7LD02 Leadership and Management Development in Context
- March 7, 2022
- Posted by: Harry King
- Category: CIPD Level 7
About this Unit
Leadership and management development are about enabling the future governance and stewardship of the organization. This course analyses the difference between leaders and managers, as well as how these responsibilities vary across different contexts. The unit analyses the whole spectrum of development interventions to assure their effectiveness, as well as how to apply learning analytics to gather robust metrics of organisational performance. This unit emphasizes the critical need to comprehend the complexity of leadership and management development in a global setting.
What You Will Learn
As a learner of this unit, you will examine the distinctions between leadership and management in a variety of contexts, assessing the roles of leaders and managers, as well as their typical knowledge, skills, and behaviours. Additionally, you will critically discuss the advantages of strategic approaches to leadership and management development, which will help you better understand the dynamic environment in which leadership and management development occur. Understanding of how learning needs analysis impacts program design decisions and learning interventions will be developed as well as the importance of CPD for leaders and managers. Through your studies, you will compare metrics and evaluation models and how they can be applied, including the role of data and learning analytics to link leadership outcomes, further enhancing your understanding of the dynamic environment in which leadership and management development occurs. Finally, you will comprehend how the growth of international leadership and management in a global context affects cultural and geographical boundaries, as well as the issues faced by micro multinationals and SMEs operating globally.
This Unit is Suitable for Persons Who
This unit is essential for the following groups of people:
- Those who are working in an organization where they are accountable for the implementation of human resource policies.
- Are aspiring to pursue a profession in human resource management and have completed CIPD Foundation Diploma in Human Resource Practice.
- Have worked in the sector for a period of time but lack professionally recognized human resource qualifications.
- Are experienced people practitioners employed in a senior people practice position seeking to broaden and deepen their capacity, knowledge, and skills to impact strategy, policy, and people
- They are in pursuit of a professional qualification to advance their career in human resources (HR) and learning and development (L&D) management.
- Desire to increase their autonomy, influence, and judgment in order to effectively lead and drive organizations and their people on a strategic level.
Upon completing this unit, learners should be able to fulfil the following four primary learning outcomes. These outcomes are further classified into a variety of sub-categories. The learning outcomes will enable them to:
- Understand management and leadership within the wider organisational, social, political, and cultural context. (Learning outcomes 1)
- Understand differences between a range of leadership and management development interventions. ( Learning outcomes 2)
- Understand the outcomes of leadership and management development programs. ( Learning outcomes 3)
- Understand the development of international managers and leaders so that they can operate in a global context. ( Learning outcomes 4)
What are the Entry Requirements?
The unit has a variety of formal requirements for an expert level qualification, some of which differ from institution to institution, while others are inclusive of all students enrolled for the unit. A majority of institutions have created their diagnostic tools to ensure that candidates have the requisite qualifications to study for leadership and management development in context (7LD02). Some universities, for example, require candidates to be at least 18 years old on or before the first of July of the academic year in which they seek to enrol in the course. Furthermore, most schools conduct interviews with their applicants before enrolling them in the course.
In most situations, universities require candidates to have a basic understanding of the English language in order to enrol in the course. Some, for instance, require candidates to have a GCSE score of C/4 or higher in English. However, institutions follow the CIPD recommendation, which encourages learners to seek counselling before enrolling in the program if English is not their first language. Some colleges require students with English as a second language to obtain IELTS 6.5/ESOL Level 2 or an equivalent. On the other hand, other institutions prefer to assess situations individually.
Most, if not all, schools need candidates to have a bachelor’s degree and CIPD level 5 certifications and be currently or previously employed in a human resource position. Others require candidates to have a Level 6 Bachelor’s degree (Hons) in a human resource-related field. However, a fundamental necessity is that candidates have significant expertise in human resources. In extreme circumstances, substantial human resource experience at the strategic level may be accepted in lieu of a degree subject for evaluation. These diagnostics ascertain that learners can successfully complete and comprehend the Units and literacy requirements.
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Resources Used for the Unit
For students interested in pursuing this course, there are a variety of publications available. Here are a few examples that institutions across the globe extensively utilize.
Adair, J. E. (2019). Develop your leadership skills: Fast, effective ways to become a leader people want to follow. Kogan Page Ltd.
Akrofi, S. (2018). Value Creation Through Executive Development. Routledge.
Barmeyer, C., Bausch, M., & Moncayo, D. (2019). Cross-cultural management research: Topics, paradigms, and methods—A journal-based longitudinal analysis between 2001 and 2018. International Journal of Cross-Cultural Management, 19(2), 218-244.
Colby, S., & Salinas, T. M. (2021). Intentional Leadership Development Programming for Advancing Women Leaders. The Journal of Faculty Development, 35(1), 27-33.
Flinn, K. (2018). Leadership development: A complexity approach. Routledge.
Koponen, E. A. (2019). Leadership factors for a successful lean implementation in manufacturing SMEs.
LEADERS, D. T. (2018). LEADERSHIP, VISION, & REFLECTION.
Louis, D., & Diochon, P. F. (2019). Complex situations in coaching: A critical case-based approach. Routledge.
Longenecker, C., & Insch, G. S. (2018). Senior leaders’ strategic role in leadership development. Strategic HR Review.
Szczepańska-Woszczyna, K. (2020). Management Theory, Innovation, and Organisation: A Model of Managerial Competencies. Routledge.