Leadership Styles & Behaviours

Unit: Introduction to Leadership

• Differences and similarities between leadership and management, and the need for each of them
• Range of at least three leadership models (such as trait, contingency, situational, distributive, servant oblique leader, transactional/transformational) and their significance for task performance, culture and relationships

• Leadership behaviours and the sources of power Identification, development and appropriate choice of personal leadership styles and behaviours
• The role of trust and respect in effective team leadership
• Supervised practice or simulation to develop the ability to apply knowledge and skills

Unit: Leading a team effectively

• Why organisations or projects need a vision, mission and strategy and what they mean for first line leadership
• How to develop team objectives that support overall strategy and vision
• The importance of a team having a common sense of purpose that links to vision and strategy
• The role that effective communication plays in conveying the overall mission of the organisation or project and how the collective work of the team and it’s individual members support this
• Effective techniques for communicating vision, goals and objectives in terms of:
  • Choosing effective times and places to communicate with the team and
  • individuals
  • Selecting appropriate communication methods
  • Communicating clearly and accurately
  • Active listening skills
  • Receiving and responding appropriately to feedback
• Individual Tutorials

• The critical importance of teams and individuals being motivated and committed to their objectives
• Alternative theories of motivation, for example:
  • Maslow’s Hierarchy
  • MacGregor’s Theory X and Theory Y
  • Herzberg’s Two Factor Theory
  • Vroom’s Expectancy Theory
  • McClelland’s 3-Needs Theory
• Motivational factors that are available to the leader, for example:
  • Safety and security
  • Sense of belonging and common purpose
  • Respect
  • Empathy
  • Recognition of achievement
  • Involvement in decision making
  • Sense of fulfilment
  • Self-development
  • Material rewards
  • Sanctions

• An appreciation of how these factors can apply to different situations, teams and individuals
• How to select and use appropriate motivational factors
• Giving feedback on performance
• Basic support needs that individuals may have and how to meet these
• The importance of continuous development for the team and individual members
• Individual Tutorials

• Personal strengths and limitations analysis
• Importance of a systematic approach to developing effective leadership skills
• Setting objectives for leadership development and their application to work and other contexts
• Techniques for developing personal leadership capacity
• Individual tutorials

• Sources of information, help and support for leadership development, including theorists, tutors, practising/model leaders, colleagues
• How to overcome blockages and obstacles to leadership development
• Review and monitoring techniques
• Individual tutorials

• Explain behaviours which could develop and maintain trust at work
• The nature of Action Learning (L=P+Q) as a development medium and the role of the Action Learning Set, the ‘Client’ and the ‘Set Advisor’
• Action Learning sets exercise

• Learning styles and the impact of own learning style on role and behaviour in AL set
• Techniques for researching problems and questioning techniques to explore problems, reflection and hypothesis forming
• Action Learning sets exercise

• Sources of ‘programmed’ learning to development knowledge and skills
• The political and emotional aspects of the group process
• Individual tutorials

• Presentation of Reflective Review – individual presentations
• Summary and review of programme