They frequently surprise themselves as they reflect upon, and bring to the surface, this rich seam of knowledge, making explicit that which may have been tacit for many years. Through drawing together these three components, leaders study leadership in a scholarly, empirical manner. They bring the rigour of academic research to their learning through case studies and action research, and look at their leadership role through fresh eyes, beginning to make informed changes within their workplace from the start of the programme. Over time, the lens through which they look at leadership changes its focus, enabling them to make better decisions and to articulate the reasons for doing so. Their research can often have far reaching consequences, with findings not only informing them as leaders, but being integrated into policy documents, planning strategies, vision statements, talent pool development and succession planning. Leaders face different demands depending upon their specific industry, and their career stage, so requirements and expectations differ accordingly. The reflection and learning undertaken within the three areas above take account of this, enabling the student to develop a truly bespoke learning experience as the dynamic between academic models, their unique work environment and their personal experience develops, and their understanding of each grows over time. Not only do student apprentices focus downwards and inwards into their workplace and teams, but as a member of a cohort of practitioner researchers, they also look upwards and outwards, connecting with practising leaders in other spheres, building networks that enable them to learn from the experiences of others and, through critical reflection, adapt and integrate new thinking into their own practice. Through this interconnectivity, learning is further accelerated as student apprentices experiment and innovate, absorbing and using successful practice from their peers. LUMS has a long tradition of building partnerships and collaborations with organisations, supporting the professional development of their employees as they combine the best academic thinking with their day-today practice. Covid-19 has changed the landscape for many in fundamental ways, with leaders having to provide stability, confidence and reassurance whilst navigating through uncertainty. It is through smart, agile and wellinformed leadership that organisations will adapt, survive and thrive. The Senior Leaders Master’s Apprenticeship develops leaders according to their individual requirements, giving them the bespoke tools they need to make a difference to their teams and organisations. Dr Paul Irvine is Programme Director for the Senior Leaders Apprenticeship in Lancaster UniversityManagement School. p.irvine@lancaster.ac.uk FIFTY FOUR DEGREES | 37
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