The Development Partnership

ILM L5 Certificate Leadership and Managementprogramme

522 Workshop 1Becoming an effective Leader

Tutor: Jonathan Whitham

What we will do today• Revisit overall ILM L5 programme expectations

• Explore what are the qualities of an effective leader

• Identify 2 key leadership theories and what leadership styles are your preferred approaches at work

• Explore how emotional intelligence plays a key role in our leadership effectiveness

• Practice a coaching style of leadership to identify how we can develop our abilities in the areas of setting direction, communication, motivation, delegation and empowering others

• Consider a range of activities to start our personal development plans

ILM L5 Certificate in Leadership and Management Qualification: Objectives

• Use core leadership and management theories andtechniques to drive better results

• Develop your ability to lead, motivate and inspire

• Provide strategic leadership as well as day to daymanagement

• Benchmark your managerial skills

• Raise your profile in the Fire Service

ILM Programme overview of the 4 Units

522 Becoming an effective leader– Understanding your own ability to fulfil key responsibilities of the leadership role– Being able to evaluate your own ability to lead others

511 Managing projects in the organisation– Managing a project in the fire and rescue service– Evaluating your own ability to manage a project

519 Developing/leading teams to achieve organisational goals/objectives – Understanding the importance of leading teams to achieve organisational goals

and objectives.– Developing your ability to lead teams effectively

506 Managing stress and conflict in the workplace• Understanding the effectiveness of Fire & Rescue services in

dealing with workplace stress and conflict.• Being able to improve the management of workplace stress

and conflict in your own area of responsibility

ILM Unit description Programme Event Duration Date

522: Becoming an effective leader

Workshop 1 with 1-hour induction 2 hours distance learning

1 day9am-5pm 8/9/21

511: Managing Projects in the organisation

Workshop 24 hours distance learning

1 day9am-5pm

6/10/21

5112 Action learning events

to support actions/learning in the work place Attend either am or pm session

½ day 9am-12pm & 2pm-5pm

3/11/21

519: Developing and leading teams to achieve organisational

goals and objectives

Workshop 34 hours distance learning

1 day 1/12/21

5192 Action learning events

to support actions/learning in the work place Attend either am or pm session

½ day 9am-12pm& 2pm-5pm

12/1/22

506: Managing stress and conflict in the workplace

Workshop 44 hours distance learning

1 day9am-5pm 2/2/22

5062 Action learning events

to support actions/learning in the work place Attend either am or pm session

½ day 9am-12pm& 2pm-5pm

2/3/22

522: Becoming an effective leader

Workshop 5Review of programme learning and leadership style +

next steps to sustain learning and actions at work

1 day9am-5pm 5/4/22

2 Tutor assignment support2 Half day sessions of tutorial support

Attend either 9am-12pm or 2pm-5pmon both 22nd January & 26th April

½ day 9am-12pm & 2pm-5pm

20/1/22 &26/4/22

Expectations and your involvement• Pre-read resources before each workshop to gain an

understanding of the theory and tools

• Workshops allow you to identify, discuss and practice how to transfer the learning to your work

• Peer practice and peer support to share best practice and learning

• Record plenty of work-related examples during the programme to evidence and demonstrate your understanding of the ILM assessment criteria

• Commit to and plan your time to meet agreed assignment deadlines for each unit

• Attend ALL programme events to meet ILM criteria

Buddy/Peer support

• To have a buddy to support you through the programme (outside of programme events)

• To discuss, share best practice and try out new techniques & approaches

• To identify good work examples to support assignments

• To support each other in assignment completion

• Work together in the 1:1 tutorial sessions with Julia on 20th January & 26th April 2022

What questions do you have about the programme and your expectations?

Today: Becoming an effective leader (ILM 522)

Objectives• Define what’s needed for assignment 522:

detail what you need to do?

• Do activities to support 522: to develop and assess your own leadership style to improve your leadership role

• We will explore the theories and how they apply to you at work

• Make detailed notes from all the discussions, as this will help you to complete assignment 522

522 Assignment: Becoming an effective leader

Task: The purpose of this unit is to be able to develop knowledge and understanding ofeffective leadership (nominal word count 2500 words)

Section 1: Understand own ability to fulfil key responsibilities of the leadership role1.1 Evaluate own ability to use a range of leadership styles, in different situations and with

different types of people, to fulfil the leadership roleObjective evidence is made of own ability to use two or more leadership styles in different situations andwith different people1.2 Use theories of emotional intelligence to review the effect of emotions on own and others’performanceThe effect of emotions on own and others’ performance is reviewed and detailed judgements are made usingtwo or more appropriate theories of emotional intelligence

Section 2: Be able to evaluate own ability to lead others

2.1 Review own ability to set direction and communicate this to othersObjective evidence and relevant theory is required to form a well-reasoned judgement

2.2 Review own ability to motivate, delegate and empower othersAppropriate evidence and suitable motivational, delegation and empowerment theories should be exploredwith examples in how you have made judgements in your effectiveness in doing this.

2.3 Produce a personal development plan to improve own ability to lead (20 marks)A personal development plan that includes activities, timescales resources, support and costs todemonstrate how you will improve own ability to lead

Key tips for completing assignments

• Use DP template to structure your 522 assignment

• Reference DP resources to avoid plagiarisme.g The DP 522 Resource Pack/page 8- also use different colourtext or italics to distinguish copied text from your own words

• Write plenty of work examples to support your evidence

• Add illustrations, charts and models

• Assignments about 2,500 words: guides only & no cut offpoint

• Need to achieve 50%+ in each assignment question

• Study assessment criteria; check it “measures up” beforeyou submit.

• Julia Duncan is your tutor support for all submissions

• You can submit as many times as it takes to get you to pass!

Your 522 Resources are on the BOOKSHELF

What questions do you have about the ILM assignment 522?

What makes a great leader?

Differences between leadership and management

522/1.1 Evaluate own ability to use a range of leadership styles, in different situations and with different types of people, to fulfil the leadership role

Objective evidence is made of own ability to use twoor more leadership styles in different situations and with different people

• What are key leadership styles?

• When and how can these be used in different situations with different people?

Non Directive v Directive leadership styles

Range of leadership styles: both directive and non-directive

Hersey & Blanchard Situational leadership theory (No:1) A directive leader (S1) are more likely to

control their employees by supervising every aspect of their duties. A directive leader is happy when the tasks are completed by their deadlines and their way of doing things

A coaching leader (S2) as a Manager as coach you may set the objectives yet be supportive in how the person is motivated and engaged in how the person plans to achieve the task

A supportive leader (S3) engages in two way communication with their employee rather than just telling them what to do; this is needed where confidence may be low

A delegating leader (S4) knows that the person has high competence and high confidence to get on with the task and achieve results without much direction

What preferred H&B leadership style are you What makes you think this?

• Discuss in groups your preferences

• Describe examples in how you apply this style at work

• What styles are most effective and when?

• Write your notes for 522

• Share your group outcomes in plenary

Leadership Style Theory (No 2)

What preferred Blake & Moulton leadership style are you?What makes you think this? • Discuss in groups your

preferences • Describe examples in

how you apply this style at work

• What styles are most effective and when?

• Write your notes for 522

• Share your group outcomes in plenary

Assignment 522/ 1.2 asks you to evaluate how emotions can affect your performance as a leader and the performance of others at work

This is where emotional intelligence plays a key role in your performance as a leader

You are asked to evaluate 2 emotional intelligence theories and make judgements in how you can use EI effectively at work

What Is Emotional Intelligence?

• EI is the ability to understand and manage your own emotions, and those of the people around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can affect other people.

• For leaders, having EI is essential for success. After all, who is more likely to succeed – a leader who shouts at his team when he's under stress, or a leader who stays in control, and calmly assesses the situation?

• According to Daniel Goleman, an American psychologist EI has 5 key elements to it

Simply put…

Why EI is important at work

What are 2 Emotional Intelligence Theories?

Daniel Goleman Salovey & Mayer 2008This theory proposes that there are 5 areas of Emotional intelligence: 1. Self-awareness: having knowledge

of your emotions2. Self regulation: to regulate yourself

and these emotions3. Self motivation: a leader who is

passionate, dedicated, optimistic, and interested to work

4. Empathy: walking in someone else’s shoes and understanding them

5. Social skills: to build and manage relationships

This theory proposes there are 4 fundamental emotional-related abilities:

1. Perception/expression of emotion

2. Facilitate thinking through the use of emotion

3. Understanding of emotion

4. Management of emotion in oneself and others.

Daniel Goleman5 components of emotional intelligence (theory 1)

Emotional intelligence is the ability • to perceive emotions, to access and generate emotions so as to

assist thought, to understand emotions and emotional knowledge, to reflectively regulate emotions so as to promote emotional and intellectual growth

Daniel Goleman: 5 components of emotional intelligence (theory 1)

In groups, individually share:• What are your key personal strengths in the above 5 areas and why?• What are your key personal development areas in the above 5 & why?• Describe specific examples in the group to support your responses• Write notes to support your responses for assignment 522 • Share some key pointers in plenary

Salovey & Mayer 2008Emotional intelligence (theory no 2)

Emotional intelligence (as defined, by Salovey and Mayer) is: • the ability to monitor one's own and other people's emotions, • to discriminate between different emotions and label them

appropriately• to use emotional information to guide thinking and behaviour

Salovey & Mayer 2008Emotional intelligence (theory no 2)

In groups, individually share:• What are your key personal strengths in the above 4 areas and why?• What are your key personal development areas in the above 4 areas & why?• Describe specific examples in the group to support your responses• Write your notes to support your responses for assignment 522 • Share some key pointers in plenary

522/2.1 Review own ability to set direction and communicate this to others

34

• Goal: What is it you want to achieve?

• Reality: What is happening now?

• Options: What could you do?

• Way forward: What will you do?

Introduction to the GROW model

The GROW coaching model provides a framework for the core elements of an effective coaching conversation (Hersey & Blanchard S2 leadership style)

It's a simple, structured coaching method to help you work with colleagues to identify clear goals, work through what's getting in the way, brainstorm ideas and finally commit to taking concrete action

35

• Goal: What is it you want to achieve (by improving the way you set direction and communicate this to others?)

• Reality: Where are you now (with your ability to set direction and communicate this to others? And what leadership theory will help you most to do this?)

• Options: What could you do (to improve your ability to set direction and communicate this to others? And how does knowing the leadership theory help in these options?)

• Way forward: What actions will you take from the options explored to make this happen?

GROW practice: to support your learning for 522/2.1 Review your ability to set direction and communicate this to others

Write notes from the session to support your responses to 522/2.1

522/2.2 Review own ability to motivate, delegate and empower others

Theory of motivation

Hersey & Blanchard Situational leadership theory (No:1)

Directive leaders (S1) are more likely to control their employees by supervising every aspect of their duties. Your delegation style will be highly directive and you will manage any task closely to ensure it is delivered to the standards and deadlines you expect.

Coaching leaders (S2) as a Manager as coach your delegation style will be highly directive in setting the task yet you will encourage the person to decide how they will do it and support them from a distance in their approach to achieving the task.

Supportive leaders (S3) recognise that an employee may have the ability to do a task but their confidence is low, so your delegation style is asking them how they could do it and give them encouragement in making it happen.

A delegating leader (S4) knows that the person has high competence and high confidence to get on with the task and achieve results without much direction,soyour delegation style is to ask them how they will do it and they tell you how they are getting on to achieve the task.

522/2.2 Review own ability to motivate, delegate and empower others

Theory of empowerment and engagement (Degner, 2005)

5 ways to empower your team

1. Open dialog and transparency

2. Frequent face-to-face meetings

3. Use visuals to explain what’s expected

4. Collaborative goals/ objectives

5. More Questions than Answers (ask more than tell) Empowerment is where employees will have the ability to make decisions about when they work, how work gets done, and what their priorities are. In fact, there is a direct correlation between the degree to which employees are self-managed and the level to which they are engaged.

In groups of 3:Choose who will be coached on how to improve 1 of the above areas so that at least one person is coached on either

(a) Ways in which they can improve their ability to motivate others more effectively

(b) Ways in which they can delegate more effectively

(c) Ways in which they can empower others more effectively

GROW practice: to support your learning for 522/2.2 Review your ability in how you can motivate; delegate or empower others more…

Each group to share learning from each coaching session and capture relevant pointers to support your responses to 2.2

40

• Goal: What is it you want to achieve by improving your ability to either motivate or delegate or empower others?

• Reality: Where are you now with this?

• Options: What could you do (to improve your ability to motivate or delegate or empower others? And knowing about the relevant theory – how will this help you with these options?)

• Way forward: What actions will you take from the options explored to make this happen?

Ref: Theory X & Theory Y of motivationRef: Hersey & Blanchard Leadership stylesRef: Degner Theory of empowerment

GROW practice: to support your learning for 522/2.2 Review your ability to motivate, delegate and empower others

Write notes from all 3 sessions to support your responses to 522/2.2

Personal learning from today to capture in your development plan 522/2.3

My Personal Development Plan

Activity Timescales Resources Support Expected Outcome

1. 2. 3. 4. 5. 6.

Your actions may include activities such as: peer coaching; having a mentor; the action learning sessions; a reflective journal; line manager support, HR support; other training sessions you attend in addition to this programme

Personal actions from today

• File your notes from today with the 522 Resource Pack

• Start writing assignment 522 and use the 522 Resource Pack and your key actions from the practice sessions to support your understanding of the theories.

• Continue to apply the actions to work as we will check on your progress as we go through the programme and the other ILM Units you complete.

What happens next?• Make sure all mandatory dates are in your work

schedules and your manager gives you time to write your assignments

• Make sure you have a project lined up for workshop 2

• Pre-read 511 Resource Pack on Managing Projects in preparation for 6th October workshop

• Use the DP Learning Zone to access your programme resources and ILM assignment templates

• Commit to action how you will put your leadership learning into practice

• Capture examples and evidence for assignment 522

• Record any challenges you face at work to bring/share at the action learning session (am or pm) on 3rd November