LEVEL 5 AWARD IN LEADERSHIP AND MANAGEMENT
A programme for first-time leaders and managers with Neuroscience Fundamentals
ILM Accredited
Modules
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4 Modules
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- What G.R.I.T is and how to get it
- Approach and avoid states
- Your brain: thought, emotions and behaviour
- New thinking
- Nested systems and causal chains
- The key responsibilities of the leadership role
- A range of leadership theories and different leadership styles
- The importance of understanding one’s own strengths and limitations
- How to evaluate the appropriateness of different leadership styles in the context of own responsibilities
- Relationship management in terms of inspiring, influencing and networking
- The characteristics of self-leadership
- Communication, persuasion and negotiation skills appropriate to different situations and people
- Theories and principles of delegating responsibility and empowering others
- Identify profitable opportunities
- The leader’s role in protecting and mentoring team members
- Concepts of authority and power; responsibility and accountability
- Processes of delegation and empowerment
- Strategies to encourage managed risk-taking and to learn from failure
- The characteristics and behaviours associated with initiative, leadership, creativity and inno- vation, and how to foster them
- The need for performance assessments, and provision of development and/or counselling where necessary
- Relationship between team performance and organisational goals and objectives
- The Balanced Scorecard
- Quality initiatives such as TQM and techniques to evaluate team performance
- Feedback, recognition and reward techniques to support, motivate and monitor
- Teams in different contexts, e.g. operational, project management, contractors, volunteers
- Inter-relationships between team and individual performance and development
- Factors influencing behaviour, theories of motivation and their application to teams, includ-ing reward systems, promotion, succession, and job rotation
- Methods to promote trust and respect within the team
- Management responsibilities in relation to work-related stress
- Conflict management
- Methods to manage stress at own place of work
- Workplace risk assessments
- Sources of support and techniques to counsel staff
- Audit and review procedures for managing stress
- Possible indicators of stress in the workplace such as staff turnover
- Organisational policies and procedures on bullying and harassment
- Health and safety legislation in the workplace
