Assignment Submission Requirements

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Assignment Submission Requirements

Please ensure your final ILM Submissions is sent across electronically as 1 document that is properly page numbered and must include: 

  • Cover Page with Your Name, Job Title and Programme Description
  • Plagiarism document signed
  • Stage One Assignments – Module One to Six
  • Stage Two Assignments – Module One to Three
  • Leadership Action Plan
  • Leadership Learning Log – post Stage One
  • Leadership Learning Log – Stage Two and after (the two learning logs can be one whole document if you prefer)
  • Learning Set Entries for 6 Learning Sets – remember to put the date on each learning set
  • Coaching Session Entries for 4 hours of Coaching – remember to put the date for each session along with the time spent together with the name of your coach
  • Completion of Short Essay Questions

 
 
 
 
 
Submission Cover Sheet
Instructions to the learner: It is a regulatory requirement that every assessment submission is authenticated as the work of the named learner whether submitted to the centre or the ILM Assessment Service (ILMA). Therefore this cover sheet, or an alternative form of formal declaration of authenticity if a centre uses electronic systems or e-portfolios, must be completed with each assessment that is submitted.  Any submission that does not carry a cover sheet or a formal declaration of authenticity will not be verified.

Centre Name Biz Group
Centre Number 831293
Learner Name  
Learner Registration number  
Date of Submission  
Learner’s Signature  

 
Statement of confirmation of authenticity
By the act of making this submission I am declaring that this is all my own work and that:

  • The work has not, in whole or in part, been knowingly submitted elsewhere for assessment
  • Where the submission includes work from a previous assessment this has been identified
  • Where materials have been used from other sources it has been properly acknowledged
  • If this statement is untrue, I acknowledge that an assessment offence has been committed

 
*Please read the guidelines on Plagiarism
 
 
The following guidelines on Plagiarism will be helpful to you:

  • The large majority of every assessment must be your original work. Substantial copying of course notes or other published or unpublished work is unacceptable as this does not demonstrate your knowledge, let alone your application. Even if acknowledged and properly referenced, excessive use of other people’s work is unacceptable
  • If you use someone else’s exact words in your work, they must be in quotation marks. Use quotations sparingly and only when you feel the author has expressed something so well and so concisely that the words cannot be improved
  • Even if you give your own explanation of somebody else’s work without quoting word-for-word, you must reference your source
  • When referencing a source, you must provide the name of the author, the date of their work that you have referred to and the page number where you got the quotation from immediately after the quotation (eg Hill, 2004, p. 42) and also provide full details of the reference in the bibliography
  • You must provide a bibliography – a list of books, articles and any other sources you have quoted – at the end of your assignments
  • The Harvard system for referencing sources is well-established and you can find guidance on how to use it on the internet
  • When making a reference to a book, the Harvard format is:

Hill, P. (2004) Concepts of coaching: a guide for managers. ILM, London
and for a reference to an article the Harvard format is:
Grant, A.M. (2010) It takes time: a ‘stages of change’ perspective on the adoption of workplace coaching skills. Journal of Change Management, 10(1), pp. 61
 
 
 


Module – ‘Roles and Behaviours of a Leader’ Assignment
 
In order to provide you with an opportunity to try out the key concepts and techniques that have been discussed today, you will be completing a number of specially designed exercises before returning for the next session.
 

1.   Operating in your Circle of Influence

Work to increase the time that you spend focusing on activities within your Circle of Influence, and significantly reduce the time spent in the Circle of Concern.  Complete the following chart and be ready to share outcomes at our next session.
 

State the activity or focus and the circle it belonged in Action you took as the leader                 and why Actual impact this had on you and those who work for you
     
     
     
     
     

 

2.   Effective use of Leadership Style

Get into the habit of thinking about the leadership style you should use when dealing with others BEFORE you meet with them.  Try to find opportunities to effectively use all four styles and complete the chart below ready to share at the start of the next session.
 
Style – Direct

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
Style – Delegate

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
Style – Involve

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve? 

 
Style – Empower

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
 
Module – ‘Motivating Your Team’ Assignment
Complete the following activities and bring the outcomes with you to Module – ‘Interpersonal Skills’ ready to discuss them.

  1. Complete the questionnaire below to discover what motivates each individual within your team, and highlight each individual’s top 3.
Reward A B C D E F G H
Person’s name or initials  
Fringe benefits (perks)                
Getting as much free time as possible                
Satisfaction from producing high quality work                
Developing new skills                
Undemanding, routine work                
Challenge of changing, variable work                
Contributing to a worthwhile enterprise                
The prospect of promotion                
Gaining personal status or power                
Agreeable working conditions                
Being told exactly what to do                
Freedom to decide how work is done                
Feeling of being needed                
Good wages or salary                
Social relationships with work mates                
Being respected within the company                
Being respected outside the company                
Others (specify)                

 

  1. Now that you know your team’s Top 3 Motivational factors, provide examples on how you will use this information to motivate individuals and teams in different situations.

 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 
 

  1. Implement at least two motivating tactics and record your successes below:

 
Example 1
 

Motivating Tactic: Describe what you actually did
 
 
 
 
 
 
Impact – how did the individual/team respond?
 
 
 
 
 
 
Explain the importance to you as a leader in applying these motivating tactics
 
 
 
 
 
 
In contrast, explain how a leader’s disregard of the importance of motivation could undermine the gaining of team or individual commitment to objectives
 
 
 
 
 

 
Example 2
 

Motivating Tactic: Describe what you actually did
 
 
 
 
 
 
Impact – how did the individual/team respond?
 
 
 
 
 
 
Explain the importance to you as a leader in applying these motivating tactics
 
 
 
 
 
 
In contrast, explain how a leader’s disregard of the importance of motivation could undermine the gaining of team or individual commitment to objectives
 
 
 
 
 

 

  1. Provide at least one piece of positive feedback and one piece of improvement feedback and complete the following chart.

 

Situation How did you give the feedback? What was the impact? Reflection: What would you do differently next time?
       
       
       
       

 

  1. Reflect upon feedback that you have received either from your manager, peers or individuals in your team and complete the following chart.

 
Example 1
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 
 
 
 
 
Example 2
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 
Example 3
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 

  1. Complete the communication styles questionnaire in your manual; follow the directions to score it. Read through the different communication styles.  We will be working through some exercises relating to this model during Module – ‘Interpersonal Skills’, so bring your completed questionnaire and scores with you.

 
 
 
 
Attached is a questionnaire that will help you in identifying your personality type and communication style.  If filled in honestly it will help you to understand why you behave in a certain way, with certain preferences, and it will allow you to understand that people are different and will consequently have different preferences.  If you can learn to spot the differences and change your approach to suit another person’s preferences, then you are more likely to be able to influence them as project team members.
 
The results of this questionnaire will help you with ways of influencing those who have different preferences to you.  There is no correct way to answer this questionnaire – all the preferences are equally important.
 

 
 
 
 
Instructions
 
Complete the following two pages by selecting one word on each line that most describes you.  You must select only one word.
 
Select one of these words and mark it with a tick.  For Example:
1 ___ Adventurous    ü Adaptable             ___ Animated           ___ Analytical
 
Make sure that you understand all of the words.  Complete Page A and Page B then bring the questionnaire to the training session where the facilitator will help you to identify if you are a squiggle, a triangle, a box or a circle.
 
Please complete the questionnaire honestly – there is no right answer only your preference.  Don’t take too much time over each question, scan the words and go for the answer that you think describes you most.
 
 
Page A
1 ___ Adventurous    ___ Adaptable          ___ Animated           ___ Analytical
 
2 ___ Persistent        ___ Playful               ___ Persuasive         ___ Peaceful
 
3 ___ Submissive      ___ Self-sacrificing     ___ Sociable             ___ Strong-willed
 
4 ___ Considerate     ___ Controlled          ___ Competitive        ___ Convincing
 
5 ___ Refreshing       ___ Respectful                   ___ Reserved           ___ Resourceful
 
6 ___ Satisfied          ___ Sensitive            ___ Self-reliant ___ Spirited
 
7 ___ Planner           ___ Patient              ___ Positive             ___ Promoter
 
8 ___ Sure               ___ Spontaneous      ___ Scheduled          ___ Shy
 
9 ___ Orderly           ___ Obliging             ___ Outspoken         ___ Optimistic
 
10 ___ Friendly         ___ Faithful              ___ Funny               ___ Forceful
 
11___ Daring            ___ Delightful           ___ Diplomatic ___ Detailed
 
12___Cheerful          ___Consistent           ___ Cultured            ___ Confident
 
13___ Idealistic         ___ Independent      ___ Inoffensive        ___ Inspiring
 
14___ Affectionate    ___ Decisive             ___ Dry humour       ___ Deep
 
15___ Mediator         ___ Musical              ___ Mover               ___ Mixes Easily
 
16___ Thoughtful      ___ Determined        ___ Talker               ___ Tolerant
 
17___ Listener          ___ Loyal                ___ Leader              ___ Lively
 
18___ Contented      ___ Chief                 ___ Chart maker       ___ Cute
 
19___ Perfectionist    ___ Pleasant            ___ Productive          ___ Popular
 
20___ Bouncy          ___ Bold                  ___ Behaved            ___ Balanced
 
 
 
 
Page B
21 ___ Blank            ___ Bashful              ___ Brassy              ___ Bossy
 
22 ___ Undisciplined   ___ Unsympathetic    ___ Unenthusiastic    ___ Unforgiving
 
23 ___ Restrained     ___ Resentful           ___ Inflexible            ___ Repetitious
 
24 ___ Fussy           ___ Fearful              ___ Forgetful            ___ Frank
 
25 ___ Impatient      ___ Insecure            ___ Indecisive          ___ Interruptive
 
26 ___ Unpopular      ___ Uninvolved         ___ Unpredictable      ___ Unaffectionate
 
27 ___ Headstrong    ___ Haphazard         ___ Hard to please    ___ Hesitant
 
28 ___ Plain             ___ Pessimistic         ___ Proud                ___ Accommodating
 
29 ___ Angered easily          ___ Aimless             ___ Argumentative    ___ Alienated
 
30___ Naive             ___ Negative attitude ___ No doubt           ___ Laidback
 
31___Worrier           ___ Withdrawn         ___ Workaholic         ___ Wants credit
 
32___Too sensitive    ___ Thoughtless       ___ Timid                ___ Talkative
 
33___ Doubtful         ___ Disorganised       ___ Domineering       ___ Depressed
 
34___ Inconsistent    ___ Introvert           ___ Intolerant          ___ Indifferent
 
35___ Messy           ___ Moody              ___ Mumbles           ___ Manipulative
 
36___ Slow              ___ Stubborn           ___ Show-off            ___ Sceptical
 
37___ Loner             ___ Lord over others ___ Lazy                 ___ Loud
 
38___ Sluggish          ___ Suspicious          ___ Short-tempered   ___ Scatterbrained
 
39___ Revengeful     ___ Restless            ___ Reluctant           ___ Rash
 
40___ Compromising ___ Critical                ___ Crafty               ___ Changeable
 
 
 
Scoring
Page A

 
 
 

1 ___ Adventurous  ___ Animated ___ Analytical ___ Adaptable
2 ___ Persuasive  ___ Playful ___ Persistent ___ Peaceful
3 ___ Strong willed  ___ Sociable ___ Self-sacrificing ___ Submissive
4 ___ Competitive  ___ Convincing ___ Considerate ___ Controlled
5 ___ Resourceful  ___ Refreshing ___ Respectful ___ Reserved
6 ___ Self-reliant  ___ Spirited ___ Sensitive ___ Satisfied
7 ___ Positive  ___ Promoter ___ Planner ___ Patient
8 ___ Sure  ___ Spontaneous ___ Scheduled ___ Shy
9 ___ Outspoken ___ Optimistic ___ Orderly ___ Obliging
10 ___ Forceful ___ Funny ___ Faithful ___ Friendly
11 ___ Daring ___ Delightful ___ Detailed ___ Diplomatic
12 ___ Confident ___ Cheerful ___ Cultured ___ Consistent
13 ___ Independent ___ Inspiring ___ Idealistic ___ Inoffensive
14 ___ Decisive ___ Affectionate ___ Deep ___ Dry Humour
15 ___ Mover ___ Mixes easily ___ Musical ___ Mediator
16 ___ Determined ___ Talker ___ Thoughtful ___ Tolerant
17 ___ Leader ___ Lively ___ Loyal ___ Listener
18 ___ Chief ___ Cute ___ Chart maker ___ Contented
19 ___ Productive ___ Popular ___ Perfectionist ___ Pleasant
20 ___ Bold ___ Bouncy ___ Behaved ___ Balanced
Page A Total      
  ______ ______ ______ ______

Page B

 
                                                                       
 

21 ___ Bossy ___ Brassy ___ Bashful ___ Blank
22 ___ Unsympathetic ___ Undisciplined ___ Unforgiving ___ Unenthusiastic
23 ___ Restrained ___ Repetitious ___ Resentful ___ Inflexible
24 ___ Frank ___ Forgetful ___ Fussy ___ Fearful
25 ___ Impatient ___ Interruptive ___ Insecure ___ Indecisive
26 ___ Unaffectionate ___ Unpredictable ___ Unpopular ___ Uninvolved
27 ___ Headstrong  ___ Haphazard ___ Hard to please ___ Hesitant
28 ___ Proud __ Accommodating ___ Pessimistic ___ Plain
29 ___ Argumentative ___ Angered easily ___ Alienated ___ Aimless
30 ___ No doubt  ___Naive ___ Negative attitude ___ Laidback
31 ___ Workaholic ___ Wants credit ___ Withdrawn ___ Worrier
32 ___ Thoughtless ___ Talkative ___ Too sensitive ___ Timid
33 ___ Domineering ___ Disorganised ___ Depressed ___ Doubtful
34 ___ Intolerant ___ Inconsistent ___ Introvert ___ Indifferent
35 ___ Manipulative ___ Messy ___ Moody ___ Mumbles
36 ___ Stubborn ___ Show-off ___ Sceptical ___ Slow
37 ___ Lord over others ___ Loud ___ Loner ___ Lazy
38 ___ Short-tempered ___ Scatterbrained ___ Suspicious ___ Sluggish
39 ___ Rash ___ Restless ___ Revengeful ___ Reluctant
40 ___ Crafty ___ Changeable ___ Critical ___ Compromising
Page B Total      
  ______ ______ ______ ______
Combined Totals      
  ______ ______ ______ ______

 


Module –‘Interpersonal Skills’ Assignment
Complete the following activities between now and when you return for the next session bringing your outcomes with you.
 

  1. Try to approach others in their style and complete the chart below:
What is the individual’s Shape
Find opportunities to communicate with all 4 Shapes
Situation
What was the situation and how did you approach it?
Outcome
What was the result of your efforts?
Reflection
How would you improve your approach next time
Box      
Squiggle      
Circle      
Triangle      

 
 

  1. Between now and when we meet next there are likely to be situations that create conflict or stress for you. Using the techniques and approaches discussed during the classroom session – aim to remain in the Adult Ego state during these situations. Record below how this worked; ready to report back at the start of our next classroom session.

 

Describe the initial situation
What impact did this have on the other party – part of first question above
What should you have done differently to prevent the situation in the first place?

 
Module – ‘Delegation’ Assignment

  1. Using the techniques provided, practice delegating tasks identified during the training today. Have at least three examples to discuss, and ensure that these include delegating to someone who either has an ability or motivation issue.  Bring your results with you to the last day of the training, when we will be discussing managing performance

 
Example 1
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
Example 2
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
Example 3
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
 

  1. Between Modules – ‘Delegation’ and ‘Planning & Organising’, arrange a meeting with your manager to get feedback on the Leadership Journey midterm report and to gain his support with your implementation. Come back to Module – ‘Planning & Organising’ with an update.

 

Module – ‘Planning & Organising’ Assignment

Complete the following and be ready to share the outcomes at the start of the next module.

  1. Implement tips to reduce impact of Time Robbers.

 

Time Robber Your Actions Impact What else do you need to do to reduce time robbers
       
       
       

 

  1. Move activities that can be planned from QI to QII.

 

What items in Q1 did you move to Q2 and how did you achieve this What impact did this have on your effectiveness How else can you manage these important quadrants better
     
     
     
  1. Conduct a meeting using the tips shared.

 

What did you put in place How effective were these measures in improving the meeting What would you do differently next time
     
     
     

 


Final Evaluation and Certification
Attending the training programme is only the first step in this learning journey.  You have already completed assignments that were set between modules, but now we need to consolidate this learning into a continued effort to improve leadership skills back in the work place for a sustained period.
 
Now that you have completed all the modules of the Leadership Journey Programme, it is important to plan how to utilise the learning.  With this in mind, the following process should be followed:

  1. Ensure that you have completed each of the assignments given and have these clearly recorded electronically so that you can produce this when required
  2. Revisit the learning objectives that you considered after receiving the 180 feedback prior to starting this programme
  3. Think about all modules and the areas that you personally need to focus on going forward using your commitment sheets as a focal point and reminder and ensure these attack your learning objectives
  4. Share this with your manager and discuss what support you need to achieve your plan
  5. Diarise review dates that are between now and two months from now, depending upon the objective
  6. Aim to complete the implementation plan within two months ready for a 180 evaluation that will help identify improvements that you have made
  7. Keep a reflection and learning log to record your implemented successes and learning; you should consider making a log entry regularly so that you have records to produce not just for Stage Two but also for your own Performance Enhancement meeting

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Leadership Learning Log
One great tool that you will start to use as you leave Stage One of the Leadership Journey Programmes is the learning log.  In your Performance Enhancement System you and every other individual within the organisation have the facility to use a Log Diary to record your efforts during the review period.  As part of the ILM process, you are required to keep a similar type of record of your leadership progress and achievements.
 
The Learning Log will not only provide you with a regular opportunity to reflect on your own progress but will also provide evidence to your manager and the organisation of this progress.
 
Guidelines for using the log:

  • Think of your log as a diary that you keep to remind you of what happened and when
  • As you achieve or make progress against one of the company Leadership Competencies, make a note of it, being as specific about your actions and outcomes as you can
  • Reflect on what you have learned from these actions to see if you can further improve
  • Go to your log on a weekly basis to reflect on what you have achieved against the competencies
  • Keep note of both positive and negative outcomes and the negative ones will help focus you on further development
  • Keep your log with you or within easy access, so that you can easily record your progress and achievements
  • Take it with you to any review meeting you have with your manager/coach in order to demonstrate your progress and results

 
The example below should help clarify this:

Dates
(week commencing)
Relevant Competency Action Taken Outcome/Results
14 September 2017 Managing Performance Provided improvement feedback to Joel using SBI to ensure he understood what he needs to improve and the impact this will have Joel acknowledged the need to change and made a commitment to do so appreciating the value and necessity of the change.
Next time I need to get more specific about my expectations and make these more measurable

Keeping such a log will help you to see where you are making progress and where you need to work more on a leadership competency.  It also provides you with the opportunity to consider the little successes you have had during a week which is always an energiser and a way in which you can motivate yourself.  It also demonstrates to you that your leadership efforts have their rewards and that everything you do have an impact on others.
 

Dates
(week commencing)
Relevant Competency Action Taken
(describe what specific action you took
as a leader)
Outcome/Results
(what impact did you have as a leader
and how could you improve)
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

 
 

Short Answer Questions – Level 3 Certificate in Leadership

 
Learner name:
 
Provide a detailed description of the factors that will influence the choice of leadership styles or behaviours in workplace situations (Min 300 words)
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 

 


 
Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour. Ensure your answer includes examples (Min 300 words)

 

Describe the main motivational factors in a work context and how these may apply to different work situations, teams and individuals (Min 200)
 

 

 


 
Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives (Min 300)

 



 
Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation (Min 200 words)
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 



 
Explain the role that communication plays in establishing a common sense of purpose (Min 300 words)
 

 

 

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Assignment Submission Requirements

Our academic experts are ready and waiting to assist with any writing project you may have. From simple essay plans, through to full dissertations, you can guarantee we have a service perfectly matched to your needs.

GET A 40% DISCOUNT ON YOU FIRST ORDER

ORDER NOW DISCOUNT CODE >>>> WELCOME40

 
Assignment Submission Requirements

Please ensure your final ILM Submissions is sent across electronically as 1 document that is properly page numbered and must include: 

  • Cover Page with Your Name, Job Title and Programme Description
  • Plagiarism document signed
  • Stage One Assignments – Module One to Six
  • Stage Two Assignments – Module One to Three
  • Leadership Action Plan
  • Leadership Learning Log – post Stage One
  • Leadership Learning Log – Stage Two and after (the two learning logs can be one whole document if you prefer)
  • Learning Set Entries for 6 Learning Sets – remember to put the date on each learning set
  • Coaching Session Entries for 4 hours of Coaching – remember to put the date for each session along with the time spent together with the name of your coach
  • Completion of Short Essay Questions

 
 
 
 
 
Submission Cover Sheet
Instructions to the learner: It is a regulatory requirement that every assessment submission is authenticated as the work of the named learner whether submitted to the centre or the ILM Assessment Service (ILMA). Therefore this cover sheet, or an alternative form of formal declaration of authenticity if a centre uses electronic systems or e-portfolios, must be completed with each assessment that is submitted.  Any submission that does not carry a cover sheet or a formal declaration of authenticity will not be verified.

Centre Name Biz Group
Centre Number 831293
Learner Name  
Learner Registration number  
Date of Submission  
Learner’s Signature  

 
Statement of confirmation of authenticity
By the act of making this submission I am declaring that this is all my own work and that:

  • The work has not, in whole or in part, been knowingly submitted elsewhere for assessment
  • Where the submission includes work from a previous assessment this has been identified
  • Where materials have been used from other sources it has been properly acknowledged
  • If this statement is untrue, I acknowledge that an assessment offence has been committed

 
*Please read the guidelines on Plagiarism
 
 
The following guidelines on Plagiarism will be helpful to you:

  • The large majority of every assessment must be your original work. Substantial copying of course notes or other published or unpublished work is unacceptable as this does not demonstrate your knowledge, let alone your application. Even if acknowledged and properly referenced, excessive use of other people’s work is unacceptable
  • If you use someone else’s exact words in your work, they must be in quotation marks. Use quotations sparingly and only when you feel the author has expressed something so well and so concisely that the words cannot be improved
  • Even if you give your own explanation of somebody else’s work without quoting word-for-word, you must reference your source
  • When referencing a source, you must provide the name of the author, the date of their work that you have referred to and the page number where you got the quotation from immediately after the quotation (eg Hill, 2004, p. 42) and also provide full details of the reference in the bibliography
  • You must provide a bibliography – a list of books, articles and any other sources you have quoted – at the end of your assignments
  • The Harvard system for referencing sources is well-established and you can find guidance on how to use it on the internet
  • When making a reference to a book, the Harvard format is:

Hill, P. (2004) Concepts of coaching: a guide for managers. ILM, London
and for a reference to an article the Harvard format is:
Grant, A.M. (2010) It takes time: a ‘stages of change’ perspective on the adoption of workplace coaching skills. Journal of Change Management, 10(1), pp. 61
 
 
 


Module – ‘Roles and Behaviours of a Leader’ Assignment
 
In order to provide you with an opportunity to try out the key concepts and techniques that have been discussed today, you will be completing a number of specially designed exercises before returning for the next session.
 

1.   Operating in your Circle of Influence

Work to increase the time that you spend focusing on activities within your Circle of Influence, and significantly reduce the time spent in the Circle of Concern.  Complete the following chart and be ready to share outcomes at our next session.
 

State the activity or focus and the circle it belonged in Action you took as the leader                 and why Actual impact this had on you and those who work for you
     
     
     
     
     

 

2.   Effective use of Leadership Style

Get into the habit of thinking about the leadership style you should use when dealing with others BEFORE you meet with them.  Try to find opportunities to effectively use all four styles and complete the chart below ready to share at the start of the next session.
 
Style – Direct

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
Style – Delegate

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
Style – Involve

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve? 

 
Style – Empower

Situation:  Describe the situation & why you chose this style
 
Actual impact on Individual & Group Behaviour:  Be specific in linking the cause & effect of the leadership style chosen on the situation & individual
 
Describe the positive or negative effect on Individual/group behaviour:  In hindsight, how would you modify your choice or do anything differently to further improve?

 
 
Module – ‘Motivating Your Team’ Assignment
Complete the following activities and bring the outcomes with you to Module – ‘Interpersonal Skills’ ready to discuss them.

  1. Complete the questionnaire below to discover what motivates each individual within your team, and highlight each individual’s top 3.
Reward A B C D E F G H
Person’s name or initials  
Fringe benefits (perks)                
Getting as much free time as possible                
Satisfaction from producing high quality work                
Developing new skills                
Undemanding, routine work                
Challenge of changing, variable work                
Contributing to a worthwhile enterprise                
The prospect of promotion                
Gaining personal status or power                
Agreeable working conditions                
Being told exactly what to do                
Freedom to decide how work is done                
Feeling of being needed                
Good wages or salary                
Social relationships with work mates                
Being respected within the company                
Being respected outside the company                
Others (specify)                

 

  1. Now that you know your team’s Top 3 Motivational factors, provide examples on how you will use this information to motivate individuals and teams in different situations.

 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

 
 

  1. Implement at least two motivating tactics and record your successes below:

 
Example 1
 

Motivating Tactic: Describe what you actually did
 
 
 
 
 
 
Impact – how did the individual/team respond?
 
 
 
 
 
 
Explain the importance to you as a leader in applying these motivating tactics
 
 
 
 
 
 
In contrast, explain how a leader’s disregard of the importance of motivation could undermine the gaining of team or individual commitment to objectives
 
 
 
 
 

 
Example 2
 

Motivating Tactic: Describe what you actually did
 
 
 
 
 
 
Impact – how did the individual/team respond?
 
 
 
 
 
 
Explain the importance to you as a leader in applying these motivating tactics
 
 
 
 
 
 
In contrast, explain how a leader’s disregard of the importance of motivation could undermine the gaining of team or individual commitment to objectives
 
 
 
 
 

 

  1. Provide at least one piece of positive feedback and one piece of improvement feedback and complete the following chart.

 

Situation How did you give the feedback? What was the impact? Reflection: What would you do differently next time?
       
       
       
       

 

  1. Reflect upon feedback that you have received either from your manager, peers or individuals in your team and complete the following chart.

 
Example 1
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 
 
 
 
 
Example 2
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 
Example 3
 

Describe the Feedback Received on your Leadership Behaviour
 
 
 
 
 
What actions have you taken as a result of this feedback?
Be specific in linking your answer to a particular Leadership Model
 
 
 
 
 
What difference has this made for you as a leader and how has it impacted your organisation’s working practices and culture?
 
 
 
 
 
 

 

  1. Complete the communication styles questionnaire in your manual; follow the directions to score it. Read through the different communication styles.  We will be working through some exercises relating to this model during Module – ‘Interpersonal Skills’, so bring your completed questionnaire and scores with you.

 
 
 
 
Attached is a questionnaire that will help you in identifying your personality type and communication style.  If filled in honestly it will help you to understand why you behave in a certain way, with certain preferences, and it will allow you to understand that people are different and will consequently have different preferences.  If you can learn to spot the differences and change your approach to suit another person’s preferences, then you are more likely to be able to influence them as project team members.
 
The results of this questionnaire will help you with ways of influencing those who have different preferences to you.  There is no correct way to answer this questionnaire – all the preferences are equally important.
 

 
 
 
 
Instructions
 
Complete the following two pages by selecting one word on each line that most describes you.  You must select only one word.
 
Select one of these words and mark it with a tick.  For Example:
1 ___ Adventurous    ü Adaptable             ___ Animated           ___ Analytical
 
Make sure that you understand all of the words.  Complete Page A and Page B then bring the questionnaire to the training session where the facilitator will help you to identify if you are a squiggle, a triangle, a box or a circle.
 
Please complete the questionnaire honestly – there is no right answer only your preference.  Don’t take too much time over each question, scan the words and go for the answer that you think describes you most.
 
 
Page A
1 ___ Adventurous    ___ Adaptable          ___ Animated           ___ Analytical
 
2 ___ Persistent        ___ Playful               ___ Persuasive         ___ Peaceful
 
3 ___ Submissive      ___ Self-sacrificing     ___ Sociable             ___ Strong-willed
 
4 ___ Considerate     ___ Controlled          ___ Competitive        ___ Convincing
 
5 ___ Refreshing       ___ Respectful                   ___ Reserved           ___ Resourceful
 
6 ___ Satisfied          ___ Sensitive            ___ Self-reliant ___ Spirited
 
7 ___ Planner           ___ Patient              ___ Positive             ___ Promoter
 
8 ___ Sure               ___ Spontaneous      ___ Scheduled          ___ Shy
 
9 ___ Orderly           ___ Obliging             ___ Outspoken         ___ Optimistic
 
10 ___ Friendly         ___ Faithful              ___ Funny               ___ Forceful
 
11___ Daring            ___ Delightful           ___ Diplomatic ___ Detailed
 
12___Cheerful          ___Consistent           ___ Cultured            ___ Confident
 
13___ Idealistic         ___ Independent      ___ Inoffensive        ___ Inspiring
 
14___ Affectionate    ___ Decisive             ___ Dry humour       ___ Deep
 
15___ Mediator         ___ Musical              ___ Mover               ___ Mixes Easily
 
16___ Thoughtful      ___ Determined        ___ Talker               ___ Tolerant
 
17___ Listener          ___ Loyal                ___ Leader              ___ Lively
 
18___ Contented      ___ Chief                 ___ Chart maker       ___ Cute
 
19___ Perfectionist    ___ Pleasant            ___ Productive          ___ Popular
 
20___ Bouncy          ___ Bold                  ___ Behaved            ___ Balanced
 
 
 
 
Page B
21 ___ Blank            ___ Bashful              ___ Brassy              ___ Bossy
 
22 ___ Undisciplined   ___ Unsympathetic    ___ Unenthusiastic    ___ Unforgiving
 
23 ___ Restrained     ___ Resentful           ___ Inflexible            ___ Repetitious
 
24 ___ Fussy           ___ Fearful              ___ Forgetful            ___ Frank
 
25 ___ Impatient      ___ Insecure            ___ Indecisive          ___ Interruptive
 
26 ___ Unpopular      ___ Uninvolved         ___ Unpredictable      ___ Unaffectionate
 
27 ___ Headstrong    ___ Haphazard         ___ Hard to please    ___ Hesitant
 
28 ___ Plain             ___ Pessimistic         ___ Proud                ___ Accommodating
 
29 ___ Angered easily          ___ Aimless             ___ Argumentative    ___ Alienated
 
30___ Naive             ___ Negative attitude ___ No doubt           ___ Laidback
 
31___Worrier           ___ Withdrawn         ___ Workaholic         ___ Wants credit
 
32___Too sensitive    ___ Thoughtless       ___ Timid                ___ Talkative
 
33___ Doubtful         ___ Disorganised       ___ Domineering       ___ Depressed
 
34___ Inconsistent    ___ Introvert           ___ Intolerant          ___ Indifferent
 
35___ Messy           ___ Moody              ___ Mumbles           ___ Manipulative
 
36___ Slow              ___ Stubborn           ___ Show-off            ___ Sceptical
 
37___ Loner             ___ Lord over others ___ Lazy                 ___ Loud
 
38___ Sluggish          ___ Suspicious          ___ Short-tempered   ___ Scatterbrained
 
39___ Revengeful     ___ Restless            ___ Reluctant           ___ Rash
 
40___ Compromising ___ Critical                ___ Crafty               ___ Changeable
 
 
 
Scoring
Page A

 
 
 

1 ___ Adventurous  ___ Animated ___ Analytical ___ Adaptable
2 ___ Persuasive  ___ Playful ___ Persistent ___ Peaceful
3 ___ Strong willed  ___ Sociable ___ Self-sacrificing ___ Submissive
4 ___ Competitive  ___ Convincing ___ Considerate ___ Controlled
5 ___ Resourceful  ___ Refreshing ___ Respectful ___ Reserved
6 ___ Self-reliant  ___ Spirited ___ Sensitive ___ Satisfied
7 ___ Positive  ___ Promoter ___ Planner ___ Patient
8 ___ Sure  ___ Spontaneous ___ Scheduled ___ Shy
9 ___ Outspoken ___ Optimistic ___ Orderly ___ Obliging
10 ___ Forceful ___ Funny ___ Faithful ___ Friendly
11 ___ Daring ___ Delightful ___ Detailed ___ Diplomatic
12 ___ Confident ___ Cheerful ___ Cultured ___ Consistent
13 ___ Independent ___ Inspiring ___ Idealistic ___ Inoffensive
14 ___ Decisive ___ Affectionate ___ Deep ___ Dry Humour
15 ___ Mover ___ Mixes easily ___ Musical ___ Mediator
16 ___ Determined ___ Talker ___ Thoughtful ___ Tolerant
17 ___ Leader ___ Lively ___ Loyal ___ Listener
18 ___ Chief ___ Cute ___ Chart maker ___ Contented
19 ___ Productive ___ Popular ___ Perfectionist ___ Pleasant
20 ___ Bold ___ Bouncy ___ Behaved ___ Balanced
Page A Total      
  ______ ______ ______ ______

Page B

 
                                                                       
 

21 ___ Bossy ___ Brassy ___ Bashful ___ Blank
22 ___ Unsympathetic ___ Undisciplined ___ Unforgiving ___ Unenthusiastic
23 ___ Restrained ___ Repetitious ___ Resentful ___ Inflexible
24 ___ Frank ___ Forgetful ___ Fussy ___ Fearful
25 ___ Impatient ___ Interruptive ___ Insecure ___ Indecisive
26 ___ Unaffectionate ___ Unpredictable ___ Unpopular ___ Uninvolved
27 ___ Headstrong  ___ Haphazard ___ Hard to please ___ Hesitant
28 ___ Proud __ Accommodating ___ Pessimistic ___ Plain
29 ___ Argumentative ___ Angered easily ___ Alienated ___ Aimless
30 ___ No doubt  ___Naive ___ Negative attitude ___ Laidback
31 ___ Workaholic ___ Wants credit ___ Withdrawn ___ Worrier
32 ___ Thoughtless ___ Talkative ___ Too sensitive ___ Timid
33 ___ Domineering ___ Disorganised ___ Depressed ___ Doubtful
34 ___ Intolerant ___ Inconsistent ___ Introvert ___ Indifferent
35 ___ Manipulative ___ Messy ___ Moody ___ Mumbles
36 ___ Stubborn ___ Show-off ___ Sceptical ___ Slow
37 ___ Lord over others ___ Loud ___ Loner ___ Lazy
38 ___ Short-tempered ___ Scatterbrained ___ Suspicious ___ Sluggish
39 ___ Rash ___ Restless ___ Revengeful ___ Reluctant
40 ___ Crafty ___ Changeable ___ Critical ___ Compromising
Page B Total      
  ______ ______ ______ ______
Combined Totals      
  ______ ______ ______ ______

 


Module –‘Interpersonal Skills’ Assignment
Complete the following activities between now and when you return for the next session bringing your outcomes with you.
 

  1. Try to approach others in their style and complete the chart below:
What is the individual’s Shape
Find opportunities to communicate with all 4 Shapes
Situation
What was the situation and how did you approach it?
Outcome
What was the result of your efforts?
Reflection
How would you improve your approach next time
Box      
Squiggle      
Circle      
Triangle      

 
 

  1. Between now and when we meet next there are likely to be situations that create conflict or stress for you. Using the techniques and approaches discussed during the classroom session – aim to remain in the Adult Ego state during these situations. Record below how this worked; ready to report back at the start of our next classroom session.

 

Describe the initial situation
What impact did this have on the other party – part of first question above
What should you have done differently to prevent the situation in the first place?

 
Module – ‘Delegation’ Assignment

  1. Using the techniques provided, practice delegating tasks identified during the training today. Have at least three examples to discuss, and ensure that these include delegating to someone who either has an ability or motivation issue.  Bring your results with you to the last day of the training, when we will be discussing managing performance

 
Example 1
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
Example 2
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
Example 3
 

What you Delegated
To Whom:  Describe whether they have high or low ability and motivation
Outcome:  Evaluate the effectiveness of your choice and methodology
Reflection:  What impact did this have on you as a leader & what would you do differently next time?

 
 

  1. Between Modules – ‘Delegation’ and ‘Planning & Organising’, arrange a meeting with your manager to get feedback on the Leadership Journey midterm report and to gain his support with your implementation. Come back to Module – ‘Planning & Organising’ with an update.

 

Module – ‘Planning & Organising’ Assignment

Complete the following and be ready to share the outcomes at the start of the next module.

  1. Implement tips to reduce impact of Time Robbers.

 

Time Robber Your Actions Impact What else do you need to do to reduce time robbers
       
       
       

 

  1. Move activities that can be planned from QI to QII.

 

What items in Q1 did you move to Q2 and how did you achieve this What impact did this have on your effectiveness How else can you manage these important quadrants better
     
     
     
  1. Conduct a meeting using the tips shared.

 

What did you put in place How effective were these measures in improving the meeting What would you do differently next time
     
     
     

 


Final Evaluation and Certification
Attending the training programme is only the first step in this learning journey.  You have already completed assignments that were set between modules, but now we need to consolidate this learning into a continued effort to improve leadership skills back in the work place for a sustained period.
 
Now that you have completed all the modules of the Leadership Journey Programme, it is important to plan how to utilise the learning.  With this in mind, the following process should be followed:

  1. Ensure that you have completed each of the assignments given and have these clearly recorded electronically so that you can produce this when required
  2. Revisit the learning objectives that you considered after receiving the 180 feedback prior to starting this programme
  3. Think about all modules and the areas that you personally need to focus on going forward using your commitment sheets as a focal point and reminder and ensure these attack your learning objectives
  4. Share this with your manager and discuss what support you need to achieve your plan
  5. Diarise review dates that are between now and two months from now, depending upon the objective
  6. Aim to complete the implementation plan within two months ready for a 180 evaluation that will help identify improvements that you have made
  7. Keep a reflection and learning log to record your implemented successes and learning; you should consider making a log entry regularly so that you have records to produce not just for Stage Two but also for your own Performance Enhancement meeting

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Leadership Learning Log
One great tool that you will start to use as you leave Stage One of the Leadership Journey Programmes is the learning log.  In your Performance Enhancement System you and every other individual within the organisation have the facility to use a Log Diary to record your efforts during the review period.  As part of the ILM process, you are required to keep a similar type of record of your leadership progress and achievements.
 
The Learning Log will not only provide you with a regular opportunity to reflect on your own progress but will also provide evidence to your manager and the organisation of this progress.
 
Guidelines for using the log:

  • Think of your log as a diary that you keep to remind you of what happened and when
  • As you achieve or make progress against one of the company Leadership Competencies, make a note of it, being as specific about your actions and outcomes as you can
  • Reflect on what you have learned from these actions to see if you can further improve
  • Go to your log on a weekly basis to reflect on what you have achieved against the competencies
  • Keep note of both positive and negative outcomes and the negative ones will help focus you on further development
  • Keep your log with you or within easy access, so that you can easily record your progress and achievements
  • Take it with you to any review meeting you have with your manager/coach in order to demonstrate your progress and results

 
The example below should help clarify this:

Dates
(week commencing)
Relevant Competency Action Taken Outcome/Results
14 September 2017 Managing Performance Provided improvement feedback to Joel using SBI to ensure he understood what he needs to improve and the impact this will have Joel acknowledged the need to change and made a commitment to do so appreciating the value and necessity of the change.
Next time I need to get more specific about my expectations and make these more measurable

Keeping such a log will help you to see where you are making progress and where you need to work more on a leadership competency.  It also provides you with the opportunity to consider the little successes you have had during a week which is always an energiser and a way in which you can motivate yourself.  It also demonstrates to you that your leadership efforts have their rewards and that everything you do have an impact on others.
 

Dates
(week commencing)
Relevant Competency Action Taken
(describe what specific action you took
as a leader)
Outcome/Results
(what impact did you have as a leader
and how could you improve)
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       
       

 
 

Short Answer Questions – Level 3 Certificate in Leadership

 
Learner name:
 
Provide a detailed description of the factors that will influence the choice of leadership styles or behaviours in workplace situations (Min 300 words)
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 

 


 
Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour. Ensure your answer includes examples (Min 300 words)

 

Describe the main motivational factors in a work context and how these may apply to different work situations, teams and individuals (Min 200)
 

 

 


 
Explain the importance of a leader being able to motivate teams and individuals and gain their commitment to objectives (Min 300)

 



 
Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation (Min 200 words)
 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 



 
Explain the role that communication plays in establishing a common sense of purpose (Min 300 words)
 

 

 

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