...Institute of Leadership & Management Unit M5.29 Assessing your own leadership capability and performance A S P M E L Unit: M5.29 Assessing your own leadership capability and performance: Assessment with Session Plan M5.29 ‘Assessing your own leadership capability and performance’ Assessment with Session Plan Session Plan: M5.29 Assessing your own leadership capability and performance Session Length: 2 half-day sessions plus guided learning in the workplace set by tutor (16 glh total) Venue: TBC Tutor Resources to include: · · · · · Flip charts and pens Assessment M5.29 Sufficiency descriptor M5.29 NHS LQF NHS Leadership Framework. Additional information about the sessions: These two half-day sessions together with guided learning set by the tutor in the learners’ own workplace are designed to cover the minimum 16 glh for the ILM unit M5.29 ‘Assessing your own leadership capability and performance’ and to enable the learner to complete to a satisfactory standard the ILM assessment for the M5.29 unit. The sessions are intended to further develop the skills and knowledge of learners working in the NHS who are existing or aspiring middle managers with some previous knowledge of leadership and motivation theory. Time for tutorials are not included in the sessions. A S P M E L Page 2 of 11 M5.29 © ILM 2012 Copied under licence Unit: M5.29 Assessing your own leadership capability and performance: Assessment with Session Plan Reflective...
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...Understand own ability to fulfil key responsibilities of the leadership role and review effectiveness of own leadership capability and performance in meeting organisational values and goals 520 – A.C. 2.1/522 – A.C. 1.1 Assess your ability to apply different leadership styles in a range of situations Assess own ability to use a range of leadership styles in different situations (12 marks/12 marks) Talk through range of styles and relate these to theory Type people – personality, situation, level of development give 2-3 examples of using different styles Examples of different styles required 522 – A.C. 1.1 Apply different leadership styles with different types of people (8 marks) Apply different leadership styles with different types of people (8 marks) Give examples 520 – A.C. 2.2 – review and assess own ability to communicate the organisation’s values and goals to staff in own area Assess own ability to communicate values and goals to staff in own area (12 marks) Values and goals separately, 6 marks each Use Dsc as example 522 – A.C. 2.1 review and assess own ability to set direction and communicate this to others Review own ability to set direction and communicate this to others (20 marks) 522 – A.C. 2.2 motivate, delegate and empower others. Review own ability to motivate, delegate and empower others (20 marks) Relationship of Emotional Intelligence with Team Performance As emotional intelligence is critical to high performance, a person who knows how to stay motivated...
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...transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals...
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...development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s Profession Map to benchmark and build their HR capability at individual, team, function and organisation levels. Who is it for? Since...
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...Capitalizing on Capabilities By Dave Ulrich and Norm Smallwood Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up—and how to build on your intangible strengths. 1 [bio] Dave Ulrich, on leave from the University of Michigan, is currently mission president of the Canada Montreal Mission for the Church of Jesus Christ of Latter-day Saints; he can be reached at dou@umich.edu. Norm Smallwood is a cofounder of Results-Based Leadership; he can be reached at nsmallwood@rbl.net. Ulrich and Smallwood are coauthors of Why the Bottom Line Isn’t! How to Build Value Through People and Organization. When asked which companies they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you’ll discover that few know or care. What people respect about these companies is not how they are structured or their specific approaches to management, but their capabilities— an ability to innovate, for example, or to respond to changing customer needs. Such “organizational capabilities,” as we call them, are key intangible assets. You can’t see or touch them, yet they can make all the difference in the world when it comes to market value. The collective skills, abilities, and expertise of an organization, these capabilities are the outcome of investments in human resources—staffing...
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...HBR SPOTLIGHT Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up-and how to build on your intangible strengths. Capitalizing on Capabilities by Dave Ulrich and Norm Smallwood they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you'll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities an ability to innovate, for example, or to respond to changing customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can't see or touch them, yet they can make all the difference in the world when it comes to market value. These capabilities - the collective skills, abilities, and expertise of an organization - are the outcome of investments in staffing, training, compensation, communication, and other human JUNE 2004 I F YOU ASK THEM WHICH COMPANIES resources areas. They represent the ways that people and resources are brought together to accomplish work. They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it is. They are stable over time and more difficult for competitors to copy than capital market access, product strategy...
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...ILM Diploma in leadership and Management Assignment No 1 : Assessing your own leadership capability and performance The first step in being a good leader is to understand yourself. Gaining an understanding of your personality type, leadership style, and leadership skills is paramount. All leaders, regardless of their natural abilities, experience, and training, must be aware of their own personal areas of improvement so they can grow and become more successful. Understanding Leadership styles within the organisation • Review the prevailing leadership styles in the organisation Leadership styles vary according to organisational structure, people, environment, and task. Leaders promote loyalty among subordinates by keeping an open mind, being self-aware, and being inquisitive .Awareness is important in working effectively with diverse groups and individuals, regardless of personal bias. Anger and frustration indicate a closed mind. The effective leader asks questions with a genuine interest in learning more, rather than as a probe to expose a mistake or fault. Employee inquiries should be conducted with genuine interest and with demonstrated respect. Even more important is listening to the feedback, so that appropriate action may be taken. There are four main leadership styles. • Directing, leaders direct subordinates in what, how, when and where tasks should be done. These leaders maintain a standard of performance, and their style is high-directive...
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...Jess has done a lot of things wrong with organising which resulted in jess doign the work herself, which resulted in her job taking a huge strain on her. Jess should start encouraging team work and team meetings to lower the divide within staff memebers. A major problem is the lack of training within the organisation, this could be easily fixed by arranging for staff training, this may also help the lack of staff motivation Staffing There have been many problems with staffing such as lack of communication, and jess putting forward ideas to management, and no change. Jess should improve this by making the monthly team meetings longer, and gathering opinions, information etc. Also Jess needs to be more professional about her leadership style as her staff are seeing this as overbearing and...
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...ASSESSMENT ON CREATING A DYNAMIC CAREER DEVELOPMENT PLAN OF LEADERSHIP SKILLS Course: Developing personal and professional leadership practice Lecturer: Jill Machon /Jill Fortune Submission Date: 28TH March 2015 Nominal Word Count: 1000 Question: You should seek to show your progress during your studies, taking a critical approach and ensuring all your learning experiences inform your views. You should adapt and amend your plan as new information becomes available, ensuring that you can justify any changes made - keeping a reflective diary may be a way of achieving this. Steps * Introduction (100 words) * Section 1: * Section 2: * Section 3: * Section 4: * Section 5: * Conclusion (100 words) Assessment criteria Using knowledge of theories and concepts from the course reflect upon application and progression of learning and how this will affect/impact on your future management and leadership practice Excellent knowledge of theories and concepts from the course to reflect upon application and progression of learning and how this will affect/impact on your future management and leadership practice. Excellent ability to demonstrate an understanding of the impact of management and leadership practice in the wider organisational community. INTRODUCTION Continuing professional development (CPD) is recognised as a commitment by professionals to continually maintain and enhance their skills and knowledge with a view to support their...
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...M5.29 ASSESSING YOUR OWN LEADERSHIP CAPABILITY AND PERFORMANCE Date 30/6/14 Word count of text not including front page, bibliography page, appendices: 2432 Margaret Hellon M5.29 Introduction The company is a small-medium sized enterprise that has traded for 50 years. It employs approximately 75 staff ranging from labourers , site managers, middle management and senior management and directors. The business is very successful having traded for 50 years but maintains its’ small to medium sized enterprise status . This is possibly due to the fact it is a family run enterprise and the Director has maintained an equilibrium throughout prosperity and recession. This is mainly due to his astute business acumen and an unwillingness to expand too quickly fearing a collapse within itself should the business expand too quickly, as has happened to many of its’ competitors and rivals. The company has retained its staff with little or no turnover, this is mainly due to the prevailing leadership style and its current structure and the attitude of its’ staff as will be discussed later in this assignment. My role is varied, however, my main title is Sub-contract/Quality systems Manager. I have developed my role over the six years I have been employed with the company, after starting as a Purchase Ledger Clerk. I work in an accounts department of seven people, all having their own particular jobs. I have management status over my own departments. REVIEW THE PREVAILING...
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... from conducting self-evaluations. It is essential for managers to be self -ware and understand how their own behavior and personality can give them a better perspective while working with others. Being self-aware allows one to recognize and improve their strengths and weaknesses in order to maximize their leadership potential. In Organizational Behavior, Robins & Judge (13th Edition) tell us that organizational behavior is the knowledge gained about individuals, groups and the effect of structure on behavior in order to make organizations work more effectively. A major goal for any organization should be to work more effectively and to continuously make improvements, this is summarized by the Japanese Philosophy of Kaizen. For an organization to strive to continuously improve the leadership and management must adapt and learn. There are many ways in which a manager can strive to improve and one of those is through self-evaluation. What is a self-assessment or evaluation? Daniel Goleman (2000. Page 80) tells us that an accurate self-assessment is a “realistic evaluation of your strengths and limitations” . A manager conducting a self-evaluation can evaluate and assess many aspects of themselves and their professional performance over a specific period of time. They could look to assess their goals/targets, competencies and their behavior. It can also encourage them to become mindful of areas where...
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...|Level 4 BTEC Higher National in Business | |Unit 14 | |Working With and Leading People | Assignment 1 will give learners the opportunity to achieve: Learning Outcome 1 – explore recruitment, selection and retention procedures Learning Outcome 2 – understand how to build winning teams Learning Outcome 3 – evaluate the styles and impact of leadership Learning Outcome 4 – analyse the work and development needs of individuals considering performance monitoring and assessment |Criteria reference |To achieve the criteria the evidence must show that the learner is able to: |Task No |Page numbers | |1 |identify characteristics of the person(s) required and inform potential applicants | | | | |suggest suitable methods for selection...
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...Assessing your own leadership capabilities and performance Understanding leadership styles within an organization A leadership style is a way of providing direction, implementing plans and motivating people. Every company applies its own leadership styles, choosing to adopt those which best suit their particular needs. no one style of leadership fits all situations, so it's useful to understand different leadership frameworks and leadership styles and adapt your approach to fit your situation. Looking through leadership theory, we find that different books and studies opt to split leadership differently. However for this assignment we will be using the Situational leadership theory, developed by Paul Hersey and Kenneth Blanchard in the 1960’s. The model rests on two fundamental concepts; the Leadership Style and the individual or group Maturity Level. Hersey and Blanchard categorized all leadership styles into four behaviour types, which they named S1 to S4: S1.Directing This is where leaders make all of the decisions within the company, then give specific instructions to their (followers) expecting them to follow, all whilst supervising closely the work which is being carried out. S2.Coaching The Coaching style of leadership clearly defines the roles of each follower while still seeking input and suggestions from them. Final decisions are still made by the leader but communication is two way. S3.Supporting The supporting...
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...ORGANISATION CHANGE AND LEADERSHIP 1 Fullstream Transformation Model UPSTREAM CHANGE (Setting the Foundations for Success) DOWNSTREAM MIDSTREAM CHANGE CHANGE (Implementation) (Design) 2 The Change Leader’s Roadmap Hear the Wake-up Call TM I. Prepare to Lead the Change IX. Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 3 The Change Leader’s Roadmap as a Fullstream Process TM 4 The Change Leader’s Roadmap Hear the Wake-up Call I. Prepare to Lead the Change TM IX. Learn and Course Correct II. Create Organizational Vision, Commitment, and Capability VIII. Celebrate and Integrate the New State III. Assess the Situation to Determine Design Requirements VII. Implement the Change IV. Design the Desired State VI. Plan and Organize for Implementation V. Analyze the Impacts 5 UPSTREAM CHANGE Phase I: Prepare to Lead the Change Phase II: Create Organizational Vision, Commitment, and Capability Phase III: Assess the Situation to Determine Design Requirements 6 PHASE I: PREPARE TO LEAD THE CHANGE CHAPTER 1 START UP, STAFF, AND CREATE YOUR CASE FOR CHANGE 7 Organisation Change • It happens when a group of people recognizes...
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...Personal Leadership Development Plan latest revision: January 2010 Personal leadership development plan A simple, easy-to-use format assess, review and record professional development needs following changes to a leader's or manager's role in response to organizational/strategic change Use for: ● ● ● ● ● ● ● reviewing CPD needs self-assessment of capabilities preparing for a coaching session recording a coaching session challenging preparation for planned change preparing for appraisals and performance reviews recording performance indicators at appraisals Leadership Development Coaching Robert Fordham MSc PGDip Deeper Coaching Personal Leadership Development Plan latest revision: January 2010 Copyright, contact details and Creative Commons Licence on this page – see below. For more information: Robert Fordham MSc PGDip Director, People Development Practice Ltd. 14 Greenfield Place Ryton NE40 3LY United Kingdom NE40 3LY direct line: +44 (0) 191 413 2770 office: +44 (0) 845 643 9485 mobile: +44 (0) 795 001 7348 email: robert@personal-development-coach.com web: http://www.leadership-development-coachig.com http://www.personal-development-coach.com ■ ■ ■ ■ coaching for personal development ... for life! coach training for managers and leaders performance coaching executive, leadership and management coaching © 2010 by Robert Fordham This work is licenced under the Creative Commons Attribution-Non-Commercial-No ...
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