Overview
Leadership is a practice that can be studied, coached and improved. This MSc focuses on the science and craft of leading people and change: self-leadership, team effectiveness, power and influence, organisational design and ethical judgment. Unlike an MBA, the programme does not centre finance and markets as primary disciplines; instead it develops durable leadership capacity applicable in any sector. The capstone requires you to design and (where possible) lead a real change initiative with measured results.
MSc Organizational Leadership & Change is taught as one award, not a list of unrelated modules. The published length is 18 months, and the credit total is 36. Students move from Leadership Theories & Authentic Practice through Leadership Theories & Authentic Practice; Emotional Intelligence & Executive Presence; Team Dynamics, Psychological Safety & Trust; Evidence-Based Management & Decision Making; Organisational Change Frameworks & Diagnostics; Strategy Execution & OKRs for Leaders, and finish on Leadership Capstone: Change Initiative.
Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use.
The award is built so that a graduate can do the following in practice: Lead teams with psychological safety and high performance norms Diagnose organisations and design feasible change interventions Negotiate influence ethically across formal and informal power
Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass.
The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.
Ideal for engineers, educators, clinicians and public servants stepping into leadership, and for managers who want rigorous leadership development without a full general management MBA.
Who This Programme Is For
- ✦New and mid-level people managers accelerating leadership skill
- ✦Technical specialists taking organisational leadership roles
- ✦Change agents inside large institutions
- ✦Sector leaders who need leadership depth without full MBA breadth
Faculty spotlight
A supervising member of faculty researches inclusive leadership; The programme lead facilitates executive presence intensives.
Programme Structure & Delivery
Coursework
Interactive modules, weekly readings, recorded and live seminars, and collaborative discussions with peers worldwide.
Assessment
Module assignments, proctored examinations, and capstone projects designed to demonstrate mastery of the field.
Learning Outcomes
- ✦Lead teams with psychological safety and high performance norms
- ✦Diagnose organisations and design feasible change interventions
- ✦Negotiate influence ethically across formal and informal power
- ✦Translate strategy into execution systems and OKRs
- ✦Act with ethical clarity under crisis and ambiguity
Career Pathways
- ✦Team Leader / Engineering Manager track
- ✦Change Manager / Transformation Lead
- ✦Head of Department / Operations Lead
- ✦Leadership Development Specialist
- ✦Programme Director (NGO / Public Sector)
Assessment
Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.
Curriculum
Term 1 — Leading People & Self
LEAD501Leadership Theories & Authentic Practice- LEAD501-M1 · Position, rivals, and the choice in front of the organisation — Leadership Theories & Authentic Practice
- LEAD501-M2 · A financial result and the operational cause — Leadership Theories & Authentic Practice
- LEAD501-M3 · The decision, the team, resistance, and the plan — Leadership Theories & Authentic Practice
- LEAD501-M4 · Stakeholders and what they can block — Leadership Theories & Authentic Practice
- LEAD501-M5 · Ethics and the limit of the recommendation — Leadership Theories & Authentic Practice
- LEAD501-M6 · A consulting brief: problem, evidence, recommendation, defence — Leadership Theories & Authentic Practice
3 creditsLEAD502Emotional Intelligence & Executive Presence- LEAD502-M1 · Position, rivals, and the choice in front of the organisation — Emotional Intelligence & Executive Presence
- LEAD502-M2 · A financial result and the operational cause — Emotional Intelligence & Executive Presence
- LEAD502-M3 · The decision, the team, resistance, and the plan — Emotional Intelligence & Executive Presence
- LEAD502-M4 · Stakeholders and what they can block — Emotional Intelligence & Executive Presence
- LEAD502-M5 · Ethics and the limit of the recommendation — Emotional Intelligence & Executive Presence
- LEAD502-M6 · A consulting brief: problem, evidence, recommendation, defence — Emotional Intelligence & Executive Presence
3 creditsLEAD503Team Dynamics, Psychological Safety & Trust- LEAD503-M1 · Constructs, measures, and what a score does not mean — Team Dynamics, Psychological Safety & Trust
- LEAD503-M2 · Study design, bias, and sample limits — Team Dynamics, Psychological Safety & Trust
- LEAD503-M3 · Evidence review and competing explanations — Team Dynamics, Psychological Safety & Trust
- LEAD503-M4 · Ethics of inquiry and the duty not to overclaim — Team Dynamics, Psychological Safety & Trust
- LEAD503-M5 · Application to one workplace or community setting — Team Dynamics, Psychological Safety & Trust
- LEAD503-M6 · A critical review with method, finding, and limit — Team Dynamics, Psychological Safety & Trust
3 creditsLEAD504Evidence-Based Management & Decision Making- LEAD504-M1 · Position, rivals, and the choice in front of the organisation — Evidence-Based Management & Decision Making
- LEAD504-M2 · A financial result and the operational cause — Evidence-Based Management & Decision Making
- LEAD504-M3 · The decision, the team, resistance, and the plan — Evidence-Based Management & Decision Making
- LEAD504-M4 · Stakeholders and what they can block — Evidence-Based Management & Decision Making
- LEAD504-M5 · Ethics and the limit of the recommendation — Evidence-Based Management & Decision Making
- LEAD504-M6 · A consulting brief: problem, evidence, recommendation, defence — Evidence-Based Management & Decision Making
3 creditsTerm 2 — Leading Change & Systems
LEAD505Organisational Change Frameworks & Diagnostics- LEAD505-M1 · Position, rivals, and the choice in front of the organisation — Organisational Change Frameworks & Diagnostics
- LEAD505-M2 · A financial result and the operational cause — Organisational Change Frameworks & Diagnostics
- LEAD505-M3 · The decision, the team, resistance, and the plan — Organisational Change Frameworks & Diagnostics
- LEAD505-M4 · Stakeholders and what they can block — Organisational Change Frameworks & Diagnostics
- LEAD505-M5 · Ethics and the limit of the recommendation — Organisational Change Frameworks & Diagnostics
- LEAD505-M6 · A consulting brief: problem, evidence, recommendation, defence — Organisational Change Frameworks & Diagnostics
3 creditsLEAD506Strategy Execution & OKRs for Leaders- LEAD506-M1 · Position, rivals, and the choice in front of the organisation — Strategy Execution & OKRs for Leaders
- LEAD506-M2 · A financial result and the operational cause — Strategy Execution & OKRs for Leaders
- LEAD506-M3 · The decision, the team, resistance, and the plan — Strategy Execution & OKRs for Leaders
- LEAD506-M4 · Stakeholders and what they can block — Strategy Execution & OKRs for Leaders
- LEAD506-M5 · Ethics and the limit of the recommendation — Strategy Execution & OKRs for Leaders
- LEAD506-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy Execution & OKRs for Leaders
3 creditsLEAD507Power, Politics, Negotiation & Influence- LEAD507-M1 · Position, rivals, and the choice in front of the organisation — Power, Politics, Negotiation & Influence
- LEAD507-M2 · A financial result and the operational cause — Power, Politics, Negotiation & Influence
- LEAD507-M3 · The decision, the team, resistance, and the plan — Power, Politics, Negotiation & Influence
- LEAD507-M4 · Stakeholders and what they can block — Power, Politics, Negotiation & Influence
- LEAD507-M5 · Ethics and the limit of the recommendation — Power, Politics, Negotiation & Influence
- LEAD507-M6 · A consulting brief: problem, evidence, recommendation, defence — Power, Politics, Negotiation & Influence
3 creditsLEAD508Organisational Design, Culture & Systems Thinking- LEAD508-M1 · Position, rivals, and the choice in front of the organisation — Organisational Design, Culture & Systems Thinking
- LEAD508-M2 · A financial result and the operational cause — Organisational Design, Culture & Systems Thinking
- LEAD508-M3 · The decision, the team, resistance, and the plan — Organisational Design, Culture & Systems Thinking
- LEAD508-M4 · Stakeholders and what they can block — Organisational Design, Culture & Systems Thinking
- LEAD508-M5 · Ethics and the limit of the recommendation — Organisational Design, Culture & Systems Thinking
- LEAD508-M6 · A consulting brief: problem, evidence, recommendation, defence — Organisational Design, Culture & Systems Thinking
3 creditsTerm 3 — Integration & Capstone
LEAD601Ethical Leadership & Corporate Citizenship- LEAD601-M1 · Position, rivals, and the choice in front of the organisation — Ethical Leadership & Corporate Citizenship
- LEAD601-M2 · A financial result and the operational cause — Ethical Leadership & Corporate Citizenship
- LEAD601-M3 · The decision, the team, resistance, and the plan — Ethical Leadership & Corporate Citizenship
- LEAD601-M4 · Stakeholders and what they can block — Ethical Leadership & Corporate Citizenship
- LEAD601-M5 · Ethics and the limit of the recommendation — Ethical Leadership & Corporate Citizenship
- LEAD601-M6 · A consulting brief: problem, evidence, recommendation, defence — Ethical Leadership & Corporate Citizenship
3 creditsLEAD602Crisis Leadership & Adaptive Communication- LEAD602-M1 · Audience, offer, and the evidence for both — Crisis Leadership & Adaptive Communication
- LEAD602-M2 · Channel choice and what the channel cannot do — Crisis Leadership & Adaptive Communication
- LEAD602-M3 · Message, proof, and a measure of response — Crisis Leadership & Adaptive Communication
- LEAD602-M4 · Ethics of persuasion and claims that must not be made — Crisis Leadership & Adaptive Communication
- LEAD602-M5 · A campaign or content decision with a budget line — Crisis Leadership & Adaptive Communication
- LEAD602-M6 · A recommendation a client could act on — Crisis Leadership & Adaptive Communication
3 creditsLEAD603Leadership Capstone: Change Initiative- LEAD603-M1 · Position, rivals, and the choice in front of the organisation — Leadership Capstone: Change Initiative
- LEAD603-M2 · A financial result and the operational cause — Leadership Capstone: Change Initiative
- LEAD603-M3 · The decision, the team, resistance, and the plan — Leadership Capstone: Change Initiative
- LEAD603-M4 · Stakeholders and what they can block — Leadership Capstone: Change Initiative
- LEAD603-M5 · Ethics and the limit of the recommendation — Leadership Capstone: Change Initiative
- LEAD603-M6 · A consulting brief: problem, evidence, recommendation, defence — Leadership Capstone: Change Initiative
6 creditsAdmission requirements
Academic entry
- Bachelor's degree from an accredited institution (minimum 2:2 or GPA 2.5/4.0)
English language
- English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study)
Documents
- Statement of Purpose (500 words minimum) outlining your goals and fit for the programme
- Two academic or professional references with contact details
- CV or résumé documenting relevant education and professional experience
Programme questions
How long is the MSc Organizational Leadership & Change?+
The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.
Can I study this from my country?+
This is a fully online award. You study from your country. No student visa and no campus relocation are required.
What does it cost?+
Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.
What are the entry requirements?+
Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.
How is the programme assessed?+
Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.
Will this award be recognised where I live?+
Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. Durham University publishes verification pages for certificates. We do not claim automatic equivalence in every country.
How do I apply?+
Start an application on this website. Progress is saved from the first step. Admissions: admissions@durhm.co.uk.
