ILM Level 5 Award in Management & Leadership Course

Is ILM Level 5 Award in Management & Leadership course right for me?

Awarded by the Institute of Leadership and Management, the Level Five Award in Management & Leadership provides current and aspiring managers/leaders with a recognised qualification that focuses on key skills required to be a successful manager and leader.

ILM Level 5 Award in Management & Leadership course is a highly practical and the tailored programme that introduces tools and techniques for managers and leaders.

On successful completion of the programme, individuals will be awarded the ILM Level 5 Award in Management & Leadership.

Participants who complete the programme will also automatically become a member of the Institute of Leadership and Management and enjoy the benefits.

What will I get out of ILM Level 5 Award in Management & Leadership course?

The aim of this course is that you will:

• Understand the organisation's purpose, stakeholders, structure and functional areas and managerial roles
• Understand the specific responsibilities of middle managers in enabling an organisation to achieve its goals
• Understand how communication and interpersonal relationships affect managerial performance in the workplace
• Evaluate personal development opportunities to improve own managerial
• Review the prevailing leadership style in the organisation
• Review the motivation and commitment to the organisation’s values and goals amongst the people you lead
• Review your own leadership ability to motivate people and build commitment to achieve your organisation's goals

Duration

5 days guided learning supported by online and telephone tutorial support between units (10 units).

What does ILM Level 5 Award in Management & Leadership course cover?

Programme induction

Each programme must start with a short induction of at least one hour for this Award and should include written information for learners on the programme, ILM, study, work based assignments, support and appeals procedure.

M4.01 Understanding the management role (3 Days)

The nature and purpose of organisations

• Mission and value statements
• Stakeholders and their objectives
• Organisational structure
• Hierarchical and matrix structures
• The range of operational functions
• Levels of management and associated roles and responsibilities within organisation

The role of a middle manager

• Formal and informal organisational relationships
• How communication affects managerial performance
• Identify barriers to communications and effective interpersonal relationships in the organisation
• Profile and job functions of middle managers
• The management task, including planning, organising, motivating and controlling

Effective management skills

• Examining differences in behaviour
• Cultural and individual differences
• Critical assessment own knowledge, skills, personal attributes and behaviour, and their effect on own managerial ability
• Identify areas for personal development to improve own managerial behaviour
• Plan and set priorities for future development

Communicating as a manager

• Essential interpersonal skills
• Your impact on communication at work
• Ways to resolve communication challenges
• Communications climate and culture
• Importance of feedback
• Encouraging effective communication
• Networking skills
• Questioning and active listening skills
• Non-verbal communication interact to affect understanding and their effect on communication in the workplace
• Methods/procedures to overcome particular communication challenges

Emotional intelligence

• Emotional intelligence and the leadership role
• The importance of understanding one’s own strengths and limitations
• Using and interpreting different techniques to identify their own characteristics, strengths and limitations

Communicating as a leader

• Communicating overall vision and goals
• Winning and maintaining the commitment of teams and individuals
• Effective techniques for communicating, persuading and negotiating
• How to select communication, persuasion and negotiation skills
• Using a repertoire of leadership styles
• How to develop vision and goals for significant projects or programmes of work
• Spotting opportunities
• The leader’s role in protecting and mentoring team members

Personal development as a leader

• Importance of continuous self-development
• Displaying confidence and self-assurance
• Playing to own strengths and showing a readiness to take calculated risks
• Managing relationships (inspiring, influencing, networking, conflict management)
• Displaying self-leadership
• Setting personal objectives
• Personal action planning moving forward

The difference between managing and leading

• Range of management styles
• Differences between management and leadership
• Range of human behaviours, including cultural and individual differences

Personal style and approach

• Personal image and presentation
• Non-verbal communication
• Social skills applicable to workplace
• Respect for others
• Balance between trust and control
• Knowledge management and sharing of information
• Personal management styles and their effects on situations and individuals

M5.29 Assessing your own leadership capability and performance (3 days)

What is leadership?

• Leadership theories and different leadership styles
  Trait approach to leadership Behavioural school (MacGregor, Blake and Mouton) Contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Smidt, Adair) Leaders and followers (Servant Leadership, Team Leadership, Transactional and Transformational) Dispersed Leadership
• The key responsibilities of leadership
• Evaluating the appropriateness of different leadership styles

Delegating and motivation

• Theories and principles of delegating responsibility and empowering others
• Gaining the motivation and commitment of others
• Motivational Theories - Maslow’s Hierarchy, MacGregor’s Theory X and Theory Y, Herzberg’s Two Factor Theory,Vroom’s Expectancy Theory, McClelland's 3-Needs Theory
• Motivational factors
• Evaluating motivational factors and selecting those that are appropriate