Ilm Leadership

Title Assessing your hold deuce-aceership cap index and feat (M5. 29) 5 6 Assessment criteria (the prentice can) 1. 1 Review the prevailing attractership hyphens in the organisation Assess the impact of the prevailing leadership styles on the organisations values and performance Level Credit value Learning outcomes (the learner will) 1 Understand leadership styles within an organisation 1. 2 2 Be able to follow effectiveness of own leadership capability and performance in meeting organisational values and goals 2. 1Assess own ability to apply divers(prenominal) leadership styles in a range of situations Assess own ability to communicate the organisations values and goals to staff in own knowledge base Assess own ability to motivate others and build commitment to the organisations values and goals 2. 2 2. 3 3 Be able to adopt an effective leadership style to motivate staff to give organisational values and goals 3. 1 Justify the most effective leadership style to motivate st aff in own area, to achieve the organisations values and goals Implement the most effective leadership style in order to motivate staff in own area to achieve the organisations values and goals . 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 termination date Details of the relationship between the unit and relevant national occupational standards or professional standards or curricula (if appropriate) Assessment requirements or guidance stipulate by a sector or regulatory body (if ppropriate) Support for the unit from a sector skills council or other appropriate body (if required) lieu of the unit within the subject/sector classification system Name of the organisation submitting the unit Availability for use Units available from Unit guided acquire hours Additional Gui dance about the Unit Indicative Content 1 A range of leadership theories and contrasting leadership styles, such as the trace approach to leadership the doingsal 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 place in terms of taking responsibility contributing to overall visual modality 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, eams and individuals modelling appropriate behaviour representing the team and feeding back its experiences an d 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 wideness of the leader gaining the motivation and commitment of others Critiques of the main theories of motivation, such as Maslows Hierarchy McGregors Theory X and Theory Y Herzbergs both Factor Theory Vrooms Expectancy Theory McClellands 3-Needs Theory Motivational factors that are available to the leader (e. g. safety and security, sense of belong and common purpose, respect, recognition of achievement, empowerment and self-actualisation, sense of fulfilment, ad hominem and professional development, material rewards, sanctions , job roles and employment conditions) How to evaluate motivational factors and select those that are appropriate to different situations and people Effective communication of values and goals Leadership to support the achievement of the organisations goals by encouraging common and acceptable norms of organisational behaviour 3 The concept of emotional intelligence as developed by different theorists and how it applies to the leadership role The importance of understanding ones own strengths and limitations using and interpreting different techniques to identify their own characteristics, strengths and limitations The importance of continuous self-development and how to identify opportunities to develop oneself in the leadership role The importance of leaders displaying confidence and pledge by playing to own strengths and showing a readiness to take calculated risks being socially aware (empathy, organisational and political awareness, service to others) managing relat ionships (inspiring, influencing, networking, conflict management) displaying self-leadership (controlling own emotions, particularly when under stress, being open and honest with others, showing integrity and trust worthiness, being flexible, setting challenging but realistic objectives for themselves and others, taking personal responsibility for significant challenges, seeing setbacks as opportunities rather than threats) communicating overall vision and goals and how to win and maintain the commitment of teams and individuals to these Effective techniques for communicating, persuading and negotiating both directly and indirectly with teams and individuals How to select communication, persuasion and negotiation skills appropriate to different situations and people The importance of being able to use a repertoire of leadership styles in different situations and with different people How to develop vision and goals for significant projects or programmes of work The importance of be ing aware of and analysing the internal and external environments in which the leader operates The leaders role in supporting and mentoring team members