Introduction To Leadership and Management Development Lecture

This document provides an introduction to a module on leadership and management development. It outlines the learning outcomes, which include developing skills for working in diverse teams, engaging in self-reflection and development, and understanding interpersonal skills sought by employers. The module aims to distinguish between management, leadership, and leader development; enhance employability; and kickstart a lifelong learning journey through continuous self-development. It will assess students through a written assignment involving self-awareness essays, identification of strengths/weaknesses, and an action plan for development areas. The benefits of leadership development highlighted are enhanced skills, self-awareness, confidence, and broadened perspectives.

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Introduction To Leadership and Management Development Lecture

Uploaded by

Andriana Ioannou

Available Formats

Download as PPTX, PDF, TXT or read online on Scribd

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Introduction to Leadership and

Management Development
Learning Outcomes

• Demonstrate the ability to work in culturally diverse groups and teams

and make appropriate and personal contributions to team
effectiveness

• Have critically evaluated personal strengths and weaknesses and

have demonstrated the ability to engage in reflective self-development

• Have critically reviewed the development of inter-personal and intra-

personal skills in relation to what employers seek in postgraduate
students
Why engage in leadership and
management development?
• Distinction between management, leader and leadership
development (Day, 2000)
• The development of self-confidence, competence and emotional
intelligence (Merck, Sharpe and Dohme, the global health
company)
• To kick start your life long learning journey via continuous self
development
• To enhance employability, developing not only business acumen
via subject specific modules, but by developing the transferable
attributes required to become an effective manager or leader
What key skills are employers looking for?
A Model of
Employability
Source: Dacre Pool
and Sewell (2007 p.
280)
A metaphorical model of employability
Source: Dacre Pool and Sewell (2007 p. 281)
Important Information…..

Leadership and Management

Development: HR9737
Module Structure and Assessment Strategy
Mode of Delivery
• All sessions for this module will be weekly. You will have one online
synchronous webinar scheduled on Blackboard Collaborate – on
the module e-learning portal - and one face to face seminar with your
tutor per week.
• Your preparation for each session is on the Blackboard site. We will
email you each week from the Announcement Page telling you what you
need to prepare for the following session. This directed study can also be
found in your teaching and learning plan which tells you what we shall be
studying in each seminar and also in the weekly folders under the
different topics that we are going to study.
• You should also refer to the teaching and learning plan which sets out
further activities under what you must do, what you should do and what
you could do. Some of these will be incorporated into the seminar
learning, some will be in addition to this.
Module Structure

Session 1: Introduction to Leadership & Management Development

Session 2: Giving and Receiving Feedback
Session 3: Perception and Values
Session 4: Learning to Work in a Team
Session 5: Being emotionally and culturally intelligent
Session 6: Personality
Session 7: Motivating Self and Others + Assignment Briefing
Session 8: Management and Leadership
Session 9: Employability and Psychometric Tests
Session 10: Industry Focus
Session 11: Bridging the Gap
Session 12: Assignment Surgery
Assessment Strategy
Submission of a written assignment:
• Part A – academic essay (1500 words) 40% of overall mark
Self-awareness is the key to career success. Using a range of relevant literature (both academic and
professional sources) choose 2-3 of the core topics we have studied in this module and explore and critically
evaluate why it is important for you to develop in these areas for your own successful career development.
• Part B – reflective essay (1500 words) 40% of overall mark
Drawing on the results of the toolkits and/or psychometric tests you have completed during the course of
this module, including those related to your topics of exploration in Part A, conduct a self-analysis identifying
your strengths and weaknesses across the range of interpersonal and intrapersonal skills relevant to your
target profession/industry/sector.
• Part C – areas for development (500 words) 10% of overall mark
Based on your self-analysis in Section B outline three areas for development which will enable you to bridge
the gap between where you are now and where you need to be in the future to ensure career success in
your target profession/industry/sector. Provide an action plan in table format to demonstrate how you will
achieve these areas of development.

• Professional presentation of your written assignment : 10% of overall mark

Engage with the learning on this
module… it develops your leadership
and management capability through
your identification of your strengths
and weaknesses, and ensuing
enhanced self-awareness. It kick
starts your career development
journey. Don’t miss out…let’s begin!!
The Benefits of Leadership and
Management Development
• Distinction between management, leader and leadership
development (Day, 2000)
• Enhanced leadership skills
• Increased self-awareness and confidence
• Enhanced interpersonal and emotional management
skills
• Broadened perspectives (Carbery and Garavan 2012)
So where do we start…….

Knowing others is intelligence

Knowing yourself is true wisdom
Mastering others is strength
Mastering yourself is true power
(Lao-Tzu, 4BC)
Although it is tempting, when it comes to
knowing yourself….

Don’t accept your dog’s

admiration as conclusive
evidence that you are
wonderful….
What is Self-Awareness?
Awareness of:
• Our ways of thinking, feeling and behaving and how
these affect our decisions, actions, relationships,
personal well-being and professional effectiveness.

• How we became (and are becoming) who we are?

• Our personalities, interests, skills, strengths and

weaknesses, what makes us similar to others, what
makes us unique.

• How we are perceived by others, the consequences of

these perceptions on our ability to be effective.
• The looking-glass self (Cooley…)
Self Awareness takes you from

Unconscious Competence

Conscious Competence

Conscious Incompetence

Unconscious Incompetence
(Source: Clarkson & Gilbert, 1991)
To become self-aware…..
• Psychological insight and in-depth understanding of our
thoughts, emotions and behaviours (London 1999)
• Self-reflection and mindfulness and the right environment
(Sutton 2016)
• Overcoming cognitive biases which affect our ability to
understand ourselves eg, pre-conceived notions based on past
experiences, and confirmation bias (Caldwell and Dixon 2011)
• Requires high levels of skills and knowledge
• Be open and responsive to change
• Build resilience for the future
• The development of empathy, integrity and working with others
is vital (Forbes 2019)
What is self development?
• The process through which people advance their self-awareness,
build or renew their identity, develop their strengths and weaknesses
and fulfil their aspirations (Robinson 2019)
• An individual striving to improve themselves (Earley and Peterson
2004)
• Uses feedback as a developmental component to help employees
learn, grow and develop (Boydell 2013)
• Puts the individual at the centre of the learning process, encouraging
ingenuity, engagement and the development of creative skills which
enhance organisational growth (Pedler 2007, Bourner 1996)
What is self- development?

• Enables employees to respond positively to change

• Facilitates organisational fit and enhanced organisational
performance through individual performance
• An organisation who actively encourages employee self
development builds trust, and an environment that promotes
empowerment (London and Smither 1999)
• Encourages employees’ feelings of self-determination and
persona initiative (Oldham and Cummings 1996)
• Increases employees’ interest and investment in work and leads
to enhanced creativity in the workplace (Rollinson 2008)
Key processes for self-analysis and
development
• Personal Critical Reflection and Reflexivity.

• Diagnostic Tools, Tests, Models and Frameworks.

• Seeking Feedback from Others.

• Action Planning, assignment culminates in a PDP.

• Taking action and Recording Development Progress.

• Engaging in new (and challenging) situations.

• Monitoring, Reviewing and Evaluating.

Key personal skills for managing
self and others
Setting objectives Self-assessment
Evaluating Time management
Planning Stress management
Learning Obtaining feedback
Reviewing Reflecting
Communicating Prioritising
Source: National Occupational Standards for Management and
Leadership, A2 Manage your own Resources and Professional
Development, www.management-standards.org
Assessing current capability

Reflect on your personal and managerial

effectiveness and assess your current level of
competence:
• I am currently competent
• I need some development
• I need significant development
• This is a new area of practice/activity
Something to reflect on….

“Beforeyou are a leader, success is all about

growing yourself. When you become a leader,
success is all about growing others……” (Jack
Welch, CEO General Electric)
Useful Reading
Bourner, T. (1996). Effective management and the development of self-awareness: a plain
manager’s guide. Career Development International. 1(4), pp. 14-18
Caldwell, C. & Hayes, L.A. (2016). Self-efficacy and self-awareness: moral insights to
increased leader effectiveness. Journal of Management Development Vol. 35 Iss. 9
Dacre Pool, L. & Sewell, P. (2007). The key to employability: developing a practical model
of graduate employability. Education and Training Vol. 49 No. 4 pp. 277-289