The unit aims to supports organisational and self-awareness in learners. It provides a foundation for a self-critical and reflective approach to personal development to support the learner when operating at a strategic level. Wider context organisational and environmental factors are also considered as contributors to overall strategic success of the individual and theorganisation.
| Learning Outcomes | Assessment Criteria |
| 1. Be able to identify personal skills to achieve strategic ambitions | 1.1 Critically analyse the strategic direction of the organisation |
| 1.2 Critically evaluate the strategic skills required of the leader operating in a complex environment to achieve personal and organisational strategic ambitions | |
| 1.3 Assess the relationship between existing, required and future skills to achieve strategic ambitions | |
| 2. Be able to manage personal leadership development to support achievement of strategic ambitions | 2.1 Critically discuss the opportunities to support leadership development |
| 2.2 Design a personal development plan to direct leadership development in a complex environment | |
| 2.3 Devise an implementation process to underpin the success of the development plan that can realise substantial changes in leadership style | |
| 3. Be able to evaluate the effectiveness of the leadership development plan | 3.1 Critically evaluate the achievement of outcomes of the plan against original objectives |
| 3.2 Evaluate the impact of leadership style and the achievement of objectives on strategic ambitions in different organisational settings | |
| 3.3 Critically review and update the leadership development plan | |
| 4. Be able to advocate an employee welfare environment that supports organisational values | 4.1 Critically evaluate the impact of corporate commitment to employee welfare on strategic organisational objectives |
| 4.2 Discuss how an employee welfare environment can affect achievement of strategic organisational objectives | |
| 4.3 Determine the influence of corporate commitment to |
Indicative Content
The indicative content for learners includes, but is not limited to, the following:
Approaches to business strategy
Old and new business models
Strategy evolution
Resource based approach to strategy
Analysis of the environment
Honey and Mumford learning styles
Personal development and gap analysis including developing yourself
Career anchors (Edgar Schein)
Blanchard, Adair, Blake and Mouton Models on leadership and development
Argyris’ double loop learning
Reddin’s 3D and Belbin’s team roles
Skills competences and know-hows including core and distinctive competences
Intellectual capital and balance score card methods
Development of a personal development plan (PDP)
Health and safety at work
Erikson’s Life Stage Theory
Nudge Theory
Psychological Contract
Kirkpatrick’s Learning Evaluation Model
Erikson’s Theory of Personal Development (1902 – 1994)
Developmental and Sponsorship Mentoring
Formal and Informal
Learners will further be introduced to, and encouraged to discuss, some of the management models, concepts and ideas that could be used to help them set departmental, project, team and their own objectives.
