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MA Leadership - Senior Leader Masters Degree Apprenticeship

Allows learners to discover and become the leader they’ve always aspired to be and that your organisation needs them to be.

At a glance

  • Created based on extensive research with leading employers across the industry sectors
  • Provide your employees with a deep, multi-faceted understanding of modern leadership
  • Balances highly interactive teaching sessions with practical experience
Subject area(s)
Business & Management
Attendance
Part-time
Fee
£17,900
Course length
25 months, part-time including time for the End Point Assessment (EPA)
Suitable for
This programme is best suited for those currently leading organisations, teams, people and projects.

Programme Overview

The Henley MA Leadership – Senior Leader Masters Degree Apprenticeship, develops the learner’s leadership capability and equips them to maximise the performance of their team.

Today, the most successful organisations promote non-stop evolution. Faced with technological innovation, disruptive business ideas, demanding employees and a new wave of leadership talent, directors and managers have to rise to the challenge.

In order to do so, they need to do more than just lead – they need to inspire their people to help generate and shape new ways of working.

So while drive, empathy, critical thinking, vision and decisiveness are as important as ever, businesses are turning to new types of leaders: those that instil leadership in others with their transparency, vision, passion and integrity.

Your apprentice becomes a leader who is analytical, self-knowing, with a strong sense of responsibility; someone who understands how to make people thrive, and who has the confidence to take your organisation forward.

Key Benefits

Price: Autumn 2020 intakes - £17,900

All this can be paid through your organisation's digital account.

For those organisations without a Levy account, the Henley MA Leadership will still be running as an Executive Education Open Programme.

Key dates

Henley's next available open cohort will be in October 2020. See here for the programme schedule

Start date - Open Cohort Monday 12 October 2020
Employer Nomination Forms to be signed and returned by: 15 July 2020
If your organisation has not previously sent apprentices to Henley then the Employer Frame Agreement (EFA) needs to be signed by: 15 July 2020
Applications open from and to: 17 - 31 July 2020

Cohort options

Closed cohorts: Organisations are able to choose whether to send large numbers (minimum of 30 and maximum of 65). Programme content can be contextualised around your organisations objectives and may be taught at location more convenient for your nominated learners. Programme start dates can be planned together.

Consortium cohorts: Henley runs a number of open consortium cohorts where organisation send a minimum of 5 learners. Organisations may also choose to create a closed consortium cohort working with other organisations of their choosing eg. those within their supply chain or specifically those within their industry where strategic challenges maybe aligned.

Open cohorts: There is 1 available each academic year. Typically in Autumn.

Course fee: £17,900
Duration: 25 months, part-time including time for the End Point Assessment (EPA)
Suitable for: This programme is best suited for those currently leading organisations, teams, people and projects.

No start dates currently listed

Please check back soon, or contact us for more information.

The MA Leadership – Senior Leader Masters Degree Apprenticeship (SLMDA) is a 25 month programme including time for the End Point Assessment (EPA). It uses a blended learning method with a combination of both face-to-face and online learning.

Face-to-face teaching sessions are either on site at our Greenlands campus in Henley or can be delivered off site for closed cohorts depending on client preference.

At Henley, we recognise the individuals need to develop themselves to prepare for the challenges of business leadership, so within the programme there is a continuous element of personal development to support them throughout their journey.

Assessments, Gateway and End Point Assessment

Each module on the programmes is assessed with written coursework. In the final stage of the programme each learner will be asked to do their Leadership study / Dissertation.

Once the Leadership study is completed learners enter ‘Gateway’ and will then need to prepare for their Apprenticeship End Point Assessment (EPA). The EPA is the final assessment for an apprentice to ensure that they have met all SLMDA standards. EPA is separate to any qualifications or other assessment that the learner will have undertaken so far.

End point assessment (EPA)

As part of the apprenticeship programme, learners are expected to provide evidence of how they have incorporated the classroom and theoretical learning back into the workplace. This evidence of learning needs to be recorded and is used to help develop the learner’s evidence portfolio, which they will use as part of their EPA at the end of their apprenticeship.

The EPA takes place via a 1-1 meeting with an independent apprenticeship assessor. Each apprentice’s portfolio of evidence and work-based project will be reviewed in advance of the EPA against specific criteria, which will be applied on a sampling basis. The evidence portfolio will be assessed in relation to whether the SLMDA standards have been sufficiently covered.

The EPA meeting will include a professional discussion based on the evidence portfolio, and the learner will ‘showcase’ (e.g. make a presentation) of the work based project and participate in a Q&A session on this work based project.

In order to complete the EPA, the apprentice needs to meet the following requirements of the gateway:

  • The apprentice holds a Level 2 qualification in English and a Level 2 qualification in Maths (or an accepted equivalent)
  • The employer and training provider are jointly in agreement that the Apprentice is competent in the role and ready for EPA
  • The apprentice has been registered for a minimum of 12 months
  • The apprentice has evidenced that they have successfully completed their MA Leadership Level 7 Degree
  • The portfolio of evidence and work-based project are complete. The evidence portfolio should demonstrate how learning has been applied in the workplace, and how knowledge, skills and behaviour have been developed, in line with meeting the SLMDA standards, The work-based project will be based on the Leadership study project, which the apprentice will have completed in Stage 3 of their MA Leadership programme.

What to expect

This programme combines peer group learning, work-based practice, action learning and reflection – supported by a comprehensive virtual learning environment – to provide you with a deep, multi-faceted understanding of modern leadership. It offers a balance between highly interactive teaching sessions and practical experience, to give you all the skills you need to excel in business today. In the process, you will learn from experienced academic staff and business leaders, explore both classic and emerging leadership perspectives, and discover how to guide business units, teams and individuals through periods of change.

Programme schedules

Download the October 2020 schedule so you can see when the workshops and coursework deadlines are planned for.

Stage 1: Developing yourself as a leader

Stage 1 typically takes seven months and includes eight days of in-person workshops. It involves 2 core modules plus 1 optional module. Assessment is made up of three 5,000 word assignments.

Optional modules Credits

This module is specifically aimed at developing your apprentices leadership skills regarding leadership concept and understanding leadership for individuals, teams and organisations.

It is delivered by a combination of face-to-face workshops, small group work, transfer to individual programme member context, personal reflection and self-study, over a period of several months alongside other modules within Stage 1.

This module aims to:

  • Develop an understanding in the learners about key leadership concepts
  • Develop the capability in individuals to engage with leadership practices based on relevant leadership thinking
  • Develop a critical and analytical approach to leadership thinking and practice
  • Encourage programme members to discover and apply leadership strategies, tools, practices from a variety of leadership perspectives.
Academic authors
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Professor Bernd Vogel
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This module aims to:

  • Develop the capability of individuals to plan, manage and reflect on their individual personal leadership development
  • Encourage development of behavioural skills in individuals to increase the effectiveness and appropriateness of their leadership
  • Increase the level of self-awareness in programme members
  • Develop the awareness of the ethical and practical issues in relation to leadership
Academic authors
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Professor Jean-Anne Stewart
20

Stage 2: Leadership of the team

This stage typically takes seven months and includes eight days of in-person workshops or presentations. It involves 2 core modules plus 1 optional module. Assessment comprises two 3,000 word assignments with presentations and one 5,000 word assignment.

Optional modules Credits

This module aims to:

  • Develop the understanding and capability of individuals to pursue purposeful, meaningful, and responsible leadership of self, teams, organisations, and society
  • Develop an understanding of the link between purpose, meaning, and responsibility of managers and performance
  • Help programme members understand challenges of leadership and self-leadership with courage, resilience, integrity and reputation
Academic authors
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Professor Bernd Vogel
20

This enhances practical leadership skills through a short project within a different department or division of the organisation. Improves the capacity to:

  • Plan, manage and reflect on practical leadership
  • Manage behavioural skills
  • Be self-aware
  • Consider the risks and practical issues in relation to leadership.

Full module description

Elective modules for Stages 1 & 2

Depending upon the elective module chosen, they may be taken in either stage 1 or 2. They are delivered by a combination of face-to-face workshops, small group activities, personal reflection and self-study, over a period of several months, alongside other modules in this stage of the programme

Optional modules Credits

This module is specifically aimed at developing coaching and mentoring skills in the programme members. It is delivered by a combination of face-to- face workshops, small group and coaching supervision groups, personal reflection and self-study, over a period of several months, alongside other modules covering leadership concepts and frameworks.

Module aims:

  • Give an understanding of the processes of coaching and mentoring, and the similarities and differences between them
  • Increase the level of self-awareness, and awareness of others, amongst the programme members
  • Develop the behavioural skills to carry out both processes
  • Create an understanding of the appropriateness of each type of intervention for specific purposes in the organisational context
  • Understand the importance of supervision for both activities, and how to manage boundary and ethical issues
  • Enable leaders to make the most of opportunities to be coached and/or mentored themselves in order to become more effective.
Academic authors
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Dr Caroline Rook
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This module aims to:

  • Develop the capability of individuals to plan, manage and reflect on their facilitation interventions
  • Encourage development of behavioural skills in individuals to increase the effectiveness and appropriateness of their facilitation
  • Increase the level of self-awareness in programme members
  • Develop the awareness of the risks and practical issues in relation to facilitation and leadership.
Academic authors
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Professor Jean-Anne Stewart
20

This module aims to:

  • Develop the capability of individuals to plan, manage and reflect on their individual leadership development in relation to complexity and change.
  • Develop an awareness of a range of perspectives on planned and emergent organisational change and its leadership.
  • Encourage individuals to reflect on their role as change leaders.
  • Encourage development of behavioural skills in individuals to increase the effectiveness and appropriateness of their complexity informed change leadership interventions.
  • Develop awareness of the ethical and practical issues in relation to complexity and change leadership.
  • Develop and practical knowledge about effectiveness and assessing outcomes of leading change
Academic authors
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Professor Bernd Vogel
20

This module is specifically aimed at developing student’s project leadership skills.

It should be noted that for the purposes of the module, ‘project’ is used as a generic term to include programmes and portfolios.

This module aims to:

  • Develop the capability of individuals to plan, manage and reflect on their individual personal leadership development in relation to projects.
  • Encourage development of behavioural skills in individuals to increase the effectiveness and appropriateness of their project leadership
  • Develop an awareness of the specific contextual nature of projects, especially with regard to temporary organisations and the impact this has for leadership.
  • Develop the awareness of the ethical and practical issues in relation to project leadership
Academic authors
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Dr Stephen Simister
20

This module is specifically focused on the concept of technology as an enabler and provider of competitive advantage as an aspect of digital leadership.

Digital technology leadership is specifically aimed at developing leadership skills in programme members regarding technology concepts and the application of leadership principles. It aims to develop technology leadership in individuals, teams and organisations.

Academic authors
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Dr Vaughan Michell
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This module aims to:

  • Develop the understanding and capability to engage in leadership that is mobilising and maintaining energy in teams, units, and organisations
  • Help programme members discover what organisational energy is and its impact on performance
  • Help them link the human potential to their team’s and organisation’s core purposes, crucial initiatives and transformations
  • Help programme members understand energy diagnostics and energy profiles
  • Discover and apply leadership strategies, tools and practices to mobilise and maintain energy in teams, units, and organisations
  • Explore practices of engaging, inspirational and visionary leadership, concepts of inspiring followership, and self-leadership to sustain high energy–high performance
  • Help understand and apply practices of (re-)vitalising management systems, such as strategy, culture and leadership.
Academic authors
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Professor Bernd Vogel
20

This module aims to:

  • Provide a thorough underpinning of understanding on the foundations of neuroscience and leadership behaviour
  • Give examples of leadership coaching case studies, with neuroscience commentary illustrating how and why the coaching interventions work
  • Enable the learner to reflect upon their own leadership experiences and challenges, and experiment with both coaching others and receiving coaching themselves on real life leadership issues
  • Develop an understanding of why the requirements of leadership are challenging for people, and how leadership development interventions, including coaching, can be used to improve leadership practice in organisations.
Academic authors
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Professor Jean-Anne Stewart
20

Stage 3: Leadership in the organisation

This final stage takes seven months and includes six days of in-person workshops.

Assessment is made up of one 5,000 word assignment, one 3,000 word learning reflections piece, and a 12,000 word study/dissertation.

Optional modules Credits

This module helps to develop leadership in others. With this end in mind, learners will:

  • Plan, manage and reflect on their individual personal leadership
  • Develop their behavioural skills
  • Consider how to develop future leaders
  • Improve awareness of ethical, moral and practical issues.
Academic authors
Dr stephen simister 75edwqchg
Dr Stephen Simister
20

The leadership study/dissertation is a major research-based project in which you investigate a significant business problem and recommend solutions.

It will develop and build on key elements of the learning throughout the programme, and apply it within a practical context. Learners should choose a challenge in their own organisation as a basis for their leadership study project.

Academic authors
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Dr Lynn Thurloway
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The module or course content descriptions set out on this page are correct for those being taught in the current academic year. Modules or course content marked as optional are indicative and may be subject to change.

How to nominate your employees

Learners on this programme must have a degree and a minimum of three years management experience or, 5 years management experience if no prior degree.

Before they are able to apply, to join any of Henley’s apprenticeship levy degree programmes they need to be formally nominated by you their employer. In addition a three-way agreement needs to be put in place, this triangular agreement includes: Henley Business School, University of Reading, you the employers and the employees (individual learners).

The contractual process

Employer framework agreement (EFA):

This is the contract between the University of Reading and your organisation. NB: The organisaton that you work for maybe different to the one that signed the contract with the Education Skills Funding Agency (ESFA) as you may work for a subsidiary of a larger company.

Cohort form:

Once the EFA is signed you are able to submit your cohort form. This is where you the employer, formally nominate the individuals you wish to send onto the MBA-SLMDA (and other programmes). Key questions are asked that allow us to check that individuals are eligible to be funded by the Levy.

Once the cohort form is completed, the nominated learners will be sent a base line assessment to establish the knowledge, skills and behaviours they need to develop as part of their apprenticeship. They will then receive their online application link. Typically there is a two week gap when their application needs to be completed.

Entry requirements for the individual

Learners on our MA Leadership typically have several years of management experience already. However in their baseline assessment they will need to demonstrate the need for new learning of the knowledge, skills and behaviours as outlined in the apprenticeship standard. On their online application for this programme, they will need to demonstrate they have the necessary management experience.

Baseline assessment

Once the cohort is completed, the nominated learners will be sent a baseline assessment to establish the knowledge, skills and behaviours they need to develop as part of this apprenticeship. They will then receive their online application link.

Online application

Learners on this programme typically have several years of management experience already. However, on an individual learners’ applications they will need to demonstrate the following qualifications and management experience.

Qualifications

To complete an Apprenticeship programme, it is mandatory that individuals have obtained Level 2 (Grade C or above G.C.S.E or equivalent) qualifications in English and Maths. Employers will be asked to ensure that applicants can provide evidence of Level 2 before including them on a cohort form to start the University application process. The Government has provided a useful link for those who may have mislaid their certificates.

For the MA Leadership x`a good first degree or the equivalent professional or international qualification is normally required plus a minimum of 3 years management experience; However, we do welcome applications from candidates with exceptional management experience who may not meet all the formal criteria for admission. If nominated learners have a minimum of 5 years’ experience at a senior or strategic level with no degree, we would be happy to consider an application. Our Admission Panel reviews all non-standard applications for suitability.

Management experience

Applicants need to demonstrate through their CV and personal statements that they meet a minimum of three of the below:

  • An involvement in strategic planning and decision-making the objectives and effects of which are measured outside of standard operational activities
  • A responsibility for co-ordinating the work of others in a team whether internal or external to their working environment and whether corporate, project or event based.
  • A responsibility for meeting financial targets, managing or working with budgets the outcomes of which may be determined by the efforts of more than one person. Demonstrate how their specific input has shaped these outcomes.
  • A responsibility for developing and improving the performance of people, innovation, creative output, processes or technology whether for internal or external application.
  • A responsibility for managing specific projects or teams both within or external to the organisation. Clarify the size and nature of the tasks, and how they have managed or directed others.
  • A role that primarily achieves results through influencing others (internal or external stakeholders /customers) rather than through direct authority.
  • Experience of working internationally or of relevant multi-cultural exposure.

Need CV's and personal statements to be reviewed before completing the online application? Henley's Apprenticeship team are happy to help. Email: apprenticeships@henley.ac.uk

Current teaching arrangements

Due to social distancing guidelines and the size of all our apprenticeship cohorts, the face-to-face scheduled workshops are currently taught live online, through interactive sessions with academics. Our Greenlands campus provides a great learning environment that we know our students are keen to return to. However, the welfare of our students, staff and wider community remains a top priority and we need to ensure we follow relevant guidelines.

The apprenticeship team are to answer any queries you may have.

Closed cohorts

For clients wishing to run a closed cohort we have the flexibility to deliver the programme at a nationwide set of locations. We are happy to arrange an alternative teaching venue that maybe more convenient for your staff, if you do not wish to use your organisations facilities.

Open cohorts

For those on the open cohort options, the MA Leadership - Senior Leader Master's Degree Apprenticeship (SLMDA) is currently taught at our Greenlands campus. This beautiful campus is set on 30 acres of beautiful conservation parkland on the banks of the River Thames in Oxfordshire . We are less than an hour’s drive from Heathrow Airport, within easy reach of London and close to many major motorway links. It is perfect for quiet reflection as well as stimulating debate with other leading business minds and provides an ideal learning environment for busy executives: they have the space and surroundings required to stretch their mind and think away from the pressures of the office.

Classes are delivered in board-room style seminar rooms to facilitate group work and discussion.

Resources include the Library that holds books, journals, market research reports, dissertations, working papers and company information. The modern new space provides the perfect place for study, including a 24-hour Quiet Study Space. Although these materials are also available online through the virtual learning environment.

Leisure facilities include a fully equipped and professionally staffed fitness centre, outdoor sporting facilities, on-site accommodation and restaurant.

Proud to be triple accredited

We are proud to hold triple-accredited status from the leading UK, European and US accrediting bodies: AMBA, EQUIS and AACSB.

Our triple-accredited status provides reassurance to our apprentice learners and organisations that we work with, of the quality and high standards of our courses and academic staff.

Each of the accreditation bodies exists to raise the standards of business education and we go through a rigorous process with each of them, which covers aspects including learning experiences, faculty and research.

CMI

The CMI is the only chartered professional body in the UK that is dedicated to promoting the highest standards in management and leadership excellence. Over 130,000 managers use its services on a daily basis and CMI has constantly been at the forefront of all aspects of management training and thinking.

On successful completion of the Senior Leader Master’s Degree Apprenticeship (SLMDA) MA Leadership, learners will receive the following awards:

  • Henley Masters in Leadership Degree
  • CMI Level 7 Diploma in Strategic Management and Leadership
  • Chartered Manager status (This will be granted on successful completion of the End-Point Assessment (EPA))
  • Level 7 Apprenticeship Certificate.
Chartered management institute cmi vector logo

Why choose Henley?

Working with you

By working in long-term partnerships with our clients, we can help to maximise the value of Levy contributions. We aim to utilise the fund to meet our clients’ strategic objectives and achieve their ambitions for their employees and organisations. At Henley we empower the individual learners to become great professionals and outstanding business leaders, who think with clarity and act with confidence and conviction. Working with their Apprenticeship Tutors they will be encouraged to utilise the new learning to benefit both the teams within which they work and the wider organisation.

Henley's support to you - the employer

Each client is assigned an Account Director or Manager to support them with the on-boarding of new learners onto this apprenticeship programme and others. The team we will work with you throughout the application and enrolment process.

The Henley alumni network

Individual learners will meet with others both on their cohort and likely those on other cohorts from previous years. Together they can form an invaluable network. From day one, they join Henley’s alumni association, a group of over 80,000 spread across 150 countries. There are regional and international alumni groups and Special Interest Groups providing a priceless series of events, mentoring programmes, career advice, and industry contacts and information.

Contact us

Henley Apprenticeship Levy Team

Contact the team for more information about Henley's apprenticeship levy programmes and service.

Email: apprenticeships@henley.ac.uk
Telephone: 01491418733

It was immediately clear that Henley’s approach was going to be radically different from anyone else we were considering.