5OS06 Leadership and management development

5OS06 Leadership and management development

The unit 5os06 leadership and management development is a significant ingredient for the people who are associated with the professional development courses. This unit has the goal of increasing the management and leadership skills within the organisation. This module of the unit provides the difference between management and leadership. Moreover, the main focus of the leadership is on guiding and inspiring the individuals towards management and vision with a focus on organising coordination and planning of the sources to attend to the particular goals. It also caters for the multiple theories of situational and transformational leadership. Apart from that, exams of leadership on the performance and culture of the organisation.

This unit also focuses on personal development and self-assessment that encourage the participants to analyse their trends of leadership and improvement areas through tools such as 360-degree personality assessment and feedback. The strategies of practical leadership skills development are also highlighted here which include emotional intelligence, communication, conflict resolution and decision-making. Management development has a significant process on the competencies enhancement that enclosed performance management operational efficiency and strategic planning. On the other hand, it also addresses the significance of coaching and mentoring and providing managerial growth.

For implementing this concept, this unit advocates for the workshop and structured programs of training designed to the requirements of the organisation as well as coaching and maintaining the relationship to render personal guidance. Succession planning is also focused on certifying the readiness of qualified individuals for the upcoming rules of the leadership and the learning action is also promoted to solve the real problems of the organisation collaboratively. At the time of completion of this course, the participant will be able to have a deeper recognition of the principles of management and leadership. Furthermore, they also enhance their capabilities of leadership and useful strategies to generate their skills in others. In the end, it also contributes to the success of their organisation.

Unit aims

The integral aims of Unit 5os06 leadership and management development are demonstrated by showing the goals of the learning in this course.

• To equip the participants with advanced skills in management and leadership that include strategic planning emotional intelligence decision making and communication to drive the success of the organisation.
• To increase personal development and self-assessment which makes the individual able to strengthen and identify the capabilities of leadership while identifying the improvement areas.
• To promote mentoring usage, succession planning and coaching for cultivating a pipeline for able leaders ready to take significant roles, certifying sustained growth and effectiveness of the organisation.

Learning outcomes

Here are the main learning outcomes of Unit 5os06 leadership and management development for better cognition of the management at the workplace.

LO1: Recognise the management and leadership relevance, skills, knowledge and required behaviour.

LO2: Recognise the variety of versatile development and learning initiatives in managers` and leaders` development.

LO3: Recognise the usefulness of the management and leadership development initiatives.

Assessment criteria

The assessment criteria of unit 5os06 leadership and management development are demonstrated with the details to be added for adequate learning:

LO1: Recognise the management and leadership relevance, skills, knowledge and required behaviour.

1.1 Identify the external factors which drive the requirements for the management and leadership within the organisation.

• (The organisation`s development stages
• Market lead
• Competition
• Audit tools of the external environment
• Extent and speed of change (global, national, local)
• Imperative versus desirable factors
• Imposed versus self-determined)

1.2 Elaborate on the key distinctions between management and leadership roles, styles and implications of every effectiveness of organisation.

• (Interchangeable t and differences of Management and leadership roles to consider the contextual aspects, control, authority and power
• People versus task perspective
• Authority as management and control
• Leadership as influence and vision
• Subordinate and managers versus followers and leaders
• Styles may include things include treat curies or qualities, tasks, contingency theories
• Transactional versus transformational
• Inspirational models of function
• Situational leadership
• Scientific management
• School of human relation
• Operational versus strategic roles and leadership and management categories
• Democratic, autocratic, laissez-faire.
• Production centred
• Employee centred
• Authentic leadership
• Servant leadership)

1.3 Compare the versatile skills behaviour and knowledge required for management and leadership in the organisation.

• (Hard and soft approach in an emotional intelligence context
• Attribution theory and biases of cognition
• Managing and leading people in the context of the globe and from versatile backgrounds of the culture
• Ethical, moral and value-driving government
• Promotion and awareness approaches for well-being
• Visionary, charismatic, romantic, champion, cultural compliance)

LO2: Recognise the variety of versatile development and learning initiatives in managers` and leaders` development.

2.1 Discuss the character of people professionals in supporting management and leadership development initiatives.

• (Character of people professional in developing and supporting management and leadership development initiatives such as development and learning requirements establishment
• Delivery and design of development and learning interventions for management and leadership
• Identification, support and assessment of Learning and Development for potential managers and leaders
• Providing advice on group and individual development)

2.2 Identify a diverse range and concept of approaches which are available for useful management and leadership development.

• (Why and how people learn
• Significant theories influence management and leadership learning
• Informal versus formal approaches for instance educational programs, secondments, on and of learning of job, shadow boards, Job rotation, mentoring and coaching, knowledge conversation
• Practical versus cognitive
• Individual vs collaborative
• Peer learning
• Sets of learning
• Action learning
• Cloud-based
• E-learning
• Rehears of skills
• Social media
• Simulation
• External versus internal
• Competency-based Framework use
• Development and assessment centres
• Management and leadership self-development
• Significance of reflection in management and leadership learning
• Barriers to learning Management and leadership)

2.3 Discuss the reason for inclusion and diversity must be an integral component of the management and leadership development initiatives.

• (Development aspect which should be included D&I
• D&I Barriers to Initiative
• Attention areas (such as Use of Technology, language, expectations, cultural norms, differences in interpretations and nonverbal signals, issues in terms of practical activities, and text, colour use, font, volume levels, levels of brightness, etc)

LO3: Recognise the usefulness of the management and leadership development initiatives.

3.1 Identify the indicators of leadership and successful management development initiatives.

• (Organisational and individual performance evidence
• Effective succession
• Retention rates
• Value-added KPIs
• Involvement of employee satisfaction indicators
• KPI achievement
• Value-added measures
• Concepts and key theories of evaluation of learning such as Kirkpatrick
• The extent to establish the identified requirements of learning and purposes)

3.2 Elaborate on the variety of stakeholders and involvement they have in management and leadership initiatives of development.

• (Key stakeholders` identification
• Ensuring and involving contributions of significant Stakeholders to include initiative for
• sponsorship
• Participants
• Senior and top leaders
• Managers and non-learning professionals in development
• Communicating and demonstrating objectives aims and achievements of success indicators)

3.3 Assess the importance and impact that management and leadership development initiatives have on organisational strategy, reputation, performance and culture.

• (Reality versus perception
• Categories and nature of change possible
• To measure the influence of change
• Negative vs positive influencev
• Influence on (groups, Individuals, organisations, departments as a whole, client perception or customer)
• Temporary versus transitional versus sustained
• Increase in engagement and motivation resulting in reduced churn
• Increment in quality or quantity of output of the organisation
• Increase in external optimistic reporting and coverage of media
• Increase in internal synergy and harmony in recent and future projects)

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