Assignment Writing Guidance
You must include both long and short references
You should make reference to the case study where possible in your answers
You should use relevant theory where possible in your answers
TASK ONE Presentation Pack (1,250 words) +/- 30%
Task 1 must be submitted as a PowerPoint presentation slide deck file, with the majority of the narrative in the notes section under each slide. Slides should be used for visuals and brief bullet points. Add the AC# to each slide.
AC1.1 Analyse the external factors that drive the need for Leadership and Management within the organisation. (Approximately 425 words)
KEY FOCUS AREA. In today’s world, Managers and Leaders are dealing with changing workplaces, a changing workforce, changing technology, global uncertainties, and COVID-19. What is emerging is the need for a new model of responsible Leadership and Management. Focused on agility, focused on people (employees) and finding the balance between ‘creating value’ and honouring organisational and societies’ values.
Provide a brief explanation of the importance of leadership and management within modern day organisations
Identify a minimum of 3 key external factors that are shaping the leadership and management priorities within organisations. You could use PESTLE to cover this.
For each external factor analyse how it drives leadership and management within the organisation
https://www.forbes.com/sites/forbescoachescouncil/2022/01/19/challenges-business-leaders-need-to-be-prepared-for-in-2022-and-beyond/
https://www.accenture.com/_acnmedia/PDF-115/Accenture-DAVOS-Responsible-Leadership-Report.pdf
The Top 15 Challenges Facing Today’s Managers (And What to Do About Them)
AC1.2 Explain the key differences between leadership and management roles and styles and the implications of each for organisational effectiveness. (Approximately 425 words)
KEY FOCUS AREA. Is a good manager automatically a good leader and vice versa? The differences between the roles are becoming more blurred. However, it is important that HR understands the differences (and similarities) not only because of recruitment decisions but also competencies, promotions, rewards, and development. The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them.
Use of a table with explanatory narrative would be useful here or two clear sub-headings /sections. You should draw on known models in this task.
Identify and briefly explain a minimum of 2 leadership and management roles
Explain the key differences between these roles-You could discuss Management as authority and control, Leadership as vision and influence, Managers and team members vs Leaders and followers, aspects of context – Power – Authority – Control (French & Ravens) Task v People perspectives (Blake & Mouton grid/Tannenbaum & Smidt)
Explain how the different leadership and management roles impact on organisational effectiveness
Identify and briefly explain a minimum of 2 leadership and management styles- you could discuss Trait theory / McGregor’s X and Y style / Scientific management (Taylor) v Human School (Mayo) / Situational leadership and/or Action-centred leadership / Transactional/Transformational / Servant leadership
Explain the key differences between these styles
Explain how the different leadership and management styles impact on organisational effectiveness
https://www.verywellmind.com/leadership-theories-2795323
https://www.ccl.org/articles/leading-effectively-articles/characteristics-good-leader/
AC1.3 Compare the different knowledge, skills and behaviours required for leadership and management in organisations. . (Approximately 425 words)
KEY FOCUS AREA. There is no one way to describe what makes a great leader or a good manager. There are many different lists describing the skills, behaviour, and knowledge one should possess to become a great leader or a good manager in the workplace. The role of HR is to focus on the core ones that are going to provide the greatest chance for organisational success and then make sure they are embedded throughout the employee lifecycle.
We advise you use 3 clear sub-headings for each element of the task. You must provide some comparison.
Identify a minimum of 2 examples of knowledge required for leadership
Identify a minimum of 2 examples of knowledge required for management
How are these similar or different?
Identify a minimum of 2 examples of skills required for leadership
Identify a minimum of 2 examples of skills required for management
How are these similar or different?
Identify a minimum of 2 examples of behaviour required for leadership
Identify a minimum of 2 examples of behaviour required for management
How are these similar or different?
You must refer to a minimum of 1 relevant theory to support your explanation of the examples provided. You could discuss: ‘Hard’ and ‘Soft’ leadership, Emotional intelligence, Ethical, moral and value-driven governance, Awareness and promotion of resilient wellbeing approaches, Charismatic, visionary, romantic, cultural and champion ethical compliance
https://www.imd.org/imd-reflections/reflection-page/leadership-skills/
Emotional Intelligence Frameworks, Charts, Diagrams & Graphs
TASK TWO – Guidance Document (2,900 words) +/- 10%
Task 2 must be submitted as a word document (Use the template provided)
You must include both long and short references
You should make reference to the case study where possible in your answers
You should use relevant theory where possible in your answers
AC2.1 Discuss the role of People Professionals in supporting Leadership and Management development initiatives. (Approximately 550 words)
KEY FOCUS AREA. A key role of HR is ensuring that the organisation has the right people performing well in leadership and management roles at all levels. This means HR must focus attention in some key areas, including job architecture, assessment, performance definition, reward and recognition for success and building leadership and management capacity.
Provide a brief explanation of what a Leadership and Management development initiative is.
Identify and explain 3 different examples of the ways People Professionals can support Leadership and Management in development initiatives. What would the People Professional do to assist? What actions might they take?
You could discuss:
Conducting a learning needs analysis – diagnosis of need
Designing leadership and management interventions e.g. training materials, case studies, supporting materials
Delivering aspects of the leadership and development programme
Coordinating and managing the programme
Evaluating the programme
Coaching delegates
https://peopleprofession.cipd.org/profession-map/specialist-knowledge/learning-development
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/ developingorganizationalleaders.aspx
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/ developingmanagement.aspx
AC2.2 Evaluate the different concepts and range of approaches that are available for effective Leadership and Management development. (Approximately 550 words)
KEY FOCUS AREA. With the rapidly changing world of work, Leaders and Managers need to be flexible and adaptable to the working context- dependent on the situation and the specific role and position. This variability needs to be reflected not only in the content of the development programmes but also in how Leaders and Managers now can learn. HR needs to be innovative and uptodate with latest thinking, ideas, and approaches to make sure Leaders and Managers have the correct knowledge, skills, and behaviours to be effective.
Provide a brief overview of how and why people learn – in the context of adult learners/leadership and development programmes
Evaluate a minimum of 4 different approaches that are available for effective leadership and management development.
For each example you must evaluate-what are the pros/cons/advantages/disadvantages.
We would expect to see some discussion of:
Qualification-based approach v non-qualification approach
Formal and informal approaches
An explanation of what aspects of leadership and management development could be self-directed as opposed to centrally directed
On and off-job learning
Cognitive (theory) v practical
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingmanagement.aspx
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/developingorganizationalleaders.aspx
https://www.gartner.com/en/human-resources/glossary/leadership-development
https://www.phoenix.edu/blog/adult-learning-theories-principles.html
AC2.3 Discuss why Diversity and Inclusion (D&I) should be an integral component of Leadership and Management development activities. (Approximately 400 words)
KEY FOCUS AREA. D&I training is most effective when it’s part of an organisation-wide strategic approach, includes both awareness and skills development, and is conducted over time. This is why it is essential to weave D&I throughout the Development Programmes to make sure there is sustained behaviour changes across an organisation. Leaders and Managers become role models and champions of D&I.
Provide a brief explanation of the meaning of Diversity- what does this term mean?
Identify and explain a minimum of 2 reasons why Diversity is an important consideration in Leadership and Management development initiatives. You could discuss why it is important to take into account differences in language, technology, cultural norms and expectations
Provide a brief explanation of the meaning of Inclusion- what does this term mean?
Identify and explain a minimum of 2 reasons why Inclusion is an important consideration in Leadership and Management development initiatives. You could discuss why it is important to take into account difference in non-verbal signals and interpretations, issues with regard to practical activities, and fonts, text sizes, use of colour, volume levels, brightness levels
Where possible use examples from your organisation or other case studies to support your points
https://hbr.org/2021/05/5-strategies-to-infuse-di-into-your-organization
https://trainingindustry.com/magazine/jan-feb-2018/developing-training-with-diversity-and-inclusion-in-mind/
AC3.1 Evaluate the indicators of successful Leadership and Management development initiatives. (Approximately 450 words)
KEY FOCUS AREA. Evaluation of any L&D initiative is important, but it is essential for Leadership and Management Development programmes for reasons of accountability (for measuring results or efficiency), for continuous improvement, development and/or knowledge for the people who are leading and managing the organisation.
Identify and explain 4 indicators of a successful Leadership and Management Development initiative
Each indicator should have an example to help explain your point. You could discuss effective succession, retention rates, employee involvement, achievement of KPI’s etc
Explain how each indicator can be evaluated (pros/cons/advantages/disadvantages) using a known evaluation model – such as: Kirkpatrick / Hamblin / CIRO / ROI/ROE (explain together)
Where possible refer to your own organisation or others to demonstrate how evaluation is used and its value / benefits
https://www.aihr.com/blog/training-metrics/
https://mindtoolsbusiness.com/resources/blog/evaluation-basics
AC3.2 Explain the range of stakeholders and the involvement they have in leadership and management development initiatives. (Approximately 450 words)
KEY FOCUS AREA. Stakeholder Management is a core skill for HR as it is the process of maintaining good relationships with the people who have most impact on HR’s work, in this case Leadership and Management Development. It is the process of how to identify key stakeholders, and assess their power, influence, and interest to keep them “on board” and involved.
Define briefly what Stakeholder Management is and why it is important for HR
Based on either the case study or your own organisation, identify at least 3 stakeholders, including stakeholder groups.
For each stakeholder explain their involvement in leadership and management development initiatives
You could discuss: sponsors for initiatives, participants, top and senior leaders, managers and non-learning and development professionals
https://www.darzin.com/stakeholder-management-ultimate-guide/
AC3.3 Assess the impact and importance that Leadership and Management Development initiatives have on organisational culture, strategy, reputation and performance. (Approximately 500 words)
KEY FOCUS AREA. How Leadership and Management Development contributes to Organisational Culture is a big and complex question. The reality is that a high performing culture are ones where it is everyone in an organisation – Employees, Managers, Leaders and Teams- working together to share, grow and adapt for the benefit of the organisation. Specifically, Leaders shape the culture and managers make it work.
There must be 4 clear sections to your answer- we advise using a sub heading for each element
Identify and assess the impact of a Leadership and Management Development initiative on:
Culture
Strategy
Reputation
Performance
You could assess -positive vs negative impact, impact on who (individuals, groups, departments, organisation as a whole, customer/client perceptions), transitional vs temporary vs sustained. Increase in motivation and engagement resulting in reduced churn, increase in quantity or quality of organisational outputs.
Refer to your own organisation or the case study to highlight the effect and contributions of these programmes to an organisation
https://work.chron.com/organizational-effects-lack-training-general-managers-26087.html
https://www.gbscorporate.com/blog/the-cost-of-poor-leadership-on-your-revenue-and-culture
