This course is about the development of leadership through practice. Ultimately, leadership is about what you do, not what you know. Your effectiveness as a leader is assessed by the behaviours you consistently manifest across time, not by the theoretical concepts in your head. For this reason, our orientation is behavioural: what does best practice leadership look like and how can you get better at doing it? Our face-to-face time will, to the largest extent possible, be focused on building your effectiveness at constituent leadership behaviours. We will do this by creating an environment where you will repeatedly practice these behaviours, receiving specific feedback from peers, coaches and faculty to accelerate your development. These behaviours originate from empirically based theories of leadership. Our intention with this course is for you to gain a solid grasp of these theories before class starts so that we can spend the maximum time possible building your effectiveness at these behaviours during class.

Growth remains central to the concerns of CEOs and investors alike. Yet the increasing incidence of disruptive change has created a new world in which competitive advantage is much more transient than in past decades, making consistent growth harder to achieve. In this new world strategic agility has become the cornerstone of business sustainability. This unit examines how organisations can reshape their business models in response to changes in technology and market structure and explores the circumstances in which opportunities exist to actively shape the environment through proactive business model innovation. The unit provides practical experience at applying relevant concepts, techniques, and frameworks to real-world situations in order to generate innovative strategic responses to dynamic market conditions.

One of the most significant developments associated with the digital revolution is the increased availability of data. For managers and leaders in contemporary organisations, the ability to effectively analyse and draw useful inferences from data is critical. It is also important that managers can communicate complex interrelationships found in the data to senior management in a way that maximises the possibility that it can lead to favourable and sustainable change. Access to and use of data is critical to organisations in their need to effectively respond to a more volatile economic and financial environment, and Government intervention and regulation.
Superior data analytic and modelling capabilities are increasingly seen as a source of competitive advantage, both for business and for employees working within business. This unit of study can deliver this competitive advantage in at least six distinct ways - (1) it will reveal the type of "internal" data that an organisation must compile for effective decision making; (2) it will identify the "external" data that must be used in combination with the internal data, and where that external data is sourced; (3) it will analyse the tools and modelling techniques that can be used to draw timely and relevant insights from a range of different forms of data; (5) it will examine how these tools and modelling techniques can be practically applied across a range of organisational settings; and (6) it will demonstrate how any findings should be communicated to time-poor senior management. As part of this unit of study, students will be given the opportunity to work with real-world data sets and case studies, and to apply those data sets to their own and other organisations.

This unit of study will provide students with insight and understanding of the role that financial management can play in developing and executing effective strategies for change. Drawing on research in finance and management accounting, this unit of study will give students an understanding of key financial management tools and techniques that can be used to drive and support change and give them the opportunity to apply these financial management tools to real-world case studies. In addition, students enrolled in this unit of study will have the opportunity to gain practical insights from leading industry practitioners, including CFOs, into the financial management practices they use in their organisations.

A hallmark of great management is the ability to analyse a situation, make a solid case for a decision and then communicate it persuasively. Those three skills are crucial for effective thought leadership and management. In this unit of study, you will improve your understanding of logical reasoning and rhetoric by developing a better understanding of the use of evidence, by identifying the common fallacies that appear in public and private discussions and debate, and how to argue by analogy. You will also develop your critical communication skills, by learning how to craft vibrant and clear communications that will resonate with your target audiences.

Marketing is at a crossroads in its evolution. Today, marketing strategy is less about focusing on the competition and more about innovating and collaborating within a broad network of relationships. These changes mean a fresh approach to every aspect of marketing - using customer insights, creating value, designing market offerings and implementing marketing strategies. This foundational unit provides a novel approach to strategic marketing, incorporating many practical frameworks with exemplars drawn from a wide variety of managerially relevant contexts.
By the end of this foundational unit, students will have a clear perspective of how marketing relates to other functional areas of the business and they will have a good working knowledge of some practical tools and frameworks to assist them as managers. They will also understand the implications of how marketing is changing, especially in terms of a new generation of technologies that are enabling fresh approaches to strategic marketing.

This unit draws a parallel between modern organisations and the broader social environment in which they operate. It demonstrates how global, technological and demographic trends are re-shaping modern workplaces and highlights the importance of inclusive leadership in managing people. Students build experience in leading change in organisations and develop a better understanding of the dynamics of organisational culture, power and influence and the role of diversity. Students develop this understanding by critically reflecting on their own work contexts, and through real-world case studies focus on the implementation of a change management program addressing significant workforce and leadership diversity challenges. By the end of this unit of study, students are better equipped to drive organisational performance and get the most from the people they manage.

This 12 credit point unit of study is a two-week intensive international module in which you will have the opportunity to study and work in a different country. While the focus of the modules will vary according to location, some of the key themes that are likely to be addressed in the international module include the leadership and management challenges of entering new markets, managing across cultures and regulatory environments, identifying and realising new opportunities and management and coordination challenges in multinational firms. As part of the module, you will be working in a small team to provide strategic advice to an organisation. At the end of the module, you will be asked to present a detailed analysis and recommendations to this client. To support your project work you will work with leading academics and industry experts on the ground in the country in which the module takes place.

Not every decision in business seems rational to an outside observer; and sometimes, a seemingly irrational decision makes sense when you consider it from a different perspective. This unit of study will equip you with the skills to make sense of business decisions, by understanding the decision-making process with a focus on negotiations. The unit of study is delivered using specific examples from international strategy, such as mergers and acquisitions, and joint ventures. You will develop skills through experience, and learn useful analytic frameworks to further your understanding of negotiation and decision-making.

This unit provides students with the strategic process to create a new venture to deliver innovation It exposes the students to the concepts mindset strategies practices and tools of new venture creation to enable innovation in various industries This unit is designed to provide learningbydoing to equip students with the action principles they need to begin or accelerate their venturing journey to deliver an innovation The most effective way to learn innovation and entrepreneurship is to practice through your own new venture creation Students work in their venturing teams to turn their idea into a market tested venture strategically

Building on the foundations delivered in the core MBA unit Leadership Practice and Development, you will learn best-practice techniques in human performance optimization and talent management, through hands-on and problem-based learning. This unit will deliver a solid understanding of how to improve your skills in individual and team coaching, mentoring, performance metrics and performance feedback and development. The topics covered include the nature of the coaching conversation; ethical use of coaching; how to set coaching goals that align with both organisational and individual needs; how to structure effective coaching conversations, as well as the core coaching micro-skills needed to facilitate employee engagement and performance enhancement. You will also develop an understanding of concepts and practices associated with managing individual and team performance, including performance-linked values, perceptions and affects, performance metrics, goal-setting, behavioural assessment, performance evaluation, review meetings, effective provision of negative feedback, and individual-level performance planning and development. You will be assessed through the preparation of a reflective case study of 'real-life' performance coaching sessions in your workplace, and an audit report on the current performance management system in that workplace.

In this unit of study students learn how to lead business innovation efforts Companies need to innovate to survive in global markets rapid technological development hyperconnectivity sustainability concerns and shifting consumer preferences But this is easier said than done Most companies large and small are overreliant on past successes and they often fail at turning creative endeavours into lasting competitive advantage Yet some companies successfully innovate again and again This unit is concerned with the latter group Students acquire concepts and test tools for leading business innovation i e how to develop models people structures and processes that create competitive advantage through innovation

This unit provides students with strategies, experiences and approaches to build creativity and innovation in their business practice. Drawing on the creative leadership and business transformation research, the unit provides students with immersive creative experiences inspired by artistic practice and theory in business, science education and the arts. The unit follows a process of building praxis-based knowledge (through experiential hands-on workshops) so that students build understanding and then put it into practice through the development and delivery of a creativity project in collaboration with their peers.

This unit is an intensive unit focused on the themes of social entrepreneurship and cultural competence. The traditional lines between private, public and non-profit sectors are being blurred by the emergence of social enterprise and shared value. That is, social entrepreneurs are finding ways to build impact models that either break even financially, or even make a profit. They have done so by engaging innovative business models to solve social and environmental problems on local and global levels. Students study these themes within the context of working in teams on a real social enterprise business problem. At the end of the unit students have developed a working knowledge of the ideas of building hybrid business models, innovation by restriction, and an appreciation for culture in the context of entrepreneurship. Students reflect on how the key themes and lessons can be applied to their existing personal and professional environments.

Healthcare is now one of the largest employers and sectors in the Australian economy. Approximately two thirds of its funding comes from government, while two thirds of services are provided by the private sector. This unit explores this complex mix, building an understanding of the inter-relationships among the players in the industry, public and private. The unit considers the financial and regulatory environment in which providers operate and identifies the main business models used by different players in the industry, including service providers, private insurers, employers, and government regulators. The unit draws on expert lecturers, international comparisons and case studies to give an understanding of the incentives and constraints that shape strategies to create value in health care. By the end of the unit students have an understanding of the 'eco-system' of health care; are able to navigate the regulatory and technological aspects of business in the health sector; are able to identify and evaluate public and private business strategies and business plans in the main health care sectors.

In this unit, students confront the challenge facing truly pioneering companies which is to develop customer-centric products and services that are aligned with the company strategy. This unit recreates the intense, team environment of a business unit undergoing innovation. Students integrate the skills, knowledge and experience acquired throughout the MBA Program to bring a real prototype to market. The prototype may take the form of a product (software or physical) or service. Design thinking methodologies are applied to demonstrate understanding of the challenges facing strategy implementation. Students work in teams with tight milestones. To do this successfully, students must use the skills gained throughout the MBA program and critically reflect on the implications and impact of their learning.