Ilm Leadership

Title treasureing your own leading preparation and performance (M5. 29) 5 6 Assessment criteria (the learner can) 1. 1 examine the prevailing attractors manners in the government Assess the doctor of the prevailing atomic number 82 styles on the organisations set and performance Level Credit look upon Learning outcomes (the learner will) 1 see to it leaders styles within an organisation 1. 2 2 Be satisfactory to refresh effectiveness of own leadership capability and performance in meeting organisational determine and goals 2. 1Assess own ability to apply various leadership styles in a trope of situations Assess own ability to evanesce the organisations set and goals to stave in own area Assess own ability to trigger off early(a)s and draw commitment to the organisations set and goals 2. 2 2. 3 3 Be able to adopt an effective leadership style to motivate rung to come across organisational determine and goals 3. 1 Justify the nearly effective leadership s tyle to motivate staff in own area, to win the organisations values and goals carry through the most effective leadership style in order to motivate staff in own area to grasp the organisations values and goals . 2 Additional information about the social social building block of measurement unit of measurement purpose and aim(s) To develop perceptiveness 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 whole expiry date Details of the relationship between the unit and relevant internal occupational standards or passe-partout standards or curricula (if clutch) Assessment requirements or guidance specify by a sector or regulatory body (if ppropriate) Support for the unit from a sector skills council or other appropriate body (if required) Location of the unit within the subject/sector potpourri system Name of the organisation submitting the unit Availabili ty for use Units available from Unit guided learning hours Additional counselor-at-law about the Unit Indicative pith 1 A range of leadership theories and various leadership styles, such as the trait approach to leadership the behavioural nurture (McGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Schmidt, Adair) leaders and followers (Servant leading, Team Leadership, Transactional and Transformational) scatter leadership The key responsibilities of the leadership fiber in terms of taking tariff contributing to overall stack and goals mountain and providing guidance on values climb direction for significant programmes or projects affect innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals dialogue and motivating supporting and developing programmes, projects, eams and individuals copy appropriate behaviour represen ting the team and nourishment back its experiences and views protecting the team and its members Assessing the impact of different leadership styles Organisational values and satisfying standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission Management Standards snapper (MSC) Business Management Institute of Leadership & Management Private 01/01/2008 15 2 Theories and principles of delegating responsibility and empowering others The critical splendour of the leader gaining the motivation and commitment of others Critiques of the briny theories of motivation, such as Maslows hierarchy McGregors opening X and Theory Y Herzbergs Two ingredient Theory Vrooms antepast Theory McClellands 3-Needs Theory motivational factors that are available to the leader (e. g. precaution and security, sense of belonging and common purpose, respect, quotation of deed, empowerment and self-actualisation, sense of fulfilment, ind ividualised and professional development, material rewards, sanctions, job roles and employment conditions) How to try motivational factors and take aim those that are appropriate to different situations and pile in force(p) communication of values and goals Leadership to support the achievement of the organisations goals by supporting 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 wideness of understanding bingles own strengths and limitations Using and version 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 dis compete confidence and self-assurance by playing to own strengths and showing a readiness to take calculated risks cosmos socially cognisant ( empathy, organisational and political awareness, service to others) managing relationships (inspiring, influencing, networking, departure management) displaying self-leadership (controlling own emotions, particularly when under stress, being open and honest with others, showing rightfulness and trust worthiness, being flexible, setting gainsay 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 being aware of and analysing the internal and external environments in which the leader operates The leaders role in supporting and mentoring team members