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Assignment Briefs
10-18-2024
1.1. Compare and contrast leadership and management.
RCC 5.3: Lead and manage a team within a residential childcare setting
Unit reference
L/506/7607
Unit level
5
Credit value
5
Guided Learning (hours)
36
Unit aim
This unit provides the knowledge and skills required to lead and manage a team within a residential childcare setting.
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Learning outcomes
The learner will:
Assessment criteria
The learner can:
Evidence record
e.g. page number & method
Assessor judgement achieved
Initial and date
1. Understand the concepts of management and leadership.
1.1. Compare and contrast leadership and management.
1.2. Analyse theoretical models of leadership styles.
1.3. Analyse theoretical models of management styles.
1.4. Explain how both leadership and management involve a two way dynamic between the people involved.
2. Understand the features of effective team performance within residential childcare.
2.1. Compare models of team working.
2.2. Analyse the features of an effective team.
2.3. Analyse barriers to effective team performance.
2.4. Analyse how management and leadership styles influence team performance.
Learning outcomes
The learner will:
Assessment criteria
The learner can:
Evidence record
e.g. page number & method
Assessor judgement achieved
Initial and date
2.5. Analyse methods for conflict resolution within a team.
3. Be able to lead the development of a positive organisational culture.
3.1. Analyse components of a positive organisational culture.
3.2. Develop strategies to support a positive organisational culture in own team.
3.3. Implement strategies to support a positive organisational culture in own team.
3.4. Evaluate strategies used to develop a positive organisational structure.
4. Be able to develop a plan with team members to meet agreed objectives.
4.1. Support team members to understand and commit to the vision and strategic direction of the organisation.
4.2. Work with team members to agree team objectives that implement the vision, ambition and strategic direction.
4.3. Deploy the skills, interests, knowledge, creativity and expertise within the team to meet agreed objectives.
4.4. Agree roles and responsibilities with team members.
4.5. Support sharing of skills and knowledge between team members.
Learning outcomes
The learner will:
Assessment criteria
The learner can:
Evidence record
e.g. page number & method
Assessor judgement achieved
Initial and date
5. Be able to support individual team members to work towards agreed objectives.
5.1. Carry out professional supervision with team members in accordance with organisational requirements.
5.2. Set individual work objectives with team members based on agreed team objectives.
5.3. Use a solution focused approach to support team members in addressing challenges.
5.4. Support team members to manage their emotional responses to distressing situations that arise in their job role.
5.5. Work with team members to identify opportunities for continuing professional development.
6. Be able to manage performance.
6.1. Involve children or young people in the monitoring and management of team performance
6.2. Monitor progress towards agreed objectives.
6.3. Provide feedback on performance to:
Learning outcomes
The learner will:
Assessment criteria
The learner can:
Evidence record
e.g. page number & method
Assessor judgement achieved
Initial and date
6.4. Explain processes for managing individuals when their performance does not meet agreed personal objectives.
6.5. Explain processes for managing teams when their performance does not meet agreed objectives.
6.6. Recognise individual and team achievements.
7. Understand how to lead a team through change.
7.1. Analyse factors that drive change in residential childcare settings.
7.2. Compare theories of change management.
7.3. Evaluate tools and techniques that support team members to implement change.
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Additional information about the unit:
Relationship to occupational standards
SCDLMCA1 SCDLMCA2 SCDLMCA5 SCDLMCE2 SCDLMCE10
Additional unit assessment requirements
Units need to be assessed in line with the Skills for Care & Development Assessment Principles.
Guidance for developing assessment arrangements for the unit:
Guidance for developing unit assessment arrangements – provided with the unit
Learning outcomes 3, 4, 5 and 6 must be assessed in a real work environment.
Example Answer - Do Not Copy
1.1. Compare and contrast leadership and management.
Leadership and management, while closely related, serve distinct functions within an organisation. Leadership is often described as the ability to influence, inspire, and guide individuals or teams towards achieving a common vision or goal. It involves motivating people, fostering innovation, and creating a sense of purpose. Leadership tends to focus on the bigger picture, future direction, and the values that shape an organisation`s culture.
In contrast, management is more concerned with the day-to-day operations, ensuring that systems and processes function efficiently. Managers organise resources, set goals, and ensure that tasks are completed according to plans and policies. While leadership is about setting a vision and motivating people, management involves planning, controlling, and problem-solving to achieve specific outcomes.
The key difference between the two lies in their approach: leadership is more people-focused, fostering long-term growth and change, whereas management is task-oriented, aiming for stability and short-term results. Both roles, however, are essential for the success of an organisation, and the most effective leaders are often skilled managers as well, balancing visionary leadership with strong operational management.
In the context of residential childcare settings, this distinction is crucial. Leaders may focus on building a positive organisational culture, supporting emotional well-being, and fostering professional development, while managers ensure compliance with regulations, allocate resources effectively, and monitor staff performance. Both leadership and management involve working with people in a dynamic, reciprocal relationship where feedback, communication, and collaboration are key.
1.2. Analyse theoretical models of leadership styles.
Theoretical models of leadership styles provide frameworks for understanding how leaders influence their teams and organisations. Several key models are widely discussed in the literature, each offering different perspectives on effective leadership.
1. Trait Theory
Trait theory suggests that certain inherent characteristics and personality traits make individuals effective leaders. These traits might include confidence, intelligence, charisma, and decisiveness. While this model highlights the qualities that can contribute to leadership success, it has been critiqued for its lack of consideration for situational factors and the development of leadership skills.
2. Behavioral Theory
Behavioral theories focus on the actions and behaviors of leaders rather than their inherent traits. This model categorises leadership styles into three main types:
Autocratic : The leader makes decisions unilaterally and expects compliance from team members. This style can be effective in crisis situations but may stifle creativity and motivation.
Democratic : The leader encourages participation and input from team members, fostering collaboration and innovation. This style is often associated with higher job satisfaction and team morale.
Laissez-Faire : The leader takes a hands-off approach, allowing team members to make decisions and work independently. This can empower employees but may lead to a lack of direction and accountability.
3. Situational Leadership Theory
Developed by Hersey and Blanchard, this theory posits that effective leadership depends on the maturity level of team members and the specific context. Leaders must adapt their style—ranging from directing to coaching, supporting, or delegating—based on the competence and commitment of their team members. This model underscores the importance of flexibility and situational awareness in leadership.
4. Transformational Leadership
Transformational leaders inspire and motivate their followers by creating a vision for the future and fostering an environment of trust and collaboration. They focus on developing team members` potential and encouraging innovation. This model emphasizes emotional intelligence, empathy, and the ability to inspire change, making it particularly relevant in dynamic environments like residential childcare settings.
5. Transactional Leadership
In contrast to transformational leadership, transactional leaders focus on established processes, rewards, and penalties. They use structured tasks and clear expectations to maintain productivity. While effective for achieving short-term goals, this style may not foster long-term commitment or innovation among team members.
Continued....
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