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DateMarch 07 2013
TitleILM Level 5 Award in Leadership and Management
Time9.00am - 4.30pm
Duration7 Days - 7th & 8th March, 8th, 16th & 29th April and 13th & 17th May - Up to 70% funding available - prices start from just £399 per person


Duration: 7 days

This qualification is designed for project managers, department heads, and other practising middle managers. It enables learners to develop their skills and experience, improve their performance and prepare for senior management responsibilities.

The impact for the employer will be gained from:

  • Encourage strategic thinking at this level of management, to foster business improvement
  • Engaging middle managers with training and development - this qualification is designed to provide clear, measurable benefits to career-minded professionals
  • Customise this qualification to your development needs.

The qualificaitons are made up of a broad range of units covering skills in six core areas - working with people, managing yourself and personal skills, providing direction, facilitating innovation and change, achieving results, and using resources. The flexibility in unit choice allows the qualification to be tailored to meet the needs of individual and employer.

Who is the Course For?

The level 5 Award in Leadership and Management is designed for:

  • Practicing Middle Managers
  • Aspiring Middle Managers

What You Will Learn?

By the end of this course delegates will be able to:

  • Understand own ability to fulfil key responsibilities of the leadership role
  • Be able to evaluate own ability to lead others
  • Understand the need for innovation and change management within an organisation
  • Be able to propose innovative solutions to improve organisational performance
  • Be able to lead and manage change within an organisation
  • Understand the effectiveness of own organisation in dealing with workplace stress and conflict
  • Be able to improve the management of workplace stress and conflict in own area of responsibility
  • Understand the importance of leading teams to achieve organisational goals and objectives
  • Be able to develop and lead teams

What Will The Course Cover?

Day 1 & 2

Become an Effective Leader

  • Taking responsibility
  • Contributing to overall vision and goals
  • Setting and providing guidance on values
  • Setting direction for significant programmes or projects
  • Stimulating innovation and enterprise
  • Anticipating, planning for an leading change overcoming obstacles
  • Delegating
  • Setting objectives for teams and individuals
  • Communicating and motivating
  • Supporting and developing programmes, projects, teams and individuals
  • Modelling appropriate behaviour
  • Representing the team and feeding back its experiences and views
  • Protecting the team and its members the trait approach to leadership the behavioural school (MacGregor, Blake and Mouton)
  • The contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Smidt, Adair)
  • Leaders and followers (Servant Leadership, Team Leadership, Transactional and Transformational)
  • Dipersed Leadership
  • How to evaluate the appropriateness of different leadership styles in the context of own responsibilities
  • The importance of being able to use a repertoire of leadership style in different situations and with different people
  • The concept of emotional intelligence as developed by different theorists and how it applies to the leadership role
  • The importance of understanding ones' own strengths and limitations
  • Using and interpreting different techniques to identify their own characteristics, strengths and limitations

Day 3

Leading Innovation and Change

  • Innovation and business performance
  • Financial and social benefits of innovation
  • Radical and incremental innovation
  • Innovation as a form of competitive advantage
  • Need for effective management of change
  • Continuous Improvement Techniques
  • The difference between Kaizen (continuous or incremental change) and breakthrough change (e.g. business process re-engineering)
  • Leadership and change, transactional/transformational leadership and other leadership models relevant to change
  • Concepts of creativity and innovation and the conditions and precesses required to encourage them
  • Need for environmental scanning and organisational analyses (PESTLE, core competencies, SWOT, etc)
  • The nature and role of vision in the change process techniques for critical decision-making
  • Methods of determining feasibility and viability of opportunities and options, and of contingency planning
  • Problem solving and decision-making techniques including the use of quanitative and qualitative information
  • Identification of human and financial factors in the consideration of change
  • Techniques for monitoring and evaluating outcomes of change
  • Methods of assessing the risk and uncertainties associated with proposed changes
  • Stakeholder mapping
  • Ways to identify stakeholders in change, and the benefits and costs to stakeholders, in order to overcome resistance
  • Skills and competencies required to manage innovation and change
  • Principles and practices associated with managing creativity and innovation
  • Direct and indirect effects upon other people, departments and organisations
  • Ways to organise and co-ordinate resources and activities to achieve planned change, including use of Gantt charts and network planning as tools for planning change
  • The role of communication in overcoming barriers and other difficulties

NOS Units: Links to MSC 2004 NOS: B1, C2, C4, C5, C6, D2, F3, F8

Day 4

Managing Stress and Conflict

  • Management responsibilities in relation to work-related stress
  • Methods to manage stress at own place of work
  • Workplace risk assessments
  • Sources of support and techniques to counsel staff audit and review procedures for managing stress
  • Possible indicators of stress in the workplace such as staff turnover
  • Organisational policies and procedures on bullying and harassment
  • Health and safety legislation in the workplace
  • Identifying and dealing with workplace stress and conflict
  • Causes of conflict and interpersonal friction (including bullying and harassment) and ways to resolve them
  • Grievance and discipline procedures, including supporting records
  • Organisational employment policies such as time-keeping, absenteeism, conduct, level of performance, attitude and behaviour, gross misconduct
  • Awareness of legal aspects of disciplinary processes
  • Causes, symptoms and impacts of stress and implications/effects of stress for individuals and organisations
  • Stress awareness training
  • Causes and effects of stress and implications for workplace and non-work activities and relationships
  • Symptoms of stress in self and recognition of stressful situations
  • Setting objectives and determining priorities to balance personal and organisational needs, sources of support, and when to seek professional advice/counselling
  • Active planning for stress management
  • Stress awareness campaigns
  • Symptoms of stress in self and recognition of stressful situations
  • Setting objectives and determining priorities to balance personal and organisational needs
  • Time management techniques as major factor
  • Benefits of delegating

NOS Units: Links to MSC 2004 NOS: B6, D6

Day 5


Day 6 & 7

Developing and Leading Teams

  • Concepts of authority and power; responsibility and accountability
  • Differences between managing in public, private and voluntary sectors
  • Processes of delegation and empowerment
  • Factors influencing behaviour at work; theories of motivation and their application to individuals, including incentives and rewards
  • Strategies to encourage managed risk-taking and to learn from failure
  • The characteristics and behaviours associated with initiative, leadership, creativity and innovation, and how to foster them
  • Need for performance assessment, and provision of development and/or counselling where necessary
  • Relationship between team performance and organisational goals and objectives
  • The Balanced Scorecard
  • Quality initiatives such as TQM
  • Techniques to evaluate team performance
  • Feedback, recognition and reward techniques to support, motivate and monitor
  • Characteristics of groups and teams, team membership and leadership
  • The importance of direction and values in creating effective teams
  • Stages in team development, use of team roles for building a blanced team
  • Teams in different contexts, e.g. operational, project, management, contractors, volunteers
  • Inter-relationships between team and individual performance and development
  • Factors influencing behaviour, theories of motivation and their application to teams, including reward systems, promotion, succession, and job rotation
  • Techniques to evaluate team performance
  • Techniques to review own performance, such as peer review and 3600 feedback
  • Management and leadership styles and qualities
  • Methods to promote trust and respect within the team

NOS Units: Links to MSC 2004 NOS: B1. B6, C2, C4, C5, C6, D6, F1, F2, F11

Pre-Course Preparation and Assessment

There is no pre-course preparation required for this aware; though TSW would encourage the learner to consider the topic areas outlined and how they relate to your organisation and experiences


Becoming an Effective Leader - Assignment

Leading Innovation and Change - N/A

Managing Stress and Conflict in the Organisation - Assignment

Developing and Leading Teams to Achieve Organisational Goals and Objectives - N/A

Meeting Organisational Needs

If you are representing a business the Level 5 Award can be run exclusively and tailored to suit your company's specific learning requirements and organisational needs. There are a number of unit choices for organisations to ensure that the qualification meets specific Learning outcomes.

For further information please call 01656 644300 to speak to our Business Development team or Contact Us via email at info@tsw.co.uk

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Course DetailsILM Level 5 Award in Leadership and Management Download