The Senior Leader Apprenticeship+ Marketing and Leadership MSc is a 20-month part-time programme. The Postgraduate Diploma (PgDip) consists of 11 modules, taken over the first 15 months of the programme. The PgDip is awarded on the successful completion of the End Point Assessment, which takes a further five months.

Course modules

Understanding Markets and Competitors

Module Leader
  • Dr Annmarie Hanlon

    This module aims to develop students’ ability to evaluate ‘markets’ and ‘competition’ as two of the main foci for marketing managers. These concepts are essential when developing and implementing marketing strategy.


    The syllabus includes:

    • Defining marketing,
    • The marketing environment (including customers, suppliers, competitors, partners and stakeholders),
    • Defining major trends in the environment that affect marketing strategy (including digital, technology, social, political and ethical trends),
    • Competitive strategy and organisational mission,
    • Introduction to the marketing planning process (including its financial implications).
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Evaluate how markets and competition affect an organisation’s ability to develop and deliver marketing strategy;
  2. Synthesize the outcomes from a series of analytical frameworks, tools and techniques to help decision-makers scan and appraise the competitive and market position of the organisation;
  3. Design and implement appropriate data gathering and research approaches to help obtain appropriate market and competitor data.

Understanding Customers

Module Leader
  • Dr Dennis Esch

    Customer analysis and insight have become very important domains in the marketing domain. Understanding these areas allows senior managers to develop innovative marketing strategy based on real customer insights that emerge through strong analysis.


    The syllabus includes:

    • Shaping perceptions, attitudes and intentions
    • Understanding the customer environment
    • Affecting behaviour
    • Decision-making and choice architecture
    • Utilising heuristics & biases
    • Analysing changing customer needs and demands
    • Segmenting markets
    • Generating customer insight
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Critically analyse the behaviour of potential customers in B2B and B2C settings,
  2. Assess how marketing stimuli can affect customer affect, cognition and behaviour across settings,
  3. Recommend and apply appropriate bases of segmentation to consumer and industrial markets in light of changing customer demands.

Growth and Innovation

Module Leader
  • Professor Vasilis Theoharakis

    Growth and innovation are essential to marketing strategy development and implementation. This module encourages students to critically evaluate growth and innovation options available to the organisation and recommend appropriate courses of action to senior managers.


    The syllabus includes:

    • Understanding marketing strategy
    • Unpacking marketing strategic growth options
    • Conducting a marketing capabilities gap analysis
    • Applying innovation and growth strategies to marketing problems.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Formulate and evaluate an organisation’s marketing growth strategy in terms of its contribution to the organisation’s vision, culture and values, including exploration and exploitation of new domestic and international markets, the development of new products and the impact of disruptive technologies;
  2. Conduct gap analyses to understand the differences between current marketing capabilities and required marketing capabilities;
  3. Judge the appropriateness of a range of growth and innovation techniques to develop innovative, financially attractive, new products and marketing initiatives for an entrepreneurial and agile organisation.

Value Propositions

Module Leader
  • Dr Dennis Esch

    Value propositions are the core offering the organisation makes to the market for sale. This module aims to develop students’ ability to develop brands and use the marketing mix to plan for marketing initiatives.


    The syllabus includes:

    • Defining value propositions
    • Understanding targeting and positioning
    • Developing value adding brands
    • Devising and implementing a branding strategy
    • Designing the marketing mix.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Make decisions on which segments are most attractive and suitable to target,
  2. Develop a positioning for a product, service or organisation,
  3. Formulate a value proposition and implement it through the marketing mix.

Customer Relationships and Delivery Channels

Module Leader
  • Professor Stan Maklan

    This module introduces students to customer relationships as an area of essential importance.


    The syllabus includes:

    • Defining customer relationships and relationship marketing
    • Marketing channels
    • Customer fulfilment approaches
    • Customer portfolio management
    • Key Account Management
    • Value co-creation.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Evaluate customer relationship management (CRM), customer portfolio design (including the identification of key accounts) and value co-creation efforts in case organisations and make recommendations as to how and when to apply each concept as part of the organisation’s marketing strategy;
  2. Evaluate the appropriateness of marketing channels (physical and digital) and customer fulfilment approaches in terms of developing an engaging customer experience.

Marketing Communications

Module Leader
  • Dr Marwa Tourky

    Marketing Communications are an essential component of an organisation’s marketing efforts and they are often the most visible components of marketing. An ability to apply appropriate marketing communications approaches is crucial to marketing managers’ vocations and an area in which they need to demonstrate leadership.


    The syllabus contains:

    • An introduction to communications theory and marketing communications decision making process;
    • Integrated marketing communication;
    • The promotional mix available for organisations to achieve different marketing communications outcomes.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Demonstrate a systematic and comprehensive understanding, interpretation and application of the theory and practice of marketing communications in contemporary commercial and consumer markets;
  2. Critically evaluate the key communications challenges facing organisations, appraise the marketing communications planning options and propose customer focused solutions;
  3. Demonstrate a critical appreciation of the validity of a variety of consumer-based models relating to the development of effective promotional activities and the use of persuasion tools in different scenarios;
  4. Critically analyse the marketing communications strategies of organisations, recognising the strengths and limitations of various communications tools and media.

Accounting and Finance

Module Leader
  • Dr Simon Templar

    The aim of the Accounting and Finance module is to introduce a number of traditional and contemporary accounting approaches that will increase the visibility of financial information and support management decision making.

    • Interpretation of financial statements;
    • Exploring the relationship between accounting information, management decision making, financial strategies, and financial performance;
    • Applying traditional and contemporary accounting tools and techniques, which can be applied to support business management decisions;
    • Exploring the many cost trade-offs between business processes (Make v Buy).

Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Judge the effect of decisions, transactions and events on financial performance;
  2. Create simple sets of accounts from basic information.
  3. Understand the main variables affecting working capital management;
  4. Interpret financial statements to support decision making, planning and control;
  5. Apply an appropriate costing approaches to solve a range of business issues;
  6. Apply a number of financial tools and techniques to appraise alternative capital investment opportunities;
  7. Use financial information to make informed management decisions

Evaluating Marketing Effectiveness

Module Leader
  • Professor Vasilis Theoharakis

    Assessing the viability of marketing initiatives from multiple perspectives is crucial to successful marketing leadership. This module equips students with a series of different approaches that account for the financial and ethical outcomes of marketing initiatives as well as considering their diversity, equity and inclusivity implications.


    The syllabus includes:

    • Defining marketing performance
    • Understanding and applying strategic marketing planning and metrics
    • Critically evaluating marketing options for delivering high performance strategies including sustainability outcomes
    • Understanding of marketing ethics and the implications of marketing initiatives on stakeholders and society.
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Recommend an appropriate and relevant marketing plan which sets strategic direction and includes measurable key performance indicators and demonstrates a holistic understanding of the impact of marketing strategy on stakeholders and sustainability;
  2. Judge the appropriateness and relevance of strategic marketing options through the evaluation of marketing performance measures, allocation of resources and use of financial data.

People Management and Leadership

Module Leader
  • Dr Mengyi Xu

    In essence this module is concerned with managing the organisation’s key resource – the people who work for it. It aims to help participants understand how effective people management and human resource management can contribute to develop and sustain organisations. The focus of the module will be concerned with helping participants understand the relationship between people management and organisational performance, including the crucial role of line managers. The module aims to develop an insight into the complexities of managing people in a changing environment.

    The module will provide an introduction to the main activities associated with resourcing, developing and day–to-day management of people in work organisations. It is not the intention of the module to develop human resource management specialist, but rather to provide a general introduction to the people management issues that concern all managers. Throughout, the sessions will be highly interactive in order to develop critical insight and core skills in the people management field.

    The module will draw on key academic contributions in the broad field of people management, including current research being carried out by faculty in the School of Management. 

    • Strategic People Management and Workforce Design
    • The Changing World of Work
    • Talent Sourcing
    • Talent Development  and Succession Planning
    • Rewards and Remuneration
    • Managing Performance
    • Employment Relations
    • Employment Law: Health and safety, grievance, discipline and dismissal
    • Building a People Strategy
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Have a critical appreciation of the role and scope of people management activities
  2. Apply and evaluate a complex range of established models and factors which influence choices made in the management of people
  3. Have undertaken critical analyses of a range of people management issues and have made considered, informed proposals to address them.
  4. Design strategic approaches to human resource management and critically explore their relationship with business strategies
  5. Evaluate the contribution the people resource makes to developing and sustaining organisations

Leading with Impact: Organisational Behaviour

Module Leader
  • Dr Chia-Yu Kou-Barrett

    Success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively. 

    Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation. 

    It is rarely an absence of planning that causes organisational difficulties; it is often the failure of management in understanding and managing complex personal, interpersonal and organizational systems that can lead to significant problems.

    Similarly, an acute and critical understanding of these dynamics can lead to profound and enduring success and benefit for the individual, the team, the organisation and, indeed, wider society.

    In this module students will be introduced to various aspects of people and organisations.  This module combines models, theories and ideas from organisational behaviour, psychology, sociology and International Human Resource Management, in order to provide students with an understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them.  We shall consider the impact of the external environment; and begin to address notions of organisational change.

    Uniquely this module will also focus on application and will allow students to reflect on and apply theories and techniques in their own real-world context, utilising a structured journal approach in order to enhance their own Leadership behaviours.

    It may also be that students will wish to undertake an in-company project in this area; several of the faculty involved will be pleased to discuss this with you.

    • Individuals in the organisation (covering topics such as learning, personality, perception, motivation, psychological capital and emotional intelligence)
    • Groups and teams in the organisation
    • Management processes (including organisational change, leadership, organisational politics, and cross-cultural management)
Intended learning outcomes

On successful completion of this module a student should be able to:

  1. Differentiate ways of conceptualising people in organisations, for example using culture, ethics, well-being, diversity, organisational politics, management, and change frameworks
  2. Assess and evaluate the importance of relationships at work, group dynamics, effective teams and leadership in achieving effectiveness
  3. Critically engage with relevant models, theories and ideas in order to enhance personal capability linked to their personal and professional development agenda.
  4. Appraise how they have increased their personal influence and their capability to lead with impact

Enterprise Performance and Risk Management

Module Leader
  • Professor Michael Bourne

    To develop a theoretical and practical skill base of Enterprise Performance and Risk Management including its key concepts, as well as the main tools and techniques used by a variety of organisations in different sectors of activity.

    • Strategy and performance, the execution gap
    • Theories and approaches to governance and management control
    • Hard and soft approaches to strategy execution and the implementation of change
    • Organisation theory, lenses for enterprise management
    • A framework for strategy execution
    • Strategy and success mapping, as a concept and a process
    • The development of appropriate and effective KPis
    • The target setting wheel
    • The importance and use of survey based measures
    • Incentives and rewards, frameworks and pitfalls
    • Risk management, a discursive approach
    • Challenging strategy and strategic assumptions
    • Stakeholder analysis
    • Change and resistance to change
    • Theory of change, as a planning tool, management tool and for evaluation
    • Change capacity
    • Change kaleidoscope
    • Values and people engagement in enterprise leadership and management
    • Designing performance and risk management reviews
    • Mindful meetings
    • Leadership of risk and performance

Intended learning outcomes

The EPRM module will introduce students to the nature of enterprise performance and risk management. Using models, frameworks approaches and theories, the student will be exposed to and practice the development of executable strategies, the alignment of the organisation and the implementation of change. Focusing specifically performance measurement and management techniques, risk and the management and leadership of change, students will develop their critical thinking and application.

The module aims to develop student understanding of how these processes may be designed, managed and improved combined with application to real world situations.

On successful completion of the module students should be able to:

1. Knowledge and understanding

  • Describe the contributions of performance and risk management to control and governance
  • Apply theoretical lenses to critically assess frameworks, models and approaches.
  • Critically assess strategy, objectives, measures and targets
  • Apply tools in performance measurement and risk to direct and manage the organisation.
  • Challenge strategies from the perspective of testing underlying assumptions
  • Apply tools and frameworks to critically assess approaches to change
  • Apply tools and frameworks for the planning and implementation of change
  • Appreciate the leadership and cultural influences impacting successful enterprise performance and risk management
  • Critically assess performance and risk from a sustainability perspective
  • Develop approaches to decision making from a mindfulness and resilience perspective.

2. Subject Specific Skills

After completing this module the students will have:

  • Put enterprise performance and risk management in the context of governance and control
  • Demonstrated their ability to design enterprise performance measure and management systems
  • Demonstrate their abilities to critically assess enterprise risk
  • Demonstrated their abilities to assess stakeholder perspectives and sustainable solutions
  • Demonstrate their ability to plan change
  • Understand and design approaches to evaluation and effective decision making

3. Behaviours

After completing this module the students will have:

  • Presented written material
  • Presented material orally
  • Kept records of their personal learning achieved
  • Practiced performance and risk tools and techniques
  • Enhanced their team working abilities
  • Shared good practice through reflection within and outside their own organisation


Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff. As a result, they may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.

To give you a taster, we have listed above the compulsory and elective (where applicable) modules which are currently affiliated with this course. All modules are indicative only, and may be subject to change for your year of entry.