is facilitated by practices of the organisation also is important and there will be a module that analyses and evaluates how organisational human resource policies frame one’s perception of what the organisation values. In turn, this is also the area where one can actively encourage workforce diversity and in the process work out potential conflict areas that can be better managed, both at the interpersonal and at the organisational level. In summary, this module takes on an in-depth analysis of how policies can be shaped to reflect the key values of the organisation. The manager at this level is the one who will be equipped to do so.