ILM Level 5 in Leadership and Management

Transcription

1 ILM Level 5 in Leadership and Management ILM Level 5 in Leadership and Management ILM Course Units and Content Evidence of Competence Institute of Leadership and Management (ILM) Part of the City and Guild group International Awarding Body Global market leader in the development, administration and assessment of leadership and management qualifications ILM works in partnership with over 4,000 employers and training providers, operating in 34 countries, to deliver qualifications to a global audience 1

2 Institute of Leadership and Management (ILM) ILM has earned a global reputation for excellence ILM is a professional body with a rapidly expanding membership of over 50,000 successful and ambitious management professionals. Through ILM membership, leaders and managers receive specialist support, training, news and advice tailored to meet their individual needs Free studying membership for 1 year Course Details - 3 Units 1. Assessing your own Leadership Capability and Performance 2. Leading Innovation and Change 3. Understanding the Skills, Principles and Practice of Effective Coaching and Mentoring Assessing your own Leadership Capability and Performance Understand the leadership styles in your own organisation. Be able to review the effectiveness of your own leadership style. Be able to adopt an effective leadership style to motivate staff to achieve organisational goals 2

3 Leading Innovation and Change Understand the need for innovation and change management within an organisation. Be able to propose innovative solutions to improving organisational performance. Be able to lead and manage change. Understanding the Skills, Principles and Practice of Effective Coaching and Mentoring Understand the purpose of coaching and mentoring within an organisation. Understand the skills, behaviours, attitudes, beliefs and values of an effective coach and mentor. Understand the role of contracting and the process to effectively coach and mentor. Understand the principles of effective coaching and mentoring in practice and how to evaluate the benefits. Providing Evidence of Competence Professional discussion / Interview Personal Reflection Self Assessment Project Report Written Assignment 3

4 Assessment Assessment Criteria The role of the Assessor The role of the Internal Verifier External Verification Decision and Certification Appealing a Decision Course Material Course Manual Handouts Questionnaires Self Assessment Tools Online Resources / ILM Learning Zone EUWIN Research and Case Studies What are we trying to achieve? 4

5 Creating workplaces which truly engage employees at all levels. Where they use and develop knowledge, skills and creativity to the fullest possible extent. SHARE your experiences and LEARN from others Beyond the fragments Sustainable performance and quality of working life The Fifth Element 5

6 SHARE your experiences and LEARN from others Bringing together high performance and quality of working life. HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS Work organisation The Fifth Element 6

7 Teamworking Convergence between high performance and quality of working life... but why is it so difficult to achieve? Teamworking Real versus pseudo teams Although 90 per cent of NHS staff say that they work in teams, when we probe a little deeper we think the true figure is nearer 40 per cent and that around half NHS staff are working not in real teams but in what we would term pseudo teams. Professor Michael West 7

8 Team behaviours HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS Work organisation The Fifth Element Structure and systems Breaking down barriers 8

9 HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS Work organisation The Fifth Element Reflection and Innovation Structure and systems 9

10 HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS Work organisation The Fifth Element Reflection and Innovation Structure and systems Workplace partnership LEADERSHIP Co-created leadership... 10

11 Co-created leadership... DON T worry about: Charisma Personality Strategy DO worry about: Self-directed teams Line management Opportunities for shared reflection and learning Employee voice Recognising the force of the better argument... whoever it comes from HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS Work organisation Structure and systems The Fifth Element Customer Focus Employee Engagement Productivity Enabling Culture Resilience Enterprising Behaviour Reflection and Innovation Workplace partnership 11

12 ... workplaces where employees at all levels can use and develop their full range of knowledge, skill and creativity in their day-to-day jobs. So if it works... UK companies using evidence-based workplace practices systematically The long tail... why isn t everyone doing it? How to keep control... Power: the explicit use of authority and the threat of sanctions to prevent insubordinate questioning by employees or beneficiaries. Anticipated reaction: previous experience or subtle cues that ideas will be met with hostility or indifference. Control: the status quo is so deeply embedded and reinforced that alternatives become unimaginable. 12

13 The Fifth Element Quick Quiz The Fifth Element Quick Quiz In my organisation We have regular team meetings around current and planned work in which everybody gets to have their say. Strongly Disagree Strongly Agree The Fifth Element Quick Quiz In my organisation Line managers are good at providing constructive feedback and helping everyone to realise their full potential. Strongly Disagree Strongly Agree 13

14 The Fifth Element Quick Quiz In my organisation Employees at every level take part in regular opportunities to reflect on what has gone well and what can be improved. Strongly Disagree Strongly Agree The Fifth Element Quick Quiz In my organisation Our senior team makes full use of the practical knowledge and experience of frontline staff when reaching decisions. Strongly Disagree Strongly Agree The Fifth Element Quick Quiz In my organisation Everyone comes to work to do two things: to deliver their functional tasks in the best possible way AND to improve the business. Strongly Disagree Strongly Agree 14

15 Leadership Styles Autocratic Democratic Laissez-faire Leadership Styles Questionnaire What style of leadership is dominant in your Organisation? 15

16 The Enabling Leader 16