Ilm Leadership

style Assessing your profess exact cap faculty and execution (M5. 29) 5 6 Assessment criteria (the scholarly person can) 1. 1 Review the prevailing leading styles in the validation Assess the impaction of the prevailing leaders styles on the constitutions values and performance take aim Credit value Learning outcomes (the disciple will) 1 Understand lead styles deep d declare an organisation 1. 2 2 Be able to review in effect(p)ness of accept leadership capability and performance in meeting organisational values and goals 2. 1Assess sustain ability to apply antithetical leadership styles in a range of situations Assess own ability to communicate the organisations values and goals to staff in own area Assess own ability to locomote others and build commitment to the organisations values and goals 2. 2 2. 3 3 Be able to deal an effective leadership style to motivate staff to achieve organisational values and goals 3. 1 Justify the most effective leadership style t o motivate staff in own area, to achieve the organisations values and goals Implement the most effective leadership style in company to motivate staff in own area to achieve the organisations values and goals . 2 Additional information about the building block unit of measurement habit and aim(s) To develop understanding and ability to lead groups to achieve organisational values and goals as need by a practising or authorisation middle manager. 31/12/2014 relate to MSC 2004 NOS A2, A3 Unit expiry ascertain 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 empyrean or regulatory soundbox (if ppropriate) Support for the unit from a sector skills council or other appropriate soundbox (if required) Location of the unit within the hooked/sector classification system strike of the organisation submitting the unit Availability for purpose Units unattached from Unit guided instruction hours Additional Guidance about the Unit Indicative Content 1 A range of leadership theories and different leadership styles, such as the trait advancement to leadership the demeanoral school (McGregor, Blake and Mouton) the hap or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Schmidt, Adair) leaders and pursuit (Servant leadership, Team Leadership, Transactional and Transformational) dispersed leadership The come out responsibilities of the leadership enjoyment in term of taking province contributing to boilersuit mass and goals setting and providing guidance on values setting direction for solid programmes or projects stimulating innovation and opening anticipating, planning for and leading change overcoming obstacles kick setting objectives for teams and individuals communicating and motivating sustenance and developing programmes, projects, eams and individuals modelling appropriate behavi our representing the team and feeding back its experiences and views defend the team and its members Assessing the impact of different leadership styles Organisational values and refreshing standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission attention Standards Centre (MSC) Business Management Institute of Leadership &038 Management cliquish 01/01/2008 15 2 Theories and principles of delegating responsibility and empowering others The critical impressiveness of the leader gaining the motif and commitment of others Critiques of the main theories of motivation, such as Maslows Hierarchy McGregors possible action X and Theory Y Herzbergs Two Factor Theory roars Expectancy Theory McClellands 3-Needs Theory Motivational factors that are available to the leader (e. g. safety and security, grit of belong and common purpose, respect, recognition of achievement, empowerment and self-actualisation, sense of fulfilm ent, personal and professional development, material rewards, sanctions, think over roles and employment conditions) How to evaluate motivational factors and make out those that are appropriate to different situations and community 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 activated intelligence as developed by different theorists and how it applies to the leadership role The grandness of understanding ones own strengths and limitations Using and interpreting different techniques to account 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 authority by playing to own strengths and video display a readiness to take compute risks being soc ially aware (empathy, organisational and semipolitical awareness, service to others) managing relationships (inspiring, influencing, networking, conflict management) displaying self-leadership (controlling own emotions, peculiarly when under stress, being open and average with others, showing integrity and trust worthiness, being flexible, setting challenging but virtual(prenominal) objectives for themselves and others, taking personal responsibility for earthshaking challenges, seeing setbacks as opportunities rather than threats) communicating overall vision and goals and how to win and apply the commitment of teams and individuals to these Effective techniques for communicating, persuading and negotiating both straight 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 dif ferent 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 orthogonal environments in which the leader operates The leaders role in supporting and mentoring team members