M&L 26 Provide leadership and management

Learning Outcome Assessment Criteria Guidelines and range

The candidate provides evidence that they understand:
1.Understand the principles 1.1 Analyse how The overarching purpose of leadership and management is to achieve the
supporting leadership and leadership and organisation’s vision, mission and objectives. This entails bringing together the
management management theories may organisation’s resources, including people, effectively and efficiently. Leadership
be applied refers to the ability to influence and motivate others to act in particular ways in
order to achieve specific goals. There are a number of models or theories that
have been developed that assist managers in deciding the best way to achieve
this.

An analysis of how leadership and management theories may be applied

requires that the key features of at least at least two different theories are
described, and how and why they impact on the achievement of the
organisation’s vision, mission and objectives are explained with examples.
Conclusions should be drawn and /or recommendations made on how they
should be applied

In this criterion the learner is required to analyse how leadership and

management theories may be applied
1.2 Assess the influence of an An organisation’s culture refers to the set of behaviours and common shared
organisation’s culture on its values that distinguish one organisation from another. An organisation’s
leadership styles and leadership styles and management practices are influenced by that culture.
management practices
An assessment requires the identification and description of the key features of
an organisation’s ‘culture’ based on a recognised classification, and the use of
these features as criteria to assess their potential impact on both leadership
styles and management practices. Conclusions should be drawn.

In this criterion the learner is required to assess the influence of an

organisation’s culture on its leadership styles and management
practices
1.3 Assess the influence of an An organisation’s structure refers to the formal system of job relationships that
organisation’s structure on its co-ordinate employees to achieve the organisation’s goals. There is evidence to
leadership styles and suggest that an organisation’s leadership styles and management practices are
management practices influenced by that structure.

An assessment requires the identification and description of the key features of

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 an organisation’s ‘structure’ and the use of these features as criteria to assess
their potential impact on both leadership styles and management practices.
Conclusions should be drawn.

In this criterion the learner is required to assess the influence of an

organisation’s structure on its leadership styles and management
practices
1.4. Analyse how theories of Motivation refers to the way in which an individual’s needs, goals and values
motivation may be applied in influence their behavior and how, from the management and leadership
the practice of leadership perspective, knowledge of this can be used to shape and strengthen people’s
work related behaviours to improve performance.

There are a number of theories and models that explain this process and how
knowledge of this can be used to increase levels of motivation in the workplace.

An analysis of how motivation theories may be applied requires that the key
features of at least at least two different theories are described. How knowledge
of this can be used should be explained with examples. Conclusions should be
drawn and /or recommendations made.

In this criterion the learner is required to analyse how theories of

motivation may be applied in the practice of leadership
1.5 Evaluate the role of Building strategically important relationships with stakeholders inside and outside
stakeholder engagement in the organisation enables increased flexibility and reduced costs as well as
leadership and management enabling an organisation to attract and keep the best employees.

Collaborative relationships allow for the building of trust, customer loyalty, long
lasting supply chain relationships and high levels of innovation.

Working effectively with stakeholders’ means identifying common values,

resolving power struggles, and reaching agreement to create a unified vision for
success. Companies must decide what they want from their stakeholder
relationships and what they expect to give back. They must develop and operate
to a set of values that allows for the growth of long term relationships.

An evaluation should look at how and why developing such relationships is

important to the leadership and management role and draw conclusions

In this criterion the learner is required to evaluate the role of

stakeholder engagement in leadership and management
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 1.6 Assess the suitability of a Leadership styles and management practices may need to differ within different
range of leadership styles and organisational cultures.
management practices to the
culture of an organisation An assessment requires that a range of leadership styles and management
practices are identified and described and a judgment made on their suitability
for different cultures with conclusions drawn and/or recommendations made

In this criterion the learner is required to assess the suitability of a

range of leadership styles and management practices to the culture
of an organisation
2.Be able to engage and 2.1 Display behaviours and Leadership and management theory suggests that, depending on various
inspire stakeholders and attitudes that show a situational factors, certain behaviours and attitudes from managers and leaders
colleagues commitment to the are likely to be the most effective in achieving an organisation’s goals.
achievement of an Which attitudes and behaviours are likely to be the most effective and how they
organisation’s goals are displayed should be understood.

In this criterion the learner is required to demonstrate how he or she

displays behaviours and attitudes that show a commitment to the
achievement of an organisation’s goals. This could be addressed
through a description of actions taken to achieve specified goals with
supporting rationale and evidence
2.2 Display behaviours and Leadership and management theory suggest that, dependent on various
attitudes that show a situational factors, certain behaviours and attitudes from management and
commitment to the fulfilment leaders are likely to be the most effective in achieving an organisation’s vision
of an organisation’s vision and the expression of it values
and the expression of its Which attitudes and behaviours are likely to be the most effective should be
values understood, as should the way in which these are displayed

In this criterion the learner is required to demonstrate how he or she

displays behaviours and attitudes that show a commitment to the
achievement of an organisation’s vision and the expression of its
values.
This could be addressed through a description of actions taken to
promote an organisation’s vision and the expression of its values
with supporting rationale and evidence

2.3 Identify who stakeholders Stakeholder analysis looks at identifying the main stakeholders and the nature of
are and the nature of their their interest. Understanding this allow managers and leaders to identify the

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 interest attitude and behaviours likely to lead to developing trust, loyalty and a common
set of values.

Stakeholder mapping techniques tend to focus on four main areas:

 The stakeholder’s position or attitude
 The stakeholder’s power and potential impact,
 The stakeholder’s level of interest or need, and
 The stakeholder’s level of influence

In this criterion the learner is required to identify who the

organisation’s stakeholders are and the nature of their interest
2.4 Take action to ensure that Understanding the nature of stakeholder relationships through stakeholder
colleagues and other mapping enables the leader and manager to identify attitudes and behaviours
stakeholders understand their likely to develop effective stakeholder relationships and ensure that colleagues
role in achievement of and other stakeholders understand their role in achievement of the
organisational objectives organisational objectives.

In this criterion the learner is required take action to ensure that

colleagues and other stakeholders understand their role in the
achievement of organisational objectives.

This could be addressed through a description of actions taken to

involve stakeholders with supporting rationale and evidence
2.5 Win the trust and support Examples of behaviour and performance designed to win the support and trust of
of colleagues and other key colleagues and other key stakeholders could include:
stakeholders through  Communicating a clear sense of direction
exemplary performance and  Providing information, guidance and expertise
behaviour  Solving problems quickly and decisively
 Behaving with honesty and integrity

However, there are many other aspects of performance and behaviour that could
be seen as demonstrating good practice.

In this criterion the learner is required to demonstrate how he or she

has won the trust and support of colleagues and other key
stakeholders through exemplary performance and behaviour. The
learner will need to identify those aspects of behaviour and
performance that she or she believes achieve this and give
evidenced examples of how he or she has demonstrated these.

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 2.6 Take action to maintain Low levels of motivation and morale will effective employees’ commitment to,
morale through difficult times and achievement of, the team’s and the organisation’s values and objectives.
Performance levels will fall and working relationships deteriorate.

In this criterion the learner is required to show through evidenced

examples how he or she has taken action to maintain morale through
difficult times.
2.7 Take action to secure the Gaining the on-going commitment of colleagues and other key stakeholders is
on-going commitment of an important part of the manager’s and leader’s role. This can be achieved by
colleagues and other key behaviours such as:
stakeholders  Highlighting mutual benefits
 Recognising the needs and interests of others
 Being prepared to negotiate
 Communicating effectively

In this criterion the learner is required to demonstrate through

evidenced examples how he or she has taken action to secure the
on-going commitment of colleagues and other key stakeholders.
3. Be able to deliver results 3.1 Make planning and Planning and allocating resources and making decisions in relation to optimise
resourcing decisions that the available resources, skills and expertise are an essential part of the
optimise the available manager’s role.
resources, skills and
expertise In this criterion the learner is required to demonstrate through
evidenced examples how he or she has made two or more planning
and resourcing decisions that optimise the available resources, skills
and expertise.
3.2 Use delegation Effective delegation enables individuals to be given tasks and the authority to
techniques whilst delivering complete them that optimises the use of their knowledge and skills.
targets There are several models or techniques for effective delegation, but most look
at: :
 Being clear about the nature of the task and the authority limits required
 Identifying the right person for the task
 Communicating task requirements clearly and effectively
 Providing feedback and support
In this criterion the learner is required to demonstrate through two or
more evidenced examples how he or she has used delegation
techniques whilst delivering targets. The explanation should show
how good practice in delegation techniques was applied.
3.3 Empower individuals to Empowerment refers to the process of enabling or authorising individuals to
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 take responsibility for their think, to behave, and to make work related decisions autonomously. This is
decisions achieved through effective planning, allocation of work, and through delegation.

In this criterion the learner is required to demonstrate through two or

more evidenced examples how he or she has empowered individuals
to take responsibility for their decisions.
3.4 Adapt plans, priorities and Plans, priorities and resource allocations such as those identified under 3.1,
resource allocations to meet although sound, are likely at some point to require some adaptions. A number of
changing circumstances and long and short term influencing factors can lead to this.
priorities
In this criterion the learner is required to show through two or more
evidenced examples how he or she has adapted plans, priorities and
resource allocations to meet changing circumstances and priorities.

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