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Lead people and transformations without pausing your career
Online or on campus
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.
Faculty spotlight
A supervising member of faculty researches inclusive leadership; The programme lead facilitates executive presence intensives.
Study online
Online tuition is free. Online examinations are free. There is no exam fee for online study.
On-campus study
Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.
| Code | Course | Credits · hours |
|---|---|---|
| LEAD501 | Leadership Theories & Authentic Practice Leadership Theories & Authentic Practice (LEAD501) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Leadership Theories & Authentic Practice as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD502 | Emotional Intelligence & Executive Presence Emotional Intelligence & Executive Presence (LEAD502) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Emotional Intelligence & Executive Presence as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD503 | Team Dynamics, Psychological Safety & Trust Team Dynamics, Psychological Safety & Trust (LEAD503) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can read a finding and say what it shows about behaviour, and what it does not, using Team Dynamics, Psychological Safety & Trust as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses one empirical paper, one methods critique, and an ethics note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a critical review that a non-specialist manager could follow. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. This course does not confer a psychology, counselling, or clinical licence.
| 3 · 30 h |
| LEAD504 | Evidence-Based Management & Decision Making Evidence-Based Management & Decision Making (LEAD504) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Evidence-Based Management & Decision Making as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| LEAD505 | Organisational Change Frameworks & Diagnostics Organisational Change Frameworks & Diagnostics (LEAD505) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Organisational Change Frameworks & Diagnostics as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD506 | Strategy Execution & OKRs for Leaders Strategy Execution & OKRs for Leaders (LEAD506) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy Execution & OKRs for Leaders as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD507 | Power, Politics, Negotiation & Influence Power, Politics, Negotiation & Influence (LEAD507) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Power, Politics, Negotiation & Influence as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD508 | Organisational Design, Culture & Systems Thinking Organisational Design, Culture & Systems Thinking (LEAD508) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Organisational Design, Culture & Systems Thinking as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| Code | Course | Credits · hours |
|---|---|---|
| LEAD601 | Ethical Leadership & Corporate Citizenship Ethical Leadership & Corporate Citizenship (LEAD601) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Ethical Leadership & Corporate Citizenship as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD602 | Crisis Leadership & Adaptive Communication Crisis Leadership & Adaptive Communication (LEAD602) is a 3-credit course on MSc Organizational Leadership & Change, with 30 notional learning hours. By the end, students can justify a marketing decision with evidence rather than a slogan, using Crisis Leadership & Adaptive Communication as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a brief, a channel note, and a measurement plan. Seminar time is for the decision, not for reading the materials aloud. Assessment is a campaign or content recommendation with audience, channel, and measure. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 3 · 30 h |
| LEAD603 | Leadership Capstone: Change Initiative Leadership Capstone: Change Initiative (LEAD603) is a 6-credit course on MSc Organizational Leadership & Change, with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Leadership Capstone: Change Initiative as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.
| 6 · 60 h |
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.
The published duration is 18 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.
You may study this award fully online from your country, or — where published — on campus at Brigant. Online study does not require a student visa. Campus study may.
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.
Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.
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.
Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. University of Brigant publishes verification pages for certificates. We do not claim automatic equivalence in every country.
Start an application on this website. Progress is saved from the first step. Admissions: admissions@brigant.uk.
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