New Horizons : module 1

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Here you find guidance to pre-reading and preparation for Module 1. You can also access the Module 1 materials and resources, and further, optional resources. The learning outcomes state the expected key learning outcomes that, in addition to active participation in Module 1, will require support and opportunities to test and apply learning in the workplace.

The link to Module 1 Feedback is activated for two weeks from the end of the Module. We would highly appreciate your thoughts and suggestions on this pilot to help us continually improve the New Horizons programme, and to evaluate any impact it may have on you, your team and the organisation.  

Pre-reading and preparation for Module 1

Preparation for day 1

View the Self-leadership eLearning module and do the self-assessment at the end.

Preparation for day 2

Read Marquet D.L. (2012) Turn the Ship Around. Portfolio Penguin. The book will be sent to programme participants.

Public authorities in Scotland are required to set equality outcomes they will deliver and to report on progress. Find your organisation’s most recent set of equality outcomes.  Review the document and consider the following:

  • How easy was it to find this document?
  • Is it up to date?
  • What messages does it send?
  • What are your organisation’s priorities? How clear are they from this document?
  • How aligned are the equality priorities to other strategic priorities?
  • What do you think they mean for you? Are there any priorities where you can exercise leadership? What would this involve?

Watch Understanding unconscious bias (2:59) by Professor Uta.

Read the Identifying Bias: Implicit Association Tests (IATs), which includes information on the tests and guidance on reflection on the results. Then take one or two Harvard Project Implicit tests. You may select which tests you feel are most appropriate or interesting for you.

Module 1 materials and resources
Module 1 key learning outcomes


Reflecting on, understanding and developing yourself as a person and as a leader:

  • Demonstrate willingness to change ideas or perceptions based on new information or contrary evidence
  • Demonstrate critical self-reflection and judgement
  • Reflect on situations that arouse strong emotions and/or personal bias or preference in self, and whether own behaviours in these situations are appropriate
  • Apply strategies from a range of models in communications about varied matters, in a range of situations

Collaboration and influencing

Leading and working together for better outcomes:

  • Choose communication strategies that make own and others' assumptions visible
  • Observe personal impact in interactions with others and adapt behaviour appropriately
  • Reflect on the extent of transparency and fairness in own work practices


Seeing what is possible for people who use services, carers and communities now and in the future:

  • Apply/demonstrate the values of the organisation in all work activites
  • Treat people with respect
  • Seek to understand and respond to people's individual needs

Motivating and inspiring

Leading by example and supporting others to be the best they can be:

  • Identify opportunities for own development and career management

To achieve the learning outcomes requires, in addition to active participation in all Modules, support and opportunities to test and apply learning in the workplace. 

Further resources

Grint K. and Holt C. (2011) Followership in the NHS. The King’s Fund. (PDF)

Peter Anderton (2016) Great leadership comes down to only two rulesTEDx (17:28)

Scottish Government (2013) Everyone Matters: 2020 Workforce Vision (PDF)

Scottish Government (2017) Everyone Matters: 2020 workforce vision implementation plan 2018-2020 (website)

Project Lift (website)

Sara Dewar (2020) Agency, Power and Purpose - Three Threads of Empowerment? (article)

Equality & Diversity Zone at Turas Learn

Leadership Links webinar with Allison Trimble: Working with complexity and unconscious dynamics

Workforce Scotland: Collective Leadership for Scotland (website)

Sharp C. (2018) Collective Leadership: Where Nothing is Clear and Everything Keeps Changing. Collective Leadership for Scotland Research & Practice Series (PDF)