Level 4 Award in
Leadership and
Management
Candidate and Assessment Pack
2015/16
Clive Betts
Centre Co-ordinator
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 1
Qualification flowchart
Complete application form
and send to People
Development (PD)
PD register you with ILM when you
are about to start your learning (or
immediately if you have completed it)
Email sent
to you to
confirm
You activate ILM
membership online
Only 2 drafts are allowed: a
third submission will be marked
as a final submission
Create draft submission
and send to Assessor
Receive feedback and
make revisions
Send final submission to
Assessor
Only 1 re-submission
allowed: additional
ones are charged
Submission marked and
feedback given
Revise, resubmit
Pass
When all units are passed,
we order your certificate
Celebration event at which
you receive your certificate
(you may request it sooner)
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 2
Referral
Introduction to the ILM Level 4 Award in Leadership and
Management
The ILM Level 4 Award in Leadership and Management aims to give Strategic Managers the
foundation for onward, formal development in this role. The qualification does this by
exploring the middle manager role, and helping you to develop the skills needed to grow as a
leader. This qualification also begins to prepare candidates for the more rigorous demands of
study at the higher levels.
Are you a Strategic Manager?
The following profile is provided to help you confirm that this is the right qualification for you
and to help you distinguish between Strategic Managers, Team Leaders and Senior Managers:

Strategic Managers can be distinguished from the managers below them by their wider
span of control, counted in the tens and possibly extending to a few hundreds. A tier of
team leaders or other managers will frequently mediate their links with the people for
whom they have responsibility. This means that they will have a similar or even smaller
number of people reporting directly to them as managers nearer the front line, but will be
accountable for the performance of all those over whom they have control, direct or
indirect.

Characteristic of their role will be a responsibility for allocating resources with some
autonomy within defined boundaries, reflected in financial accountability for their area of
activity. Strategic Managers will normally be budget-holders but with limited ability to vire
funds between budget headings and can authorise recurrent expenditure and expenditure
on small capital items within defined, budgeted, limits. This resource responsibility will
also include responsibility for recruiting, promoting and disciplining people, within defined
parameters and often with the agreement of HR specialists or senior managers. This may
extend to sole responsibility for recruiting the most junior people in their area of
responsibility.

Strategic Managers will engage in direct negotiation with internal and external customers
and suppliers over the terms and prices governing their relationship, albeit within
prescribed boundaries. They will also be accountable for the quality of the goods or
services supplied by their area of responsibility and for improvements in quality and
efficiency of operations.

Strategic Managers are also likely to engage in project leadership where such projects are
designed to bring about changes in products, services, resources or systems. However,
they will operate within defined boundaries and report progress and budgetary
performance to more senior managers on a regular basis. Strategic Managers are more
likely than other managers to have a specialist management role which may extend to a
technical specialism but which is primarily managerial in its focus. That means that they
will be responsible for establishing, maintaining and improving systems (eg quality,
marketing, sales, energy, health and safety, etc) as well as/rather than operating them.

Unlike the senior managers (both operational and strategic) above them, Strategic
Managers have clearly defined limits on their freedom to act or take decisions, and are
expected to report regularly on their performance. They may propose changes to systems
and will be responsible for ensuring that those systems are operated effectively, but they
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 3
may only change those minor systems operated wholly within their own areas of
responsibility without approval from others.
Overview of the ILM Award programme
The Level 4 Award in Leadership and Management consists of three Units, each of which are
delivered as standalone workshops as detailed in the Scheme of Work below.
In addition to these Units candidates will also attend a mandatory induction and will receive
tutorial support by email and face-to-face from nominated tutors.
A summary of the whole programme is presented in the table overleaf.
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 4
Overview of the Award in Management
Learning component
Note
Induction workshop (2 hours)
This workshop will give you all the basics you
need to know about the ILM and the
assessment process. The workshop
supplements this handbook.
Understanding the management role to improve
management performance
Developing individual mental toughness
Delegating authority
Tutorial Support
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 5
This unit gives you an insight into the
management role for more experienced
managers.
This unit is delivered as part of the
University’s “Resilience” programme that
also includes work on your leadership styles
and two psychometric evaluations.
This unit helps you examine the process of
delegation.
You receive 1-1 and group tuition throughout
the course
Scheme of Work for the L4 Award in Leadership and Management
Level 4 Award in Leadership and Management (9 credits / 30 Guided learning hours)
Title of activity and method of
delivery
ILM Induction Workshop

Learning Outcome








An outline of the qualification and the related learner support available (including the Study Guides
which can be downloaded from www.i-l-m.com)
ILM studying membership and benefits
The aims of Team Leading development
Expectations of, and benefits to, the individual and where relevant, their employer
Format of the programme – content, hours, attendance, delivery methods, etc
The assessment requirements, including assessment criteria
Roles and responsibilities of centre staff, learners and ILM
Learning and study skills, including reference to use of library, internet and any open or on-line
learning to be used
Information on tutorial support, advice and guidance, equal opportunities, appeals procedures,
authenticity and plagiarism
Guided learning hours
Total 2 hours
Guided reading
Candidate & Assessment Pack
Assessment method
Not applicable
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 6
Title of activity and method of
delivery
Workshop: Understanding the management role (unit: 8605-400)
Pre work:
 Delegates to seek feedback from Line Manager, Peers and subordinates as to their communication
style, presentation etc.
Workshop:
 Introduction to the nature and purpose of organisations and the role that mission and value
statements play in articulating this to stakeholders
 Interactive exploration of the University of Exeter Mission and Values and comparison to other HFE
institutions and other non HFE organisations
 Identification of stakeholders and the range of stakeholders the University has
 Consideration of the impact these stakeholders have on the Mission and Values of the University and
the objectives that flow from these
 Comparison of faculty/department organisation charts and the type of structure prevalent at the
University and consideration of the informal organisational relationships that can override the formal
structures
 Consideration of the benefits of the different organisation chart structures
 Exploration of the levels of management within the University and the roles and responsibilities at
each level
 Consideration of the profile and job functions of middle managers within the University
 Discussion with regard to the benefits of networking and the skills that are required to network
 Interactive exercise to consider the difference between management and leadership
 Discussion of John Adair’s Core Functions of Leadership model and analysis of the amount of time
spent in each area
 Input on the range of management styles including one systems approach and one contingency
approach
 Consideration of communication styles and the impact these may have on relationships
 Input on the work of Albert Mehrabian’s research with regard to communication and discussion
 Interactive exercise on the skills of questioning, active listening, non verbal communication and
feedback
 Consideration of the Equality Act and the communication challenges faced by those covered by the
Act and for whom English is not their first language
 Case studies to consider methods/procedures to overcome these difficulties
 Reflective review of personal style and approach based on feedback sought
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 7
Learning Outcome
1. Understand the specific responsibilities of middle managers in enabling an organisation to achieve its
goals
2. Understand how communication and interpersonal relationships affect managerial performance in
the workplace
3. Be able to assess personal development opportunities to improve own managerial performance
Total 15 hours:
Guided learning hours
Guided reading
Assessment method



Workshop
New managers programme
Guided reading




Laurie Mullins ‘Management & Organisational Behaviour’
John Adair, ‘Effective Leadership’
Online ILM resources from the Learning Zone.
Online resources on You e-Develop
Reflective review in a workplace context (4 credits)
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 8
Workshop: Building resilient and effective organisations (ILM unit: 8605-425 Developing Individual mental
toughness)
Pre work
1. Robertson Cooper i-resilience Instrument
2. Robertson Cooper leadership impact instrument
Workshop
Title of activity and method of
delivery

develop resilient thinking styles and behaviours in ourselves and others.

identify where we can influence and lead change to minimise negative workplace stressors.

learn how our leadership and communication styles can foster resilience and effectiveness in our
areas of responsibility and beyond.

help to identify key systemic issues which need to be addressed at more strategic levels.

understand the thinking styles and behaviours which can help people become more resilient.

understand the key stressors in the workplace which they can positively influence.

learn through practice and peer coaching how they can reduce negative impacts of stress in
themselves and others.

identify key values & behaviours to foster a climate of resilience and effectiveness.

to surface any relevant issues, themes and patterns that are systemic in nature and therefore need to
be addressed at a more strategic level.
Learning Outcome
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
1. Be able to asses own mental toughness
2. Understand how mental toughness can be developed
3. Be able to plan to improve own mental toughness
Page 9
Total 15 hours:
Guided learning hours
Guided reading
Assessment method




Workshop
Guided reading
Robertson Cooper i-resilience instrument
Robertson Cooper leadership impact instrument


Online ILM resources from the Learning Zone.
Online resources on You e-Develop
Robertson Cooper i-resilience instrument interpretation and planning (2 credits)
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 10
Workshop: Delegating Authority (unit: 8605-404)
Pre-course work:
1. Bring a copy of your team structure either written by hand or a formal organizational chart, including
any ‘dotted lines’ that you work across.
2. Complete delegation self-assessment from you e develop’ What is my Delegation Style?’
3. Think of some tasks that you need to delegate.
Title of activity and method of
delivery
Workshop
1. Understand the benefits of delegation
 constraints and benefits of empowerment
 define and distinguish between authority, power, responsibility and accountability
 Tannenbaum & Schmidt. Discuss the findings.
 Then compare this to the ‘Five Levels of Delegation’. Also link in the work of James MacGregor
Burns
2. Be able to delegate effectively
 model of delegation
 urgent/important matrix
 selecting a team member for delegation
 process to apply the delegation model
 Feedback
3. Reflection
Post-course work:


Delegation
Recommended reading
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 11
Learning Outcome
1. Understand the benefits of delegation
2. Be able to delegate effectively in the workplace
3. Be able to improve own ability to delegate and empower others
Guided learning hours
Total (2 pre-work +3 workshop =) 5 hours
Guided reading
Tannenbaum, R., Schmidt, W (1973). How to choose a leadership pattern. Harvard Business Review, May/June
1973
Burns, James Macgregor. Transforming Leadership: A New Pursuit of Happiness. New York: Atlantic Monthly
Press, 2003.
Online ILM resources from the Learning Zone.
Online resources on You e-Develop
Assessment method
Written assignment based on delegation of authority to team member(s) (3 credits)
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 12
Tutorial support
Tutorial support is available on all delivery days and prior to submission of assessments. This will
be either individual tutorial time or group tutorial time e.g. spending time at the end of a
session.
1-1 feedback and support is also given to help candidates understand and work on their
Psychometric profiles.
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 13
Introduction to assessments used for this qualification
Submitting assignments
You will be required to submit a variety of pieces of work for the Units as described in the
Scheme of Work for this qualification. These are summarised in the table below. Each Unit has
clear assessment criteria which you will need to meet in our submitted work. Although there are
recommended lengths of submissions (and the amount of time needed to achieve this) these
are not strict – it is up to you to make sure your piece of work meets all the assessment criteria
and is clear and concise.
Please structure your assignments using the sub-headings in the Assessment Guide for each
Unit (contained at the end of this document).
Using the Cover sheet
Please make sure you attach the appropriate Cover sheet (available from the relevant ILM
qualification page on our website) to your submission. This is now a requirement for from the
ILM. Your candidate number should be provided to you when you register with the ILM. If you
do not have one please contact peopledevelopment@exeter.ac.uk.
Submitting drafts
You are encouraged to submit drafts to the Lead Assessor (currently Clive Betts, any changes will
be explained during the Induction and Assessment workshop) prior to your final submission. You
may submit a maximum of two drafts prior to final submission. Any further drafts submitted will
be treated as a final submission and will be marked accordingly.
Failing to meet the assessment criteria
If a final submission still fails to meet all the criteria you will be asked to re-submit your work
after further work which will be indicated when you are given feedback by your assessor. You
are allowed one re-submission.
After this you will be required to pay an assessment fee (varies with qualification) for every resubmission for that Unit.
Summary of assessments for this qualification
Learning component
Assignment task
Understanding the management role
Reflective review in a workplace context
Developing individual mental toughness
Robertson Cooper i-resilience Instrument
feedback and actions
Delegating authority
Reflective review in a workplace context
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 14
Assessment Guides
Understanding the Management Role
ASSIGNMENT TASK for Unit: Reflective review in a workplace context
TASK
The purpose of this unit is to demonstrate understanding of the middle management role and to be
able to plan your own development.
NOTE:
An ILM Assessment Task provides an opportunity to relate your learning directly to your current
organisation. It is recommended that you discuss the assignment with your line manager to explore
and agree how the task could be used to support the needs of your employer (as well as evidencing
your learning as part of completing your ILM qualification).
The nominal word count for this assignment is 2000 words: The suggested range is between 1500 and
2500 words, however individuals have different writing styles, and there is no penalty if the wordcount range is exceeded.
Please use the headings shown below when writing up your
assignment
Understand the specific responsibilities of middle managers
in enabling an organisation to achieve its goals
Provide correct and appropriate goals and specific and
measurable objectives that describe future outcomes or
direction for the organisation, and to then go on to evaluate
the extent to which the specific responsibilities of middle
managers enable the organisation to achieve its goals.
Understand how communication and interpersonal skills
affect managerial performance in the workplace
The second part of the task requires an evaluation of how
interpersonal skills and communication skills affect
managerial performance together with an evaluation of two
or more strategies to overcome barriers to effective
managerial communication and interpersonal skills.
Be able to assess personal development opportunities to
improve own managerial performance
Assess the effect of own knowledge and skills and behaviour
on own managerial performance and to produce a personal
development plan based on identified areas for personal
development.
Assessment Criteria
 Describe the goals and objectives
of your organisation (12 marks)
 Evaluate the specific
responsibilities of middle managers
in enabling your organisation to
achieve its goals (16 marks)
 Evaluate how interpersonal and
communication skills affect
managerial performance (16
marks)
 Evaluate strategies to overcome
barriers to effective managerial
communication and interpersonal
skills (16 marks)
 Assess own knowledge, skills and
behaviour, and their effect on own
managerial performance (16
marks)
 Identify areas for personal
development to improve own
managerial performance (8 marks)
 Produce a personal development
plan to improve own managerial
performance (16 marks)
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 15
Developing individual mental toughness
ASSIGNMENT TASK for Unit – Feedback and actions from Robertson Cooper iresilience instrument
TASK
The purpose of this unit is to develop individual mental toughness.
NOTE:
You should plan to spend approximately 12 hours researching your workplace context, preparing for
and writing or presenting the outcomes of this assignment for assessment.
The nominal word count for this assignment is 2000 words: The suggested range is between 1500 and
2500 words, however individuals have different writing styles, and there is no penalty if the wordcount range is exceeded.
Please use the headings shown below when writing up your
assignment
Be able to assess own mental toughness
The first part of this task is to correctly and appropriately
explain both the importance and the implications of mental
toughness, and then to evaluate a model that measures
mental toughness to draw conclusions.
You are then required to measure own mental toughness by
using a relevant model.
Understand how mental toughness can be developed
The second part of the task requires the results of own
mental toughness assessment to be used to examine the
implications for self and organisation, and then you are
required to evaluate two or more tools for developing
mental toughness to draw conclusions
Be able to plan to improve own mental toughness
The final part of the task requires an action plan, which
includes priorities and timescales, to be produced to
develop own mental toughness.
You then need to explain two or more benefits of
implementing the action plan and how the action plan will
be monitored and evaluated.
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 16
Assessment Criteria
 Explain the importance and
implications of mental toughness
(12 marks)
 Evaluate a model that measures
mental toughness (12 marks)
 Measure own mental toughness
using a relevant model (12 marks)
 Using the results of own mental
toughness assessment, examine
the implications for self and
organisation (16 marks)
 Evaluate tools for developing
mental toughness (12 marks)
 Produce an action plan to develop
own mental toughness (16 marks)
 Explain the benefits of
implementing the action plan (12
marks)
 Explain how you will monitor and
evaluate the action plan (8 marks)
Delegating authority in the workplace
ASSIGNMENT TASK for Unit: Reflective review in a workplace context
TASK
The purpose of this unit is to enable learners to delegate work effectively and empower others.
NOTE:
An ILM Assessment Task provides an opportunity to relate your learning directly to your current
organisation. It is recommended that you discuss the assignment with your line manager to explore
and agree how the task could be used to support the needs of your employer (as well as evidencing
your learning as part of completing your ILM qualification).
NOTE:
You should plan to spend approximately 21 hours researching your workplace context, preparing for
and writing or presenting the outcomes of this assignment for assessment.
The nominal word count for this assignment is 2000 words: The suggested range is between 1500 and
2500 words, however individuals have different writing styles, and there is no penalty if the wordcount range is exceeded.
Please use the headings shown below when writing up
Assessment Criteria
your assignment
Understand the benefits of delegation
Evaluate the benefits of effective delegation to provide
a conclusion or recommendations and to provide a
correct and appropriate account of the practices of
delegation to explain how delegation can be used to
empower others.
Be able to delegate effectively in the workplace
Present an argument or rationale to justify a correct
and appropriate process to follow when delegating
work within your area of responsibility, and you are
then required to allocate and monitor work you have
delegated using an appropriate process.
 Evaluate the benefits of effective
delegation (12 marks)
 Explain how delegation can be used to
empower others (12 marks)
 Justify an appropriate process to follow
when delegating work within your area
of responsibility (16 marks)
 Allocate and monitor work that you have
delegated within your own area of
responsibility (20 marks)
Be able to improve own ability to delegate and
empower others
Use evidence from the outcomes of the delegated task
and feedback from others to review and to make a
judgement as to how well the task was delegated, and
then to assess how you can improve your own ability
both to delegate and empower others using
appropriate criteria to make a judgement.
L4 Award in Leadership and Management Candidate Pack 2015-16.docx
Page 17
 Review how well you delegated the task,
based on the outcomes of the delegated
task and feedback from others (20
marks)
 Assess how you can improve your own
ability to delegate and empower others
(20 marks)