| Developing Leadership and Management Skills |
| Learner Assessment Brief – Assessment ID |
Level 5
Associate Diploma in
- People Management
- Organisational Learning and Development
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Leadership and Management Development
This unit assessment focuses on exploring the essential area of leadership and management and how this is critical in developing the right culture and behaviours to establish a work environment which is cohesive, diverse, innovative and high performing. It considers how to choose the right tools and approaches to facilitate leadership and management development that will ultimately impact positively on organisational performance.
Case study
United LEC is a medium-sized company set up in 1999 with its primary output being the manufacture of mechanical and electrical components used in agricultural machinery. United LEC is a multisite organisation with the main site, housing the centralised functions, including HR and L&D, based in (you decide). There are two other sites, located in (you decide) and (you decide). The organisation is structured on a geographical basis – the main site is largely administrative, with a local sales function. The two other sites focus on manufacturing and sales. The company has a worldwide sales reach – although the focus is Europe. The working population of the company comprise nationals, representing each geographic location, and some expats, who are subject matter experts, particularly in engineering processes.
The Pandemic caused inevitable issues, including periodic closure of all sites due to local ‘lock downs.’ However, with a move to homeworking of the administrative and sales teams, and the fact the company had always stockpiled good as a contingency measure, the sales figures were maintained at a lower but sustainable level.
A new CEO arrived two months ago. To gain a level of understanding of the health of the company in terms of employee well-being and general satisfaction, the CEO instructed the Head of HR to launch an employee engagement survey. The response rate was high (92% of employees responded). The results were shocking! The levels of engagement were shown to be low, with a significant number of employees at all levels stating they were either actively pursuing new career opportunities or thinking about leaving in the short to mid-term. One of the main reasons for the low levels of employee satisfaction and engagement, corroborated by interviews with a cross-section of employees, was the apparently poor quality of people management.
The Head of HR was summoned to the CEO’s office for a crisis meeting. The Head of HR, a passionate believer in the value of properly aligned and delivered L&D, argued the case for introducing a leadership and management development programme. The CEO is not convinced – largely because of the perception a leadership and management development programme would be simply formal training. How can we deliver this type of initiative without derailing the manufacturing and sales effort? The Head of HR explained that there were different ways a leadership and management development programme might be delivered without disrupting the day-to-day running of the business. The CEO, open to new ideas, has asked the Head of HR (you) to construct a case for delivering a viable leadership and Management development programme to be presented to a Senior Management Team (SMT) ‘away day’.
You have been asked to deliver:
- a presentation pack covering the theoretical components of leadership and management (Task 1)
- a guidance document explaining the practical considerations of designing, delivering and ensuring ‘value-add’ of a leadership and management development programme (Task 2)
Preparation for the Tasks:
- At the start of your assignment, you are encouraged to plan your assessment work with your Assessor and where appropriate agree milestones so that they can help you monitor your progress.
- Refer to the indicative content in the unit to guide and support your evidence.
- Pay attention to how your evidence is presented, remember you are working in the People Practice Team for this task.
- Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
- Acting on formative feedback from your Assessor.
- Reflecting on your own experiences of learning opportunities and training and continuing professional development.
Reading the CIPD Insight, Factsheets and related online material on these topics
Task One – Presentation Pack
The CEO has asked you to prepare a presentation, which he wants to review before delivery to the senior management team at the forthcoming ‘away day’. The theme of the presentation is ‘Leadership and Management in support of United LEC.’ He has asked that the presentation covers the basics of leadership and management as a precursor to consideration of a leadership and management development programme.
The presentation must include:
Task Two – Guidance Document
In support of your slide deck, the CEO has asked you to prepare a guidance document, which will cover the key practical considerations in designing, implementing and ultimately evaluating a leadership and management development programme. He has asked that the guidance document take full account of the context of United LEC.
The guidance document must include:
- Discussion covering the role of people professionals in supporting leadership and management development initiatives. (AC 2.1)
- An evaluation of the different concepts and range of approaches that are available for effective leadership and management development. (AC 2.2)
- A discussion covering why diversity and inclusion should be an integral component of leadership and management development initiatives. (AC 2.3)
- An evaluation of the indicators of successful leadership and management development initiatives. (AC 3.1)
- Explanation of the range of stakeholders and the involvement they have in leadership and management development initiatives. (AC 3.2)
- An assessment of the impact and importance that leadership and management development initiatives have on organisational culture, strategy, reputation and performance. (AC 3.3)
Guidance Document 2900 words
| Discussion covering the role of people professionals in supporting leadership and management development initiatives. (AC 2.1) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
| An evaluation of the different concepts and range of approaches that are available for effective leadership and management development. (AC 2.2) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
| A discussion covering why diversity and inclusion should be an integral component of leadership and management development initiatives. (AC 2.3) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
| An evaluation of the indicators of successful leadership and management development initiatives. (AC 3.1) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
| Explanation of the range of stakeholders and the involvement they have in leadership and management development initiatives. (AC 3.2) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
| An assessment of the impact and importance that leadership and management development initiatives have on organisational culture, strategy, reputation and performance. (AC 3.3) Short references should be added into your narrative below. Please remember to only list your long references in the Reference box provided at the end of this section. |
| Type here… |
References
| Please provide your full reference list here. The Harvard method is preferable. If you are submitting a PowerPoint please also ensure you add a final slide which includes your long reference list as well. |
Assessment Criteria Evidence Checklist
Use this as a checklist to make sure that you have included the required evidence to meet the task.
Please enter the evidence title and where it can be referred to. An example has been provided for you.
| Task 1 – Guidance Document Assessment criteria | Evidenced Y/N | Evidence reference | |
| 1.1 | Analyse the external factors that drive the need for leadership and management within the organisation | Presentation Pack. | |
| 1.2 | Explain the key differences between leadership and management roles and styles and the implications of each for organisational effectiveness. | ||
| 1.3 | Compare the different knowledge, skills and behaviours required for leadership and management in organisations. |
| Task 2 – Guidance Document Assessment criteria | Evidenced Y/N | Evidence reference | |
| 2.1 | Discuss the role of people professionals in supporting leadership and management development initiatives. | Guidance document. | |
| 2.2 | Evaluate the different concepts and range of approaches that are available for effective leadership and management development | ||
| 2.3 | Discuss why diversity and inclusion should be an integral component of leadership and management development initiatives. | ||
| 3.1 | Evaluate the indicators of successful leadership and management development initiatives. | ||
| 3.2 | Explain the range of stakeholders and the involvement they have in leadership and management development initiatives. | ||
| 3.3 | Assess the impact and importance that leadership and management development initiatives have on organisational culture, strategy, reputation and performance. |
Declaration of Authentication
Declaration by learner – if this is not completed your assessment brief will be returned unmarked.
| I can confirm that this assessment is all my own work and where I have used materials from other sources, they have been properly acknowledged and referenced. |
| Learner name: |
| Learner signature: We cannot accept a typed or e-signature. You need to scan or photograph your handwritten signature and insert the image here. |
| Date: |
Declaration by Assessor
| I confirm that: The learner’s work was conducted under any conditions laid out by the assessment brief.I am satisfied that to the best of my knowledge, the work produced is solely that of the learner. |
| 1st submission Assessor name: Assessor signature: Date: 2nd submission Assessor name: Assessor signature: Date: 3rd submission Assessor name: Assessor signature: Date: |
5OS06
Developing Leadership and Management Skills
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.
| Overall mark | Unit result |
| 0 to 17 | Fail |
| 18 to 22 | Low Pass |
| 23 to 29 | Pass |
| 30 to 36 | High Pass |
Marking Descriptors
| Mark | Range | Descriptor |
| 1 | Fail | Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC. Insufficient examples included, where required, to support answers. Presentation and structure of assignment is not appropriate and does not meet the assessment brief. Insufficient or unacceptable referencing |
| 2 | Low Pass | Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC. Sufficient and acceptable examples included, where required, to support answers. Required format adopted but some improvement required to the structure and presentation of the assignment. Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way. Acceptable referencing but may contain some minor mistakes. Range of sources cited are credible but limited. |
| 3 | Pass | Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC. Includes confident use of examples, where required, to support each answer. Presentation and structure of assignment is appropriate for the assessment brief. Answers are clear and well expressed. Effective use of referencing from credible sources. |
| 4 | High Pass | Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate). Includes strong examples that illustrate the point being made, that link and support the answer well. Answers are applied to the case organisation or an alternative organisation. Answers are clear, concise and well argued, directly respond to what has been asked. The presentation of the assignment is well structured, coherent and focusses on the need of the questions. Highly effective use of referencing from a wide range of credible sources |
Marking grid
| Task 1 – Assessment criteria | Mark 1 – 4 | |
| 1.1 | Analyse the external factors that drive the need for leadership and management within the organisation | |
| 1.2 | Explain the key differences between leadership and management roles and styles and the implications of each for organisational effectiveness. | |
| 1.3 | Compare the different knowledge, skills and behaviours required for leadership and management in organisations. | |
| Total for this task |
| Task two: Assessment criteria | Mark 1- 4 | |
| 2.1 | Discuss the role of people professionals in supporting leadership and management development initiatives. | |
| 2.2 | Evaluate the different concepts and range of approaches that are available for effective leadership and management development | |
| 2.3 | Discuss why diversity and inclusion should be an integral component of leadership and management development initiatives. | |
| 3.1 | Evaluate the indicators of successful leadership and management development initiatives. | |
| 3.2 | Explain the range of stakeholders and the involvement they have in leadership and management development initiatives. | |
| 3.3 | Assess the impact and importance that leadership and management development initiatives have on organisational culture, strategy, reputation and performance. | |
| Total for this task |
| Total marks for unit |
