5OS06 Leadership and Management Development

5OS06 Leadership and Management Development

This section of the level 5 Associate Diploma in People Management provides an advanced platform for developing L&D knowledge. The section focuses on leadership and management and their roles in fostering the correct set of behaviours and a work culture that emphasises diversity, creativity, cohesion, and optimum performance. The unit’s understanding consists of the necessary frameworks and instruments for leadership development and organisational effectiveness.

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What You Will Learn

Students will be impacted in two ways by studying the unit’s themes. To begin, students will understand the settings around organisational leadership and management requirements. Second, students will understand how management and leadership are intertwined. The coursework in this area comprises defining the shifting roles of managers and leaders and the skillsets required for each function. Students will also look at how people management specialists may help to reinforce leadership and management. Coursework, for example, discusses the need for diversity and inclusion in strengthening people management. How to recognise successful leadership activities is the unit’s final section. The sub-section addresses successful leadership indicators and gives learners a contextual understanding of stakeholder roles and leadership and management’s organisational impacts.

This Unit Is Suitable for Persons Who?

Individuals committed to developing and sustaining organisational leadership capacities would benefit from this unit. For example, HR and L&D professionals are a perfect fit. The CIPD course, on the other hand, is suitable for those who are motivated or aspire to analyse, design, construct, implement, and evaluate leadership development projects to improve management and leadership capacities at the junior, middle, and senior levels.

Learning Outcomes

1st Learning Objective After completing the course, students must understand the importance of leadership and management and the underlying behaviours, abilities, and knowledge. In addition, the following conditions must be met by students:

 

  1. Learners must evaluate the external factors that drive organisational leadership and management requirements, such as fierce competition, local, national, and global business dynamics, environmental assessment data, etc.
  2. Second, students must understand the differences in leadership and management styles and roles and their implications for organisational effectiveness. As a result, they must investigate the interrelationships and distinctions between leadership and management responsibilities, taking into account contextual factors such as power utilisation and scope, related activities and duties, and leadership and management styles.
  3. Analysing the multiple behaviours, abilities, and knowledge required for effective leadership and management in organisational contexts is the final prerequisite related to the learning result. For example, the CIPD requires learners to apply theories, leadership in global and diverse cultural contexts, and ethical governance principles to develop hard and soft skills.
2nd Learning Objective Understanding numerous efforts related to L&D and the development of successful leaders and managers is the CIPD’s second criterion. Consider the following example:

 

  1. Discussing the responsibilities of people managers in bolstering leadership and management initiatives will help students have a better understanding. Learners can talk about their involvement in recognising L&D needs, establishing and executing L&D mitigation strategies, and designing, analysing, and supporting L&D to develop people, groups, and next-generation leaders and managers.
  2. Second, learners must identify problems and the necessity for implementing course concepts in organisational contexts by analysing leadership and management techniques and concepts important in creating managers and leaders.
  3. Finally, students must explain why diversity and inclusion are important in leadership and management growth. Learners must address specific aspects of leadership and management activities that necessitate diversity and inclusion, such as conventions, language and technology usage, preferences, and variances in the meanings of gestures. Students must expound on the topics to demonstrate their awareness of the importance of language, cultural, and religious compliance with diverse people’s customs and beliefs in leadership and management.
3rd Learning Objective Last but not least, you must be aware of the benefits of leadership and management development programmes.

 

  1. Learners must assess the indicators of such activities according to the CIPD. Students can, for example, examine succession and employee retention, individual and organisational performance, and concepts and theories linked to assessing learning activities, such as Kirkpatrick’s model for determining the effectiveness of leadership and management development activities.
  2. Students should also talk about how and to what extent stakeholders are involved in leadership and management development programmes. First and foremost, they must identify key stakeholders and their contributions to leadership and management growth, such as involvement and sponsorship. Finally, students should emphasise the goals underlying stakeholders’ input and their roles in reaching leadership success metrics.
  3. Students must assess the importance and effects of leadership and management programmes on company cultures, branding, strategies, and productivity at the end of the unit. In addition, they must investigate consumer impressions, employee motivation and engagement, favourable media and external reports, organisational output quality and quantity, and synergy levels in work initiatives to better understand the conceptual and physical factors.

 

What Are the Entry Requirements?

The CIPD does not compel anyone to complete all of its requirements, but it does promote the course to six groups of people. Individuals who are actively employed in HR or L&D roles or hold official positions in these professions. Second, those in charge of putting HR and L&D policies and interventions into action are also qualified. Individuals pursuing managerial roles fall into the third category. The fourth criterion for serious people about their careers is a significant professional or academic experience. Individuals with CIPD level 3 diplomas comprise the fifth category, while those aiming to improve their professional credibility in people practice make up the final cluster. DESPITE ITS SUGGESTIONS, the CIPD foundation has no defined prerequisites for the Level 5 Associate Diplomas in People Management or Learning and Development.

How We Can Help

Our organisation has a diverse group of professionals dedicated to providing high-quality solutions to people whose work and education span various fields. HR and L&D is one of our specialisation areas, and we offer individualised advice and recommendations to help streamline professional and academic work. In addition, we expressly offer assignment support in CIPD level 5 to assist our clients in not only satisfying course requirements but also obtaining CIPD membership. The membership that our clients obtain at the end of the course ensures that they have access to a broad resource base and professional feedback that will help them move smoothly into management positions.

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Reference

Adair, J. (2019) Develop your leadership skills: fast, effective ways to become a leader people want to follow. 4th ed. London: Kogan Page.

Armstrong, M. (2016) Armstrong’s handbook of management and leadership for HR: developing effective people skills for better leadership and management. 4th ed. London: Kogan Page.

Carmichael, J., Emsell, P. and Collins, C. (2011) Leadership and management development. New York: Oxford University Press.

CIPD. (n.d.) Available at: www.cipd.co.uk

CIPD. (n.d.) Career Development International Human Resource Management Journal. Available at: www.cipd.co.uk/knowledge/journals

Dalton, K. (2010) Leadership and management development: developing tomorrow’s managers. Harlow: Financial Times Prentice Hall.

Gold, J. and Anderson, L. (2017) Develop leadership and management skills (ebook). London: CIPD Kogan Page.

Gold, J., Thorpe, R., and Mumford, A. (2010) Leadership and management development. 5th ed. London: CIPD Kogan Page.

Hayden, D. (2020) Management development. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/development/management-factsheet

Haden, S. and Davidge, J. (2019) Leadership in the workplace. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/leader ship/factsheet

Owen, J. (2020) The leadership skills handbook: 100 essential skills you need to be a leader. 5th ed. London: Kogan Page.

People Management. (n.d.) Development Leadership and Organisation Development Journal. Management: Learning People Management. Available at: www.peoplemanagement.co.uk/

The Academy of Human Resource Development. (n.d.) Available at: www.ahrd.org/

The Leadership Trust. (n.d.) Available at: www.leadershiptrust.co/

Watson, G. and Reissner, S. (2014) Developing Skills for Business Leadership. 2nd ed. London: CIPD Kogan Page.

Yarlagadda, R. (2016) What’s holding back leadership learning? In a Nutshell. Issue 62. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/news-views/nutshell/issue62/leadership-learning-held-back

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