7LD02 Leadership and management development in context

The purpose of Leadership and management development is to support the organisation’s future stewardship and governance. The differences between managers and leaders and how these roles vary depending on the situation are covered in this course. The unit looks at various development interventions to determine their effectiveness and teaches students how to use learning analytics to gather accurate data on organisational performance. This course strongly emphasises the requirement to comprehend the challenges of management and leadership development in a global setting.

Here’s what you’ll learn

As a participant in this course, you will evaluate the roles of leaders and managers as well as their specific knowledge, skills, and behaviours to analyse the distinctions between Leadership and management in various scenarios. To better understand the dynamic environment in which leadership and management development takes place, you will also critically examine the advantages of strategic methods in these fields. It will be possible to comprehend how learning requirements analysis affects program design choices, learning interventions, and the necessity of ongoing professional development for leaders and managers. You will compare metrics, evaluation models, application scenarios, and the function of data and learning analytics in tying leadership outcomes as part of your studies. You will better understand the dynamic environment in which management and leadership development take place as a result. Finally, you’ll discover how cultural and geographic boundaries are affected by the globalisation of Leadership and management, as well as the difficulties that micro multinationals and SMEs encounter when doing business abroad.

The unit is suitable for individuals who:

To use this unit, the following people must:

• A company’s employees are in charge of carrying out its human resources policy.
• Want to work in human resource management after earning the CIPD Foundation Diploma in Human Resource Practice.
• Have some experience in the field, but need formal human resources training.
• Are you a senior people practitioner looking to deepen and broaden your knowledge, skills, and abilities to influence strategy, policy, and people more effectively?
• They hope to advance their careers in learning and development (L&D) and human resources (HR) management by earning a professional credential.
• Desire to increase one’s independence, power, and discretion to lead better and motivate organisations and their workforces.

Aims of Learning

After completing this unit, students should be able to accomplish the following four main learning objectives. Subcategories are then created from these results. They’ll have the ability to:

Due to the learning objectives, you will comprehend management and Leadership within a larger organisational, social, political, and cultural framework. (Among the learning objectives)

• Recognise the differences between various interventions for Leadership and management development. (Second learning outcome)
• Recognise the results of leadership and management development programs. Three learning outcomes are present.
• Recognise the changes that international managers and leaders must make to be effective globally. (Learning Objective 4)

What are the requirements for entry?

The unit contains formal requirements for an expert-level qualification, some of which are institution-specific, while others are general to all students enrolled in the unit. Most universities have developed diagnostic techniques to ensure that candidates have the prerequisite skills to study for Leadership and management development in a real-world setting (7LD02). For instance, some colleges mandate that applicants be at least 18 years old on July 1 of the academic year they wish to enrol in or earlier. Additionally, most colleges interview students before enrolling them in a course.

Institutions frequently demand that applicants have a fundamental command of the English language before enrolling in a course. Some, for instance, require applicants to have an English GCSE score of C/4 or higher. On the other hand, institutions adhere to the CIPD recommendation to seek counselling if English is not the student’s first language before enrollment in the program. In addition, IELTS 6.5/ESOL Level 2 or an equivalent is required by some colleges for students who speak English as a second language. Other institutions, on the other hand, favour a situation-by-situation analysis.

Most, if not all, organisations require applicants to have a bachelor’s degree, CIPD level 5 certifications, and to be currently or previously employed in a human resource capacity. Others demand that applicants hold a Level 6 Bachelor’s degree (Hons) in a subject area related to human resources. However, as a minimum requirement, applicants must have a strong background in human resources. In exceptional circumstances, significant strategic human resource experience may be accepted instead of a degree topic for examination. These assessments ensure that students can complete the Units and understand the literacy requirements.

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Reference

• There are various publications available for students interested in pursuing this course. Here are a few examples that institutions across the globe extensively utilise.
• Adair, J. E. (2019). Develop your leadership skills: Fast, effective ways to become a leader people want to follow. Kogan Page Ltd.
• Akrofi, S. (2018). Value Creation Through Executive Development. Routledge.
• Barmeyer, C., Bausch, M., & Moncayo, D. (2019). Cross-cultural management research: Topics, paradigms, and methods—A journal-based longitudinal analysis between 2001 and 2018. International Journal of Cross-Cultural Management, 19(2), 218-244.
• Colby, S., & Salinas, T. M. (2021). Intentional Leadership Development Programming for Advancing Women Leaders. The Journal of Faculty Development, 35(1), 27-33.
• Flinn, K. (2018). Leadership development: A complexity approach. Routledge.
• Koponen, E. A. (2019). Leadership factors for a successful lean implementation in manufacturing SMEs.

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