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MA Leadership - Senior Leader Master's Degree Apprenticeship

At a glance

  • This programme is now under review in line with the Government changes to the Level 7 Senior Leader Master’s Degree apprenticeship standard. All applications are now on hold, whilst this programme is redesigned to meet the new standard, please register above to receive updates.
  • Created based on extensive research with leading employers across a range of 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, including time for the End Point Assessment (EPA)
Suitable for
Those currently leading organisations, teams, people and projects

Overview

This programme is now under review in line with the Government changes to the Level 7 Senior Leader Master’s Degree apprenticeship standard. All applications are now on hold, whilst this programme is redesigned to meet the new standard, please register here to receive updates.

The Henley MA Leadership – Senior Leader Master's Degree Apprenticeship (SLMDA) enables your employees to develop their leadership capability and maximise the performance of their team.

Faced with uncertainty and disruption, today's organisations are turning to new types of leaders: those that instil leadership in others with their transparency, vision, passion and integrity. Through the programme, your apprentice can become a leader who is analytical and self-aware; a leader with a strong sense of responsibility who understands how to make people thrive and has the confidence to take your organisation forward.

Key benefits

Please contact us to enquire about dates for this programme.

Cohort options

You can opt for your organisation to join open, closed and/or consortium cohorts:

Open cohorts (max. 9 learners per organisation) are available throughout the year. These enable a small number of learners from an organisation to join with others from a range of organisations and backgrounds. Top-up fees on these cohorts may apply.

Closed cohorts (30-64 learners) allow the programme content to be contexualised around your organisation's objectives and may be taught at a convenient location for your nominated learners. Programme start dates can be planned together.

Consortium cohorts (min. 5 learners per organisation) enable you to partner with complementary organisations working on similar strategic challenges. You may choose to join one of our open consortium cohorts, or create a closed consortium cohort working with other organisations of your choosing e.g. those within your supply chain or from within your industry.

Course fee: £17,900
Duration: 25 months, including time for the End Point Assessment (EPA)
Suitable for: Those currently leading organisations, teams, people and projects

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 that combines both face-to-face and online learning*.

At Henley, we recognise the individual's need to develop themselves to prepare for the challenges of business leadership. Throughout the programme there is a continuous element of personal development to support apprentices on their journey.

* Due to COVID-19, face-to-face workshops are currently delivered live-online. Find out about our remote education offer for apprentices

Assessments, Gateway and End Point Assessment

Assessment takes place throughout the programme, culminating in a Leadership Study / Dissertation.

Once the Leadership Study / Dissertation is completed, learners enter ‘Gateway’ and will need to prepare for their End Point Assessment (EPA).

End Point Assessment (EPA)

EPA is the final assessment for an apprentice to ensure that they have met all Senior Leader Masters Degree Apprenticeship standards. EPA is separate from any qualifications or other assessments that the learner will have undertaken so far.

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

EPA takes place via a one-to-one 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. 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. The learner will also present their Work Based Project and participate in a Q&A session.

In order to complete the EPA, the apprentice needs to meet the following requirements of 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 Portfolio of Evidence 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 which the apprentice will have completed in Stage 3 of their MA Leadership programme

The MA Leadership programme combines peer group learning, work-based practice, action learning and reflection – supported by a comprehensive virtual learning environment – to provide learners with a deep, multi-faceted understanding of modern leadership.

It offers a balance between highly interactive teaching sessions and practical experience. Apprentices 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.

Stage 1: Developing yourself as a leader

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

Compulsory 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
20

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
Jean Anne Stewart Cropped 75edwqchg
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 two core modules plus an optional module. Assessment comprises two 3,000 word assignments with presentations and one 5,000 word assignment.

Compulsory 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
Bernd Vogel002 75efw66bg
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

Optional modules for Stages 1 & 2

Depending on the optional module chosen, these modules may be studied during either Stage 1 or 2.

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
20

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
Jean Anne Stewart Cropped 75edwqchg
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
Bernd Vogel002 75efw66bg
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
Dr stephen simister 75edwqchg
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
20

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
Bernd Vogel002 75efw66bg
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
Jean Anne Stewart Cropped 75edwqchg
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.

Compulsory 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

Applicants must have a degree and a minimum of three years' management experience, or five years' management experience if they have no prior degree.

Before they can apply to join any of our apprenticeship degree programmes, learners need to be formally nominated by you, their employer. A three-way agreement also needs to be put in place between Henley Business School and the University of Reading; you, the employer; and the apprentice.

The contractual process

Employer framework agreement (EFA)

This is the contract between the University of Reading and your organisation. Please note that the organisation that you work for may be different to that which signed the contract with the Education Skills Funding Agency (ESFA) where the employer is a Group of companies.

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). At this stage we will check that these individuals are eligible for the apprenticeship and to be funded by the Levy.

Once the cohort is reviewed, the eligible nominated learners will be sent a baseline assessment to establish their knowledge, skills and behaviours. They will then receive their online application link. Typically there is a two-week timeframe for their application 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.

Qualifications

Nominated learners must have obtained Level 2 equivalent qualifications (Grade C or above, GCSE or equivalent) in English and Maths. Employers will be asked to ensure that applicants can provide evidence of these qualifications before including them on a cohort form. The Government has provided a useful link for those who may have mislaid their certificates

For the MA Leadership a good first degree or the equivalent professional or international qualification is normally required plus a minimum of three 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 five 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 have experience in a minimum of three of the below areas:

  • Involvement in strategic planning and decision-making, the objectives and effects of which are measured outside of standard operational activities
  • Responsibility for coordinating the work of others in a team, whether internal or external to their working environment and whether corporate, project or event-based
  • 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). They will need to demonstrate how their specific input has shaped these outcomes
  • Responsibility for developing and improving the performance of people, innovation, creative output, processes or technology, whether for internal or external application
  • Responsibility for managing specific projects or teams, both within or external to the organisation. They will need to clarify the size and nature of the tasks and how they have managed or directed others
  • Achieving results through influencing others (internal or external stakeholders/customers) rather than through direct authority
  • Working internationally, or experience of relevant multi-cultural exposure

If you would like to review your CVs and personal statements before completing the online application, our Apprenticeship team is happy to help. Email us at apprenticeships@henley.ac.uk

COVID-19: Current teaching arrangements

Due to government guidelines and the size of our apprenticeship cohorts, face-to-face workshops are currently being 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 the wider community remains our top priority.

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

Find out about our remote education offer for apprentices

Closed cohorts

For clients wishing to run a closed cohort, we have the flexibility to deliver the programme at locations nationwide. If you do not wish to use your organisation's facilities, we are happy to arrange an alternative teaching venue that may be more convenient for your staff.

Open cohorts

Open cohorts are currently taught at our Greenlands campus near Henley-on-Thames. Set in sweeping parkland on the banks of the River Thames, this beautiful campus provides an inspiring and reflective environment for focused work and study.

Find out more about our facilities and how to find us

Why choose Henley?

For 75 years, Henley Business School has developed confident and resilient business leaders.

Our apprenticeship programmes deliver:

  • A high-quality education rooted in the latest business thinking. We are triple-accredited for the quality of our provision
  • A direct contribution to business value through learning which focuses on live strategic issues. We work with you to identify the people who will benefit most from the programme and whose participation will have the greatest impact on the organisation
  • A blended learning experience - all our apprenticeship programmes feature face-to-face learning*, enhanced and supported by our mobile digital platform. This gives participants access to learning wherever they are and allows the cohort to collaborate outside the classroom
  • A flexible approach - in addition to our open cohorts, we offer closed cohorts that can be delivered at locations nationwide* and contextualised to your organisation
  • Individual membership of our alumni network, which includes over 80,000 alumni across 150 countries

* Due to COVID-19, face-to-face workshops are currently delivered live-online. Find out about our remote education offer for apprentices

Contact us

If you have any questions or would like to learn more about our apprenticeship programmes, please contact:

Email: apprenticeships@henley.ac.uk
Telephone: 01491 418733