Ilm Leadership

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Assessing your own leadership capability and performance (M5.29) 5 6 Assessment criteria (the learner can) 1.1 Review the prevailing leadership styles in the organisation Assess the impact of the prevailing leadership styles on the organisation’s values and performance

Level: Credit value:

Learning outcomes (the learner will) 1 Understand leadership styles within an organisation

1.2

2

Be able to review effectiveness of own leadership capability and performance in meeting organisational values and goals

2.1

Assess own ability to apply different leadership styles in a range of situations Assess own ability to communicate the organisation’s values and goals to staff in own area Assess own ability to motivate others and build commitment to the organisation’s values and goals

2.2

2.3

3

Be able to adopt an effective leadership style to motivate staff to achieve organisational values and goals

3.1

Justify the most effective leadership style to motivate staff in own area, to achieve the organisation’s values and goals Implement the most effective leadership style in order to motivate staff in own area to achieve the organisation’s values and goals

3.2

Additional information about the unit Unit purpose and aim(s) To develop understanding and ability to lead teams to achieve organisational values and goals as required by a practising or potential middle manager. 31/12/2014 Links to MSC 2004 NOS: A2, A3

Unit expiry date Details of the relationship between the unit and relevant national occupational standards or professional standards or curricula (if appropriate) Assessment requirements or guidance specified by a sector or regulatory body (if

appropriate) Support for the unit from a sector skills council or other appropriate body (if required) Location of the unit within the subject/sector classification system Name of the organisation submitting the unit Availability for use Units available from Unit guided learning hours Additional Guidance about the Unit Indicative Content: 1 • A range of leadership theories and different leadership styles, such as: the trait approach to leadership the behavioural school (McGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Schmidt, Adair) leaders and followers (Servant Leadership, Team Leadership, Transactional and Transformational) dispersed leadership The key responsibilities of the leadership role in terms of: taking responsibility contributing to overall vision and goals setting and providing guidance on values setting direction for significant programmes or projects stimulating innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals communicating and motivating supporting and developing programmes, projects, teams and individuals modelling appropriate behaviour representing the team and feeding back its experiences and views protecting the team and its members Assessing the impact of different leadership styles Organisational values and acceptable standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission Management Standards Centre (MSC)

Business Management

Institute of Leadership & Management

Private 01/01/2008 15



• • • 2

• • •

Theories and principles of delegating responsibility and empowering others The critical importance of the leader gaining the motivation and commitment of others Critiques of the main theories of motivation, such as: Maslow’s Hierarchy McGregor’s Theory X and Theory Y



• • •

Herzberg’s Two Factor Theory Vroom’s Expectancy Theory McClelland’s 3-Needs Theory Motivational factors that are available to the leader (e.g. safety and security, sense of belonging and common purpose, respect, recognition of achievement, empowerment and self-actualisation, sense of fulfilment, personal...
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