Workbook
2017 – 2018
Unit: 308 Understanding leadership
Level: 3
Guided Learning Hours: 6
Credits: 2
Name: ____________________________________________________________________________
Candidate Number: _________________________________________________________________
Assessment Guidance Notes
Before you write your final answers we strongly recommend that you make rough notes (or a
mind map) of your main points first.
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First of all read through the whole task carefully.
You will need to think of examples of situations in which you are acting as a leader.
In drafting your answer use materials from the course module attended.
Assessment Verbs Explained
Describe
What does it look like?
An account of the principal features of the topic. Involves some element of selection of the more
important features. Again context and possible variation is significant, as is the degree of detail
required in the description.
Explain
How does it work?
Involves some description of a topic with an account of the practices associated with the topic. It may
also imply some reasons for those practices, depending on context. Again, the level of cognitive skill
involved will depend on the complexity of the subject matter.
Assess
Is this to the required
standard?
Examining a topic and making a judgement, based on standard criteria. An assessment will judge each
element individually. An assessment does not consider any causal factors, but focuses primarily on
impact or outcomes
As well as embedding the learning from your Understanding Leadership module, this is a fantastic
opportunity for you to reflect and think about what you actually do. It’s very easy to get stuck on
the ‘hamster wheel’ and caught up in being busy. Make the most of this opportunity to avoid
falling into that trap!
Assessment Criteria : Understanding leadership
AC 1.1
Describe the factors that will influence the choice of leadership styles or behaviours in
workplace situations
You should provide a description of at least two factors and link them to experience you have had in
your current or previous organisation.
Factor 1: Deadlines
Description: In my workplace we have certain deadlines that need to be achieved; these can
include such things as repairs and routine maintenance to vital production required
equipment. These deadlines have an impact on how quick they are carried out and resolved,
by minimising downtime hence minimising company financial losses. I sell this approach to
my staff by making them fully aware of the potential losses the company can face if the
required work/maintenance deadline is not met in the specific time constraint. I have made
my staff aware of the possible financial losses. By doing this it has given them a more
positive approach when carrying out their tasks.
Factor 2: Employees
Description: I understand that I have people working for me and not machines. These
people on a day to day basis may not perform as well as they did or would have on other
days. This can be due to personal issues, sickness/health, tiredness etc. I feel that by
understanding people’s feelings and willingness to support and help them (where possible) I
get better pro-activity, positive attitude, and work load from my people. This employee
focus has been a key factor for me in my role with ongoing changes in my work
environment, by making my staff feel supported and having a confident approach to myself
with any issues they have has made their work environment as supportive as possible.
Referral
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The factors that will influence the
choice of leadership styles or
behaviours in workplace situations
is merely stated as opposed to
described
A description is given of the
factors that will influence the
choice of leadership styles or
behaviours but the description is
incorrect, inappropriate or minimal
or is not related to workplace
situations
Only one factor is described that
will influence the choice of
leadership styles or behaviours in
workplace situations
AC 1.2
Pass
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A correct and appropriate
description is given of two or more
factors that will influence the
choice of leadership styles or
behaviours in workplace
situations although the description
may be limited and the links to
workplace situations may be more
implicit than explicit
Good Pass
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A thorough and detailed
description is given of a range of
factors that will influence the
choice of leadership styles or
behaviours explicitly related to
workplace situations
Explain why these leadership styles or behaviours are likely to have a positive or negative
effect on individual and group behaviour
Refer back to the factors described in AC 1.1 and include the positive and negative effect they may
have on group and individual behaviour.
Factor 1
Positive Effects: Effective when decisions must come quickly. Prevents stagnation because
of poor organization or lack of leadership. Keeps individuals, groups or teams from missing
important deadlines. During stressful periods, a directive leader can be more effective, and
their teams appreciate their leadership.
Negative Effects: Can be potentially abused by overly powerful personalities.
Can stifle staff and discourage team creativity.
Employees may not react well to authoritarian leadership.
Can discourage open communication between leaders and subordinates.
Reasons: A directing leader will never be a popular one. More like a headmaster than a
manager, this leader will stifle creativity, innovation or ideas that may come from team
members, and can leave them feeling overworked and undervalued. This can increase staff
turnover, low morale and effectively cost the company more money, despite an increase in
productivity.
Factor 2
Positive Effects: Trust is built between leaders and subordinates.
Ingenuity, creativity and fulfilment are reinforced.
Camaraderie is developed between people.
Productivity is increased because people look forward to working together.
Negative Effects: High maintenance of relationship building is time-consuming.
Manipulation can occur when people take advantage of personal relationships.
Sensitivity to minor incidents can cause strife between team members and leaders.
Productivity can decrease as a result of people focusing too much on personal relations.
Reasons: A supportive leader may have a tough time dealing with conflicts when they do
arise, and will be less likely to meet these scenarios head on. It can also result in poor
performance from workers who become lackadaisical under the stream of positive
feedback, as they run out of direction to strive to be better.
Referral
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Pass
Why the leadership styles or
behaviours referred to in AC 1.1
are likely to have a positive or
negative effect on individual
and/or group behaviour is merely
stated as opposed to explained
An explanation is given of why the
leadership styles or behaviours
referred to in AC 1.1 are likely to
have a positive or negative effect
on individual and/or group
behaviour but the explanation is
incorrect, inappropriate or minimal
An explanation is given of why the
leadership styles or behaviours
referred to in AC 1.1 are likely to
have a positive or negative effect
on individual or group behaviour
but not both
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A correct and appropriate
explanation is given of why the
leadership styles or behaviours
referred to in AC 1.1 are likely to
have a positive or negative effect
on individual and group
behaviour although the
explanation may be limited
Good Pass
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A thorough and detailed
explanation is given of why the
leadership styles or behaviours
referred to in AC 1.1 are likely to
have a positive or negative effect
on individual and group behaviour
and may be supported by
appropriate work based examples
or illustrations
Learning Outcome / Section 2: Understand leadership qualities and review own leadership
qualities and potential
AC 2.1
Assess own leadership behaviours and potential in the context of a particular leadership
model and own organisation’s working practices and culture, using feedback from others
SELF
Chart the scores here from your completed survey
What are your observations of your scores based on your role and the organisational
working practices?
In my department, being as it is made up of only a few employees. Team work is vital in
order that work is completed on time and correctly, and that a sense of purpose is felt by all
which is shown in the scores.
My observations on my scores are that they are fairly balanced, with plenty of room to grow
my leadership style.
Based on your scores above and your own role, which 2 areas do you think you should work
on as a priority?
Based on my scores I see Innovation is a key area I need to make an effort to improve on. I
would also like to improve on my scores for authenticity.
FEEDBACK FROM OTHERS
Chart the feedback here from your three respondents
Where are main difference between your ‘self’ scores and the ‘others’ scores?
Why do you think these differences have occurred (Consider your Behaviours, Emotions and
Actions when interacting with the feedback nominees)?
Referral
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Own leadership behaviours and/or
potential in the context of a
particular leadership model and/or
own organisation’s working
practices and/or culture, using
feedback from others are
described or explained as
opposed to assessed
An assessment is made of own
leadership behaviours and
potential based on feedback from
others and in the context of a
particular leadership model and
own organisation’s working
practices and culture but the
assessment is inappropriate or
minimal
An assessment is made of own
leadership behaviours and
potential but is not based on
feedback from others and/or is not
in the context of a particular
leadership model and/or own
organisation’s working practices
and culture
Pass
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An appropriate assessment is
made of own leadership
behaviours and potential clearly
based on feedback from others,
and in the context of both a
particular leadership model, and
also of own organisation’s working
practices and culture, although
the assessment may be limited
and/or the context of a particular
leadership model and/or own
organisation’s working practices
and culture may be more implicit
than explicit
Good Pass
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A thorough and detailed
assessment is made so as to form
a judgement of own leadership
behaviours and potential explicitly
based on feedback from others
and clearly in the context of a
particular leadership model and
own organisation’s working
practices and culture
AC 2.2
Describe appropriate actions to enhance own leadership behaviour in the context of the
particular leadership model
You must describe at least two actions you could take to enhance your own leadership behaviour.
You should relate this to the Leadership Manifesto as with the previous Learning Outcome.
Leadership Truth
Authenticity
Actions to enhance own leadership behaviour (Stop, Start & Continue)
Start owning your mistakes and shortcomings
Continue to be true to ones sel
Purpose
Teamwork
Innovation
Manage Ambiguity
and Risk
Stop micro managing every detail
Start delegating work load
Continue to build team members development
Stop any negativity towards what people might deem stupid ideas
Start pushing for new ideas
Continue looking at wider environment for products and techniques
Stop fixed thinking in
Educate
Deliver With Pace
(Execute)
Notes:
Start
Continue to share my knowledge and skills
Stop taking
Referral
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Appropriate actions to enhance
own leadership behaviour in the
context of the particular
leadership model referred to in AC
2.1 are merely listed or stated as
opposed to described
A description is given of the
appropriate actions to enhance
own leadership behaviour in the
context of the particular
leadership model referred to in AC
2.1 but the description is
inappropriate or minimal
A description is given of the
appropriate actions to enhance
own leadership behaviour but is
not in the context of the particular
leadership model referred to in AC
2.1
Only one appropriate action to
enhance own leadership
behaviour is described
Pass
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An appropriate description is
given of two or more appropriate
actions to enhance own
leadership behaviour in the
context of the particular
leadership model referred to in AC
2.1 although the description may
be limited
Good Pass
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A thorough and detailed
description is given of a range of
appropriate actions to enhance
own leadership behaviour
explicitly related to the particular
leadership model referred to in AC
2.1