Unit H/615/2706 Leadership and Management

Level 6 15 Credits

Related Qualifications

ATHE Level 6 Diploma in Management 603/0627/0

ATHE Level 6 Extended Diploma in Management 603/0628/2

Sample Assignment

You have recently been employed as a trainee departmental manager

by a large corporate organisation. All new employees are enrolled on
an induction training programme. As part of the programme, there are
a number of tasks and activities that must be completed to successfully
pass the induction and become a permanent member of staff. All of the
work needs to be retained in your induction file which will be presented
to your line manager on completion of the induction programme.

Task 1 – Induction Training Programme Preparation

Before attending the first session, you have been asked to complete
some background reading and prepare a set of detailed notes.

Your notes should:

 ANALYSE STRATEGIC LEADERSHIP AND THE LINKS TO

MANAGEMENT IN ORGANISATIONS.

Strategic management has a building block description to it. This

is where the resources available to an organisation are brought
together. Financial, marketing, manpower, and other organisational
functions and capital are analysed to best determine how they can be
used to reach and goals. The result are policies and processes to
guide activity. It can very easily be said that strategic management
develops a roadmap that can be followed.
Management does play a role in strategic management. A
strategic leader brings together all of the various groups within an
organisation to develop the action design. By the powers of
communication and persuasion inherent in strategic leadership
management, that person is going to convince everyone they are
stakeholders in the final results. He or she is the guide along the path
that has been outlined by strategic management planning.
Managers are important to the strategic management work
because of the ability to bring people together. This does not mean
that management act independent of the strategic plan. In fact, leaders
rely quite a bit on what has been determined and also those people
assigned the various tasks. The primary reason is that a strategic plan
gives a sense of direction. Management can be visionaries, but without
something concrete those visions are not much more than misty air.
Management may be very influential in deciding what the ultimate goal
is, but trying to reach it without a strategy would be like walking
through a dark forest without a compass. Developed strategies also
will provide useful tools for any leader. The benchmarks and timetables
provide a justification for any motivational efforts. Management of an
organization try to be problem solvers. Those very same performance
indices will alert a manager to problems that need to be fine too.
Incidentally, strategic management is a living operation. It is not
something that is carved in solid stone.
The business world was never fully static and in the modern
economy the activity can be almost frantic. Circumstances and
situations change with practically every business day. It means that
the plan may have to be re-evaluated, and the best strategies always
have evaluation benchmarks. Management can help make the needed
changes through their ability to communicate and problem solve. The
best management are also flexible enough to change course when a
new direction is in order. They are indispensable in getting other
people to accept any alterations.
Strategic management and leadership can be thought of as
planning and execution, respectively. A company cannot spend all of
its time in the planning stage as it can lead to paralysis by analysis.
Simply doing things without any sense of direction can be just as bad,
and very often will lead an organisation going down the wrong road.
Management gives an idea of where the final destination ought to be,
and strategic management provides the resources and direction.
Managers derive from all the planning a pathway of process and policy
which will allow the ultimate goal to be reached. It is a relationship
between two functions that need each other and at the same time,
produce desired results for the organisation.
They are not totally separate but strategic management and
leadership at their own respective assignments. Coming together, they
put an organisation on the correct path towards ultimate success.
There should be no friction between the two, nor should there be any
confusion as to the contributions each make to reach a goal and
fulfilling the organisation’s mission.

 EVALUATE KEY LEADERSHIP AND MANAGEMENT THEORIES.

Transactional or management theory

The transactional theory of leadership, also called "management
theory," states that leadership is a system of rewards and penalties. It
views effective leadership as results-focused and hierarchical.
Transactional leaders prioritize order and structure over creativity by
rewarding someone who meets a goal and penalizing someone who
doesn’t.

Transformational or relationship theory

The transformational theory of leadership, also called
"relationship theory," asserts that effective leadership is the result of a
positive relationship between leaders and team members.
Transformational leaders motivate and inspire through their enthusiasm
and passion. They are a model for their teams, emphasizing a
collaborative work environment, diplomatic communication skills, and
efficient delegation.

Great man theory

The great man theory of leadership states that great leaders are
born with all the right personality traits such as intelligence, courage,
confidence, intuition and charm. A popular concept in the 19th century,
this theory asserts that you can't develop leadership abilities—you
either have them or you don't. Opponents of this theory claim it's
unrealistic in its basic assumption.

Trait theory
The trait theory of leadership states that certain natural qualities
tend to create good leaders. Having such qualities, however, does not
necessarily mean someone has strong leadership skills. Some leaders
may be good listeners or communicators, but not every listener or
communicator makes a good leader.
Behavioural theory
The behavioural theory of leadership focuses on how a person’s
environment, not natural abilities, forms him or her into a leader. One
of the key concepts is conditioning. It asserts that a person will be
more likely to act or lead in a certain style as a result of environmental
responses to behaviour. The theory states that anyone can be a leader
if they behave the way other leaders do.

Situational theory
The situational theory of leadership does not relate to a certain
type of leader or claim that any one style is best. Instead, it asserts
that the best kind of leader is one who can adapt their style based on
the situation. They may respond to a situation by commanding,
coaching, persuading, participating, delegating or however they think
is necessary. Situational leaders are defined by their flexibility.

 ANALYSE THE CONTRIBUTION OF PERFORMANCE

TECHNIQUES IN ORGANISATIONAL PROCESSES.

How to choose a performance technique for your business?

Before jumping into the techniques, you should be aware that
performance management is, in fact, an HR requirement you must take
on-board. Your approach will differ but the fundamentals remain the
same. Generally, some performance management essentials are:
Close monitoring of the performance. Employers should keep a
clear track of each meeting with their staff and regularly check-in with
them to see if they are n the right track;

Provision of reviews. Periodical reviews and summaries are also

an essential part of ensuring the process is going as planned;
Incentives to your employees. This will depend on your own
preferences and how you want to approach it. Think of potential
rewards or recognition for the good work and alternatively, for poor
performance, think of how to address this in an encouraging manner;
Implementation of a professional development plan This will
come in different forms with coaching and mentoring as the most
popular ways of achieving this goal.
Regardless of which technique you decide to implement, it’s
important to remember you need to ensure both the organisational and
individual performance objectives are communicated clearly to the
employee and they know how to progress based on your feedback.
Some of the performance management techniques we recommend are:

Personal Development Plans (PDP)

One of the most popular and effective performance management
technique is the Personal Development Plan (PDP). A PDP is
structured as an action plan with clear objectives based on the real
needs of an employee.
The value of PDPs lies in their power to establish attainable
goals with their required steps as well as ways on how the company
supports and monitors its employees’ progress.
During a PDP, managers can identify skill gaps and discuss how
the employee can fill them with adequate training. The staff has the
opportunity to raise their concerns and needs. This, in turn, increases
their confidence that their role is appreciated and valued.
Advantages:
 Employees feel more confident and devoted when they see their
efforts are recognised. In turn, their motivation to be more
invested grows;
 It minimises your staff turnover by showing that you are a
committed employer who believed in the growth of your staff;
 A PDP gives your staff a sense of direction which allows them to
work together with the rest of your team.
PDPs are ideal for start-ups and small businesses as they can
see the real benefit of training their employees from early stages.
Starting with a happy workforce and keeping this standard up as you
grow is probably the best way to ensure your business is on the right
track.

What does success look like?

A PDP should be structured accordingly with clear action points
for discussion. Focus on your employee’s strengths and weaknesses
and agree upon a concise action plan for them to fill their skills gap.
And most importantly, schedule frequent PDPs to show that they are
not just formalities but something your company takes very seriously.
Performance management is often a process many employers feel
uneasy about. Knowing how to get started with it, how to implement
one in your workplace and how to build a plan that ensures its
continuity might seem too complex.
The importance of a performance management process lies in its
ability to drive a business forward using the power of employees. When
an employer shows a sense of commitment to the employees’ long-term
goals, a synergy between the business and the employees’ growth is
born.
Not only will a performance management plan instil a sense of
commitment in your employees, but it will also improve your retention
rates and loyalty, two key metrics in assessing whether your business
is doing well or not. High staff turnover will increase business
expenses while demotivating your existing staff.
As an employer, you should be conscious of how your staff feels
as this is directly linked to how they perform in the workplace. A team
which performs well and feels valued is a team willing to advocate for
your business and to pave the road to success.
As a collaborative process, the foundation of a good performance
management strategy must incorporate a clear flow of communication
between the employer and the employees. Another essential part of it
is the planning, monitoring and reviewing of the employees’ progress.
The process should give both the employer and the staff member
the opportunity to plan together for the next milestones that need to be
hit. In turn, the employer should seek to motivate and help the
employee reach those goals.
From an employer’s point of view, the goal is to ensure the
company is going in the right direction while its staff are developing on
both a professional and personal level. While this might sound
complicated, there are a number of proven techniques that upgrade
your performance management game.
Performance Appraisals
Another technique is the performance appraisal method.
Performed yearly or quarterly, a performance appraisal is a process
which allows the employer to assess the performance of the team
members over a set period, overviewing the objectives accomplished.
The manager takes into account the skills that have been
developed, the strengths and skill gaps. During this meeting, past and
future goals will be discussed, as well as what progress looks like, how
to achieve the set goals and what the training is needed.
Advantages:
 Allows managers to identify the true potential and strengths of
the employee and learn how they can contribute to the business;
 It gives the employees a sense of achievement if the performance
metrics are positive;
 Acts as a great way to develop a training programme which works
best for the employee;
 Improve your communication with your employees.
Usually, this method is widely employed by medium to large-sized
companies as they have the human resources to perform them in a
professional manner.
What does success look like?
There are different ways of ensuring your performance appraisal
process is on point. If not conducted properly, it can be a real time-
draining process with no effective outcome. As a manager, you should
remove personal bias and be as objective as possible when assessing
the performance of your employee.

360-Degree Feedback
360 reviews, also known as Peer Reviews, are a great way of
involving your entire team in identifying the skill gaps and areas that
need further improvement. It acts as a broad assessment of the entire
team and every member gets the opportunity to provide feedback for
others and for themselves as well.
The value of this technique lies in its ability to bring together a
pool of different views and by adding everyone’s perspective in, the
managers can gain a holistic view of how the workforce productivity
can be improved. Eliminating bias
While 360-degree feedback sessions are led by team members,
managers should keep a close eye on the ideas generated, the course
of action which has been agreed on and its implementation.
They are a great way of ensuring that everyone is equally
responsible for their performance as well as the team’s performance.
Staff feels more comfortable sharing insights when they can freely
discuss it with other team members. As a manager, the provision of
training and development in a timely manner is crucial.
Advantages:
 Gain a multidimensional view of the existing skill gaps, your
current team performance;
 Encourage employees to equally participate in driving business
objectives;
 Promote self-development;
 Allow employees to be aware of their own impact on the business
while actively promoting training.
What does success look like?
If you want to make it work, make sure your team members are
complying with the time frames agreed on. Effective planning is crucial
and the feedback after each meeting should be outlined very clearly so
the manager knows exactly what are the future steps to be taken.
Competitiveness can also be a pitfall and knowing people are fair and
honest is something to be taken into account.
Task 2 – Discussion Paper

Each inductee is required to produce a Discussion Paper for use in one

of the induction sessions. The title of your Discussion Paper is
‘Explain how leadership and management styles change to meet the
needs of business situations’.

 AN EXPLANATION OF HOW LEADERSHIP AND MANAGEMENT

STYLES SHOULD CHANGE TO MEET THE NEEDS OF
DIFFERENT SITUATIONS FOUND IN ORGANISATIONS.

Here are ways you can adapt to your surroundings and change
your leadership style in a changing environment;

1. Be a purposeful leader
Leadership at all the levels of an organization will showcase a
clear distinction between management and leadership. Management
may focus on organizing and effectively operating; while leadership is
a more hands on, interactive practice that includes the participation of
all members of a team. Especially during a period of organizational
leadership and change and crisis, you will need to be more involved as
a leader. Leadership is a dynamic relationship between the leader and
the followers and is a process rather than a trait that comes with
deliberate and regular practice.

2. Recognize the need

The first step towards implementing changes in leadership style
is to recognize the need to adapt in accordance to the change in the
environment or the circumstances at hand. Change can be tricky and
you need to take the time to see how things are going to work out in
the long-run. Understand why you need to adapt and what the
consequences of adapting will be as well as the consequences of not
adapting.
Train yourself to change your mindset to be in alignment with the
circumstances so that you start thinking constructively rather than
panicking. Put aside preconceived ideas and prepare for the change.

3. Create a plan
Planning is essential to a leader’s journey. It is especially
important in times of rapid change. Create a step-by-step or phase-by-
phase plan as to how you will carry your team through a challenging
time. If you as a leader do not innovate and react to the changing
environment, your company or business will be at the risk of collapse.
It helps to be cautious before you embark on the journey of change and
transformation. So, make sure to revisit your business plan to
incorporate the additional steps to address the changes you, your
team, and your company will face in order to come out thriving on the
other side.

4. Communicate with your team

We have all heard that communication is key. That is because it
truly is. Communication is key when it comes to cooperation and
growth among team members, and as a leader it is critical that you
communicate clearly with your team members to make sure they are
well aware of the role they have to play through this time of change.
Keep your lines of communication open and involve your employees in
the process of the change. Allow all your employees an opportunity to
voice their ideas, concerns, and suggestions so that you can make the
process of change an exciting and worthwhile experience with better
and effective communication. This will ensure no misunderstandings
within your team and will keep the loyalty and trust of your team
members high even through difficult times.

5. Set realistic goals

While it is reasonable to expect members to put in the extra time
and effort during a period of change, as a leader, you also need to be
realistic and set clear-sighted goals for the team. If your expectations
are too high team members will not be able to meet deadlines, and you
will have to compromise on quality or quantity. Additionally, the morale
of employees will plummet and individuals will become alienated, which
will lead to further complications.
So, consider the capabilities of each individual and set goals for
them that they can achieve. As a leader, you need all your employees
or team members to be at their absolute best during challenging times.
6. Addressing problems
There is no plan that will be executed without any issues. So,
you need to predict possible issues that might come up along the way
and have a plan to overcome them beforehand. As a leader, you should
minimize the chances of any other challenges throwing your plan off
course. Try not to view a problem as a distraction, but rather as a
learning opportunity previously unseen. Your own resilience will help
the team cope in a more constructive manner.
On the other hand, leaders who lack the wisdom to approach a
problem with a positive attitude often block the possibility of learning
from a crisis. A folly that does not only cost the individual, but also the
whole team.

7. Delegate
Remember that you are not expected to implement changes alone
as an individual leader. Delegating tasks is an essential aspect of
leadership. So, assign tasks to members across the team, along with
firm deadlines for every stage of those tasks. Make sure to follow up
with each of the members and provide support when it is necessary.
Identifying key team members who share your view and agree
with your vision. You can delegate through them. These key employees
will act as role models and are very likely to encourage other
employees through the process.

8.Decision-making with the team

As a leader, you must be transparent with your team. Share the
goals you have set with the team and seek the views of all members
before arriving at the correct mode of action. It is important to take
their suggestions and concerns into consideration because each
member brings their own strengths. Balance the team’s wisdom and
knowledge to solve problems effectively.

9. Review and adapt

At regular intervals, review the effect of your plans and
strategies to understand the wins and losses. This will give you a
chance to address the losses and change your course of action
accordingly. But, also take this opportunity to celebrate the wins. This
helps boost the team’s morale and motivation. Regular reviews will
help you sustain the momentum of progress so this practice is vital.

10. Inculcate accountability

Hold people responsible or accountable for implementing change
at their level, whether that may be individually or within their own
small team. And ensure that you hold yourself accountable as well.
You should be well-equipped with the proper tools, resources, talent,
responsibility, and authority necessary to finish what you have started
or what you intend on starting beforehand.

11. Lead with empathy

As a leader or mentor of a team, one of the most important things
to remember is empathy. As an empathetic leader, learn to develop a
genuine curiosity about the lives of your team members. To lead with
empathy, remember that your team needs you to be present. Truly
listen when you are being spoken to and recognize each team
member’s input. Leading with empathy enables a person to predict the
effect of their decisions or actions on the other members of a team and
make strategies accordingly. This will help you not only understand
what your employees are going through during the period of change but
also help you build relationships.
A leader with a lack of empathy cannot relate to others or build a
team or nurture any future generations of leaders. Most of us feel
empathy like any other inbuilt emotion, but some individuals are
extremely or naturally gifted at sensing other people’s sadness, anger,
or frustration. Empathy can be learned to some degree and must be
practiced as well. This is a very important step to take to change your
leadership style in a changing environment.

Task 3 – Employee Intranet

The organisation where you are employed has a comprehensive

intranet system that is used by all employees and contains a range of
information sheets and appropriate literature. There is a particular
section which is devoted to managers in the organisation. As part of
the Induction Training Programme, you have been asked to prepare an
information sheet for inclusion on the intranet system.

Your information sheet must include:

 AN ANALYSIS OF THE SKILLS WHICH ARE NEEDED BY

STRATEGIC LEADERS AND MANAGERS TO IMPROVE
ORGANISATIONAL PERFORMANCE.

1. Be teachable.
Strategic leadership promotes an inquisitive workplace culture.
These leaders search for lessons in successes and failures alike, and
they aren’t afraid to question long-held beliefs or practices. The ability
to be self-critical is essential in strategic leadership development.
To get better at this, review all major decisions and document
whether they were successful or not. Be transparent about your
discoveries. Praise employees when they bravely try something new,
even if it ends up flopping. Conduct regular reviews and audits to see
which departments are not producing as they should, and seek out the
causes.

2. Challenge viewpoints.
Strategic leaders are constantly challenging the status quo. Is
there a more-efficient way to complete a particular task? What could
be changed to increase team unity and trust? They are open-minded
and welcome conflicting viewpoints, even if the viewpoint being
questioned is their own.
If you want to develop your capacity to challenge preconceived
notions, try focusing on the causes of an issue instead of the
symptoms or effects. Make a list of your company’s established
assumptions and think about them critically. Maybe the reason your
clients stay put isn’t because you’re the best deal after all. Holding
focus groups where no one has skin in the game can help you uncover
any issues, because in these situations, people can be truly objective.
Don’t be afraid to ask why. Hold regular “safe-zone” meetings in your
workplace. In these meetings, encourage debate and differences of
opinion, and be sure people know in advance that that’s the
expectation.

3. Interpret ambiguous data.

In order to challenge the status quo effectively, a leader has to
be able to make sense of complicated information. This requires sifting
through conflicting viewpoints, recognizing patterns, looking for new
answers, and being undeterred by ambiguity.
To get better at this skill, practice looking at the big picture and
the little details. Look for information that proves you wrong. When
you’re dealing with ambiguous or conflicting information, try to list at
least three possible reasons for each piece of the puzzle. Consider
opposing viewpoints by talking to people who disagree with you. Like
learning to challenge accepted truths, interpreting ambiguous data
requires you to keep an open mind. If necessary, step outside, take a
break, go for a walk, or engage in some other activity that’s unrelated
to the issue at hand. Putting some distance between you and the
problem can help you to stay objective and creative.

4. Anticipate challenges.
Leaders have to be ready for challenges before they occur. Look
for opportunities or threats on the fringes of your business. In short,
learn to be proactive instead of reactive.
To do this, talking and listening to your customers is a must.
Learn about your competitors by conducting market research, or find a
particularly successful opponent and study your differences. Take a
look at any clients you’ve lost recently and try to determine the
reasons why.

5. Be decisive.
As a leader, you will often be called upon to make difficult
choices with very little time and insufficient information. Strategic
thinkers must be able to follow an effective process that balances
speed with precision and allows them to be confident in their
decisions.
To become a better decision-maker, start asking whether there
are any shades of gray in decisions previously defined as having a
yes/no answer. Break decisions into their component parts, and work
to understand them from the ground up. Be open about where you are
in the decision-making process. Are you still taking ideas or are you
trying to wrap things up?

6. Align differing opinions.

Strategic leaders must be able to compromise and bring team
members and stakeholders together. This requires strong
communication skills, a lot of trust, and regular outreach.
To improve this skill, the key is to connect with people early and
often. This will help to prevent common complaints and
misconceptions. Hold open conversations with naysayers to understand
why they disagree and to address any concerns or misunderstandings
they may have. Praise employees who further the goal of unification.
Being a true strategic leader means constantly applying the skills
discussed above, identifying weaknesses as they arise, and working to
correct them. When you continually put these skills into practice, you
will create a more unified, trusting, confident team—which will
ultimately lead to greater productivity and increased success for the
business.

 AN ANALYSIS OF THE KEY MOTIVATIONAL THEORIES AND

HOW THEY MAY INFLUENCE ORGANISATIONAL SUCCESS.

1. Incentive theory
The incentive motivational theory suggests reinforcement,
recognition, incentives and rewards motivate people. The incentive
theory also proposes people may display certain behaviours to achieve
a specific result, incite a particular action or receive a reward. Here
are a few examples of incentives in the workplace:
Bonus: A bonus is a reward you may give to an employee based
on their performance levels over a period.
Praise: Praise can be useful for one-on-one situations, such as
quarterly employee reviews. You can praise an employee by giving
positive feedback about their performance, which may build your
relationship with them and promote trust.
Opportunity: Providing opportunities like paid training or
continuing education may give your team an incentive to increase their
knowledge in a specific field and develop their skills.
Promotion: Providing an opportunity for career advancement
often is one of the most influential incentives a manager can offer
because it can give an employee a feeling of importance and growth. A
promotion may include an advanced job role, a new job title or a salary
increase.
Salary or wage: Offering a pay raise or salary increase is an
incentive management teams often find effective. For optimal results,
consider using salary or wage incentives for individual employees
rather than all employees and departments within a business.
Paid vacation or time off: Consider offering employees
compensation for taking days off or giving them additional vacation
days. An employee may value this incentive if they're planning for a
family vacation or want some extra time to rest at home.

2. McClelland's need theory

McClelland's need theory proposes there are three different
needs most people have, and each need corresponds to a type of
person who feels motivated to address that need. Understanding
McClelland's need theory can help managers identify employee needs,
which may give them the ability to place their employees in situations
where they can thrive and reach their goals. Analyse these three needs
to determine which incentive may work best for each employee:
Need for affiliation
The affiliate theory claims humans want to belong to a group and
have other people accept them. This theory can help managers identify
whether an employee might work well on a team and grow from the
experience. Employees who feel motivation from affiliation often have
highly developed interpersonal skills that can help them generate
strong and meaningful relationships with their co-workers.
Need for achievement
Some employees naturally strive to become successful and
important. These individuals may be competitive and maintain a high
standard for their work ethic. They typically have a strong desire for
recognition after completing a task and may ask for feedback on their
performance. Establishing awards, such as an employee of the month
tradition, can help motivate these people in the workplace.
Need for power
Some employees are interested in influencing others, making an
impact on their co-workers and positively affecting the workplace.
These types of employees often enjoy leading groups of people,
distributing tasks and coordinating events. They may attempt to
motivate their co-workers to achieve short-term and long-term goals.
Allowing these employees to apply their leadership skills can generate
feelings of motivation in large groups of employees, which can lead to
job satisfaction.

3. Competence theory
Competence theory proposes people often want to engage in
specific activities to display their skills, intelligence and abilities. If an
employee successfully demonstrates their intelligence in front of their
peers, it can motivate them to feel competent in a particular area.
Feeling competent may increase how confidently they perform tasks,
which can improve productivity and efficiency. Confident employees
may also feel encouraged to learn more in-depth information to share it
with their peers and receive recognition.

4. Expectancy theory
The expectancy theory suggests people may perform certain
behaviours if they think those actions can lead to desirable outcomes.
You can apply the expectancy theory in the workplace if you're
interested in improving your team's productivity, effort or efficiency.
For example, you might offer your staff a temporary raise in their
hourly wages to motivate them to work extra hours to complete a
project.

5. Maslow's hierarchy of needs theory

Maslow's hierarchy is a psychological theory that outlines the
types of needs a person meets to progress to more complex needs.
The hierarchy of needs includes five levels, which are:
Physiological: To meet physiological, or basic survival, needs
you can ensure you have adequate water, shelter, clothing and food. In
a work setting, an employee's salary may allow them to fulfil their
physiological needs.
Safety: This level refers to the need to feel protected. In the
workplace, this need may align with employees feeling safe in the
workplace and feeling a sense of job security.
Socialization: To meet socialization needs, employees may strive
for their co-workers to accept them, seek to make friendships at work
or join groups to feel a sense of belonging. A workplace may fulfil this
need by creating opportunities for employees to bond by hosting
employee lunches and team-building activities.
Esteem: Employees often reach this level by receiving
recognition, which can help them feel confident in their work and
increase their self-esteem. Recognizing their achievements and
providing positive feedback are two methods you can use to help build
an employee's self-esteem.
Self-actualization: To reach this level, employees may seek to
achieve complex, long-term or personal goals. Self-actualized
employees may also feel motivated to complete workplace goals
effectively.

Task 4 – Report for Line Manager

Extension activities:

You are required to prepare a report that is to be used as the basis for
a discussion in a meeting with your line manager.

To gain a merit grade you must include the following in your report:

 AN ASSESSMENT OF THE IMPACT THAT THEORIES OF

LEADERSHIP AND MANAGEMENT MAY HAVE ON STRATEGIC
DECISION MAKING.

There are a number of different leadership theories, but they can

generally be grouped into two categories: contingency theories and
transformational theories.

Transformational Theories
Transformational theories, on the other hand, suggest that
leaders can have a transformative impact on their organizations. They
argue that leaders can inspire employees to reach new levels of
performance and achieve great things.

Contingency theories
Contingency theories suggest that the best approach to decision
making depends on the situation. There is no one right way to make
decisions, and the best approach depends on the circumstances.

Both contingency and transformational theories are important and

have their place in the decision-making process.

1. The Decision-Making Process

Simply put, leadership theories help to inform the decision-
making process. They provide a framework for thinking about decisions
and the various factors that need to be considered in order for a
business to make the best possible choice.

The decision-making process can be broken down into five steps:

1. Identify the problem or issue

2. Gather information and assess the situation
3. Develop potential solutions
4. Evaluate the solutions
5. Choose a solution and implement it
Leadership theories can help to inform each of these steps. For
example, a contingency theory might suggest that the best way to
assess the situation is to look at the company’s resources and its
competitive environment.

Or, a transformational theory might suggest that a leader can

inspire employees to come up with innovative solutions to problems.
Leadership theories help to inform the decision-making process
by providing a framework for thinking about decisions, rather than
simply proceeding off-the-belt (as many organizations are
unfortunately wont to do).
2. The Role of the Leader
Leadership theories also play an important role in shaping our
understanding of the role of the leader.
Leaders are not just decision makers; they are also responsible
for guiding and motivating their team. And leadership theories can help
to explain how this works and can be accomplished in practice.
Transformational theories, in particular, argue that leaders can
have a transformative impact on their organizations. They can inspire
employees to reach new levels of performance and achieve great
things, subverting the role of ‘worker’ and transcending to one where
they’re in charge of making business-critical decisions. Nobody knows
how your business works better than those who are actively on the
ground — strong leaders acknowledge this and use their acumen to help
employees thrive.
Naturally, leadership is an important role and one that should not
be underestimated. Leaders play a critical role in setting the tone for
their team and helping them to achieve their goals, while managing the
inevitable failures (better understood as hiccups) along the way.

3. Group Dynamics
Group dynamics are also an important consideration in the
decision-making process. Leaders need to be aware of the impact their
decisions have on group dynamics and how it can affect team morale
and performance.
Group dynamics are the collective behaviour of a group of people
as they interact with each other. They can be positive or negative, and
they can have a significant impact on team morale and performance.
In addition to structure and leadership, leaders need to be aware
of the impact their decisions have on group dynamics and work to
ensure that the dynamics are positive. This can be a difficult task, but
it is important for the success of the team.
For example, some employees just won’t work well together no
matter what the leader does. In this case, the leader may need to make
a tough decision and break up the team, or silo departments in order to
minimize the negative impact of the group dynamics.
Or perhaps if the leader decides to make a change that the team
is not in favour of, it can cause disharmony and negatively affect
performance. On the other hand, if the leader makes a decision that
the team agrees with, it can help to improve morale and performance.
In this way, leaders are democratically elected by their team, and they
are able to guide the group’s decisions with better facilitation skills.

4. Organizational Structure
Organizational structure is another factor that needs to be
considered in the decision-making process. Organizational structure
refers to the way an organization is managed and how it is divided into
different departments and levels — think marketing, finance, and more.
Different organizational structures have different implications for
decision making. For example, a centralized organizational structure
will place more power in the hands of senior executives while a
decentralized structure will give more power to lower-level employees.
Organizational structure is an important consideration and
leaders need to be aware of the implications it has for decision
making.

5. Ethics and Values

Finally, leadership theories also play an important role in shaping
our understanding of ethics and values. Leaders are not just
responsible for making decisions, they are also responsible for
ensuring that those decisions are ethical and reflect the values of the
organization.
Leadership theories can help to explain how this works. For
example, transformational theories argue that leaders can inspire
employees to reach new levels of performance and achieve great
things. This is an important responsibility and one that should not be
taken lightly.
Leadership theories are an important part of the decision-making
process. They provide a framework for thinking about decisions and
the various factors that need to be considered. In addition, they help to
shape our understanding of the role of the leader and the impact that
leaders can have on their teams.

How to use leadership theories in-practice

In reality, leadership theories aren’t just used in the boardroom
by high-level executives. They can be used in any organization, at any
level.
Applying them effectively starts with learning to embody the
theory in question. Once you understand the theory, you can start to
apply it in your own life and work — but what does that mean?
Embodying the theory
Embodying a leadership theory doesn’t mean that you have to
become a CEO or even a manager. It simply means that you need to
understand the theory and how it can be applied in different situations.
For example, the theory of situational leadership suggests that
the best approach to decision making depends on the situation. A good
leader needs to be able to adapt their approach based on the
circumstances, and be flexible in their thinking.
This doesn’t mean that they have to be a chameleon, changing
their personality to match the situation. It means that they need to be
aware of the different factors that need to be considered and how the
decision will impact different people and groups, while retaining a core
set of values. With only 48% of companies satisfied with their
leadership, that can mean the difference between a successful
company and one that fails.
Or perhaps the theory of servant leadership is more your style.
This theory suggests that the best leaders are those who put the needs
of their employees first. They see themselves as servants to their
team, and work to meet the needs of their employees.
This doesn’t mean that they are subservient or do everything
their employees ask them to. It means that they are aware of the needs
of their team and work to meet them, whether it’s through providing
resources, giving direction, or simply being supportive.
The key is to understand the theory and how it can be applied in
different situations.

Leadership theories are important because they help to inform

the decision-making process. They provide a framework for thinking
about decisions and the various factors that need to be considered.
In this article, we’ve looked at five ways that leadership theories
influence decision making, including the decision-making process, the
role of the leader, group dynamics, organizational structure, and ethics
and values.
While there are a number of different leadership theories, like
situational and servant leadership, contingency and transformational
theories are the most important in terms of informing decision making.
Contingency theories suggest that the best approach to decision
making depends on the situation. There is no one right way to make
decisions, and the best approach depends on the circumstances.
Transformational theories, on the other hand, suggest that
leaders can have a transformative impact on their organizations. They
argue that leaders can inspire employees to reach new levels of
performance and achieve great things.
With these tools in mind, leaders can make better decisions that
are more informed and tailored to the specific situation.

 AN ASSESSMENT OF THE QUALITIES AND SKILLS OF A

NAMED LEADER IN ACHIEVING ORGANISATIONAL SUCCESS.
YOU MAY CHOOSE ANY LEADER BASED ON YOUR
BACKGROUND READING AND RESEARCH.

1. Learn to delegate
You will probably have a group of people who share your values
who will help you achieve your goals as a leader. However, if you do
not trust your team members, you will never succeed. A crucial part of
team development is delegation; You will quickly become irritated and
overwhelmed if you do not assign responsibilities and solicit
assistance from others.
The key to delegation is to recognize and capitalize on your
teammates' talents before assigning them responsibilities. In order to
make sure that everyone on the team is on the same page and moving
forward in an effective and progressive manner, weekly meetings or
frequent check-ins are also helpful.
2. Care about communication
Communication is essential when establishing oneself as a leader
and leading a larger team. If you don't have great communication
skills, you run the risk of confusing other people and clouding your
overall vision. Ensure that you are able to effectively and clearly
communicate what needs to be done, the assistance you require, and
the outcome. You should also be able to express these ideas in writing
and verbally.
To get the most out of your leadership and communication skills,
encourage others to interact with you in an effective and sincere
manner. Do your best to create an environment where members of your
team can freely and openly communicate ideas, issues, and progress
updates, whether you have an open-door policy or hold regular
meetings.
3. Exude confidence
If you give the impression of being unsure and hesitant, you will
not succeed as a trustworthy leader. Instead, keep your confidence up
and urge your teammates to do the same. Even if you're having trouble
achieving your ultimate objective, keep your cool and be confident to
avoid panic or doubt among your team. If necessary, hold a team
meeting to redistribute work, examine your strengths and weaknesses,
and revaluate your goal.
4. Customize your approach
You will have to deal with a variety of personalities when in
charge of a group. For some people, harsh words and hard love can be
effective. Some people do better under pressure than others. Your
team's evaluation and individualization of your strategy are crucial.
When approaching each person, take into consideration their cultural
perspectives, difficulties with language, educational backgrounds,
personality traits, and professional strengths. This strategic ability will
come in handy when it comes to getting the most out of your team.
5. Strategic Thinking and Problem solving
It is essential to consider how you will get there when creating a
corporate strategy or laying out your day's responsibilities. If you want
to succeed in management, you'll need to be able to think strategically
and come up with solutions to problems. If and when you encounter
challenges or setbacks, your capacity for thoughtful reflection and
effective problem-solving will be extremely beneficial. Be creative,
build on previous experiences, and make use of the resources that are
available to overcome any challenges that could be detrimental.
6. Hone in Honesty
By setting an example of moral and ethical leadership, if you
make honesty and integrity your personal core values, your team will
follow you, and your work will reflect your ideals. Consider making a
list of your most important core values and beliefs by sitting down.
Make contact with your teammates and discuss this list together. Post
anything you think is important to your group's list in the workplace. To
ensure that everyone is on the same moral path, frequently refer to it.
Task 5 – Presentation and accompanying notes

At the end of the Induction Training Programme you are required to

prepare a presentation with supporting notes to present to your peers.

You must:

 EXPLAIN THE DEVELOPMENT OF TEAMS

Forming stage
The forming stage involves a period of orientation and getting
acquainted. Uncertainty is high during this stage, and people are
looking for leadership and authority. A member who asserts authority
or is knowledgeable may be looked to take control. Team members are
asking such questions as “What does the team offer me?” “What is
expected of me?” “Will I fit in?” Most interactions are social as
members get to know each other.
Storming stage
The storming stage is the most difficult and critical stage to pass
through. It is a period marked by conflict and competition as individual
personalities emerge. Team performance may actually decrease in this
stage because energy is put into unproductive activities. Members may
disagree on team goals, and subgroups and cliques may form around
strong personalities or areas of agreement. To get through this stage,
members must work to overcome obstacles, to accept individual
differences, and to work through conflicting ideas on team tasks and
goals. Teams can get bogged down in this stage. Failure to address
conflicts may result in long-term problems.
Norming stage
If teams get through the storming stage, conflict is resolved and
some degree of unity emerges. In the norming stage, consensus
develops around who the leader or leaders are, and individual
member’s roles. Interpersonal differences begin to be resolved, and a
sense of cohesion and unity emerges. Team performance increases
during this stage as members learn to cooperate and begin to focus on
team goals. However, the harmony is precarious, and if disagreements
re-emerge the team can slide back into storming.
Performing stage
In the performing stage, consensus and cooperation have been
well-established and the team is mature, organized, and well-
functioning. There is a clear and stable structure, and members are
committed to the team’s mission. Problems and conflicts still emerge,
but they are dealt with constructively. (We will discuss the role of
conflict and conflict resolution in the next section). The team is
focused on problem solving and meeting team goals.
Adjourning stage
In the adjourning stage, most of the team’s goals have been
accomplished. The emphasis is on wrapping up final tasks and
documenting the effort and results. As the work load is diminished,
individual members may be reassigned to other teams, and the team
disbands. There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be helpful.
If the team is a standing committee with ongoing responsibility,
members may be replaced by new people and the team can go back to
a forming or storming stage and repeat the development process.

 ANALYSE THE CHARACTERISTICS OF HIGH-PERFORMANCE

TEAMS

Characteristics of a high-performing team

While every team is different, there are common characteristics
that high-performing teams share.

1. They have clear goals tied closely to team and organizational

priorities.
High-performing teams are aligned in their focus, purpose, and
priorities. They set team and individual goals that support this shared
vision so that their work drives achievement. Goals are not only
aligned, but they are clearly defined so everyone knows exactly what
they need to do and how to get there.
2. They understand how their work fits into the organizational mission.
When employees understand how their job fits into the context of
the overall goals and mission of the organization, they are more
engaged and productive. High-performing teams know their “why” and
work together to support a shared vision.
3. They have defined roles and responsibilities.
Conflict can quickly derail an otherwise talented and productive
team. High-performing teams minimize unnecessary conflict by defining
each person’s role and responsibilities clearly. This prevents confusion
over project ownership, keeps workflows and deadlines organized, and
ensures accountability across the board.
4. They communicate clearly and respectfully.
When communication breaks down, conflict arises and
performance suffers. High-performing teams set clear expectations and
channels for communication so everyone knows when and where to
communicate and who they need to connect with. Conflict is normal,
but high-performing teams know how to navigate it in a healthy way
that doesn't create more obstacles.
5. They manage work and deadlines based on priorities.
High-performing teams focus on what matters most and spend
their time accordingly. They understand that not all work has equal
importance or urgency and they manage projects based on what tasks
have the highest priority and highest impact. This keeps work aligned
with organizational goals and ensures everyone is focused on work
that drives growth.
6. They trust and respect each other.
The level of collaboration and teamwork required for high
achievement depends on trust and mutual respect. Employees on high-
performing teams value each other and trust each person to do their
job. They respect diversity of thought and experience and recognize
those differences make them stronger. This culture of trust helps
everyone:
 Bring their full selves to the job
 Take risks
 Share ideas
 Innovate together
7. They celebrate success together and recognize contributions.
High-performing teams understand that success results from team
effort. They celebrate wins together and take opportunities to
recognize and show appreciation for each employee’s contributions.
This builds a strong culture of collaboration and helps everyone feel
valued and connected.
8. They practice continuous learning.
Even the best teams have room to grow. High-performing teams
value feedback and learn from their mistakes. They look for
opportunities to grow by nurturing a feedback culture and investing in
ongoing employee development. Continuous learning propels growth
and keeps teams striving for higher achievement.

 EVALUATE THE ROLE OF THE TEAM LEADER IN CREATING

HIGH PERFORMANCE TEAMS

Leaders enable the success of high-performance teams in the following

manner:
 Leaders contribute to the selection of the right kind of talent for
the right job requirement and help in attaining the best fit
between the people and the job.
 Facilitating the right culture or environment for the employees
and hiring the right people who fit into that culture. Open
communication, a climate of mutuality, trust and collaboration
build the edifice for success. A collaborative culture fosters
inclusiveness, where all the members of the team contribute
towards the collective success.
 Leaders act as the champions of change and drive continuous
improvement at work by assessing the existing processes,
introducing reformed processes and train teams on the changes
in the methods and technology.
 Leaders invest in people as they realize the importance of
promoting the talent of the employees, providing them maximum
opportunities and training to showcase their best of the abilities
and develop future leaders or succession planning. Surprising
stats from Deloitte reveal that by 2020 around 86 % of people will
quit their jobs because of lack of career growth and
developmental opportunities. Employee development will
ultimately contribute to high retention scores.
 Leaders play a key role in formulating and implementing strategic
roadmaps for the team members, establishing SMART objectives
and monitor the work progress periodically. The define the values
and mission clearly and permeate it to the teams; have a sharp
focus and usually not influenced or pressurized by the
organizational politics or hierarchy.

 ASSESS THE IMPACT OF TEAMS ON ORGANISATIONAL

PERFORMANCE.

Teams have a crucial role in the workplace. Both simple and

complex teams might include “work teams” selected to collaborate
closely to finish a project. Simple teams feature everyone working
together to help the company. Teams improve performance by working
together and as a unit. Giving team members the freedom to apply
their unique education and skills to a project or job will increase the
diversity of work the team can perform and the number of tasks that
can be finished without the need for further research. Multiple minds
can indeed operate more effectively than one.
Teams have existed for as long as there have been people,
therefore many businesses utilise the term “team” in one sense or
another, such as in the manufacturing and marketing processes.
Examples include the management team, the production team, or even
the entire company. There is growing agreement among scholars
worldwide that organisations may do tasks using individuals, but
exceptional achievement resides in the accomplishment of the desired
objectives using teams (teamwork). It is a well-known truth that
teamwork not only forms the basis of all effective management but also
serves as a tool for enhancing overall organisational performance.
Teams as described is a concept of cooperating in a group to
attain the same aims and objectives for the organisations’ and service
users’ commodities to deliver a good.
Teams are the behaviours of individuals who have been brought
together for a similar purpose or goal and who put the needs of the
group above their own. In essence, each team member sacrificed his or
her wants to further corporate goals. Every firm must have a
successful team to succeed. The benefits of performance on teamwork
may energise an entire business because “no man is an island.” Just
as poor teamwork can have disastrous effects on an organisation.
Finding and keeping the ideal team members who would enhance
performance in a company is a crucial component of effective
teamwork. In light of the significance of teamwork to organisational
performance, the majority of human resource approaches place a great
deal of emphasis on it.
Teams help people take control of their destiny and maximise the
advantages of collaborative work done in groups. Getting together with
others can help people develop a better understanding of the value of
teams, how businesses work, and how to foster a culture where teams
succeed. Nothing significant is completed as employees make
insignificant progress on crucial action items. Teams work together to
achieve a shared vision, and this is the catalyst that enables regular
people to achieve extraordinary outcomes. It is widely acknowledged
that teams in any business or institution can flourish through collective
activity.