1.1 Review the prevailing leadership styles in the

Learning outcomes (the learner will)

Assessment criteria (the learner can)

1      Understand leadership styles within an organisation

1.1

1.2

Review the prevailing leadership styles in the organisation

Assess the impact of the prevailing leadership styles on the organisation’s values and performance

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

2.1

2.2

2.3

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

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

3.1

3.2

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

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

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 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 organisation’s 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 one’s 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 self-assurance 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 relationships (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 being aware of and analysing the internal and external environments in which the leader operates
• The leader’s role in supporting and mentoring team members