ILM Level 3 Award in Leadership and Management

Inductionand Study Skills

Aims:• To know more about ILM and what the

requirements of the programme are • To understand your learning style

preference• To learn how to follow Kolb’s Learning

Cycle• To be able to plan for ILM assessed work• To understand the importance of checking

assessed work before submission

Leadership

"Leadership is like the abominable snowman whose footprints are

everywhere but who is nowhere to be seen"

BENNIS, W. NANUS,B. (1997) Leaders, Strategies for taking charge 2nd edition p19 Harper Collins

Management• Management in business and

organizations is the function that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization or initiative to accomplish a goal

http://en.wikipedia.org/wiki/Management

NHS Leadership Academy

NHS Healthcare Leadership Model360 Tool

www.leadershipacademy.nhs.uk

The Lone Nut...

Leadership is said to be central to the future of health and social care services within the UK.

(Darzi 2008, Ham 2011)

• DARZI, A. (2008) High Quality Care for all NHS next stage review final report, Department of Health• HAM, C. (2011) It makes a welcome change to hear praise for NHS managers Health service journal 11th Feb 2011

• Hard work• Able to put the theory into practice• Encourages involvement• Can be daunting but worth the effort

– Continuously reviewing programme using feedback / evaluations

Feedback from previous groups…

Module Task Work

1 Induction and Study Skills Session None

2 Insights Discovery None

3 Equality and Diversity Understanding Leadership Group work session & Tutorials Task work preparation

4 Understanding Leadership Assessed task work in session + Assignment

5 Human Resources Day 1 None

6  Human Resources Day 2Understanding Discipline in the Workplace

Assignment

7 Understand how to Establish an Effective Team None8  Leading and Motivating a Team Effectively None

9  Planning Change in the Workplace Assignment

10  Understanding Stress Management in the Workplace None

11  Understanding Good Practice in Workplace Coaching None

12 Review and Reflection Graduation

None

Programme Schedule

ILM Induction Handbook

• Front Sheet:– Name– Student enrolment number– Module name– Date of submission– Word count

• Format– Ariel, black, font size 12 and lines 1.5 spaced and paragraphs double

spaced

• Guidance– Read the question carefully– Check the word count guidance given– Proof read the assignment prior to submission– Refer to Page 5 in the handbook

Planning for Assessed Written Work

• You must acknowledge work that you quote, paraphrase or you are influenced by within the text.

• See ILM Induction Handbook Appendix 2 for further information

Author/Date/Title(Ed)/Place of publishing/Publisher

Referencing

AC 2.1

Assess own leadership behaviours and potential in the context of a particular

leadership model and own organisation’s working practices and culture, using feedback from others

Leadership Assessment

Learning Outcome / Section 2: Understand leadership qualities and review own leadership qualities and potential

Assessment Criteria (AC)

Referral [0-13/28] Pass [14-20/28] Good Pass [21-28/28] feedback on AC

AC 2.1Assess own leadership behaviours and potential in the context of a particular leadership model and own organisation’s working practices and culture, using feedback from others

Own leadership behaviours and/or potential in the context of a particular leadership model and/or own organisation’s working practices and/or culture, using feedback from others are described or explained as opposed to assessedAn assessment is made of own leadership behaviours and potential based on feedback from others and in the context of a particular leadership model and own organisation’s working practices and culture but the assessment is inappropriate or minimal An assessment is made of own leadership behaviours and potential but is not based on feedback from others and/or is not in the context of a particular leadership model and/or own organisation’s working practices and culture

An appropriate assessment is made of own leadership behaviours and potential clearly based on feedback from others, and in the context of both a particular leadership model, and also of own organisation’s working practices and culture, although the assessment may be limited and/or the context of a particular leadership model and/or own organisation’s working practices and culture may be more implicit than explicit

A thorough and detailed assessment is made so as to form a judgement of own leadership behaviours and potential explicitly based on feedback from others and clearly in the context of a particular leadership model and own organisation’s working practices and culture

/ 28(min. of 14) Pass or Referral

Learning Styles• Two types of learning; taught and experiential• Experiential learning is arguably the most

important of life’s skills but it is generally done intuitively.

• The weaknesses with learning this way are:– You are not clear what you have learnt– Cannot communicate it to others– Cannot become more efficient at learning if you don’t know

how to learn through the process of the experience– You cannot help others learn from their experiences

Kolb Learning Cycle, 1984

INDIVIDUAL LEARNING STYLES

Honey and Mumford Learning Styles, (1982)

Activist: short sessions, participation, variety, think on their feet

Reflector: think before acting, preparation, listen and observe

Theorist: concepts and models, overall picture, structure, clear objectives

Pragmatist: relevance to work, practical advantage, proven techniques

Activity:

In Learning Style groups can you:

– highlight which areas of the programme you feel most comfortable with?

– highlight which aspects you feel you may need support with?

Concrete Experience

Reflective

Observation

Theorists

Active

Experimentation

Abstract Conceptualisation

Reflectors

Pragmatists

Activists

After meeting everyone on the cohort today and thinking about their experiences and their learning styles please find another delegate in the room who you would like to buddy

up with for the programme.

• Let us know at least 24hrs before or as soon as possible

• You will be able to access all course material via PALMs

• If need extra support with material will need to arrange a phone call or meeting with buddy or a member of the Leadership Team.

• If assessed work was done within the session you will be required to complete a written piece of work and you will be given a deadline for submission.

If you cannot attend a session …

What next …..• Decide whether you would still like to proceed onto

the programme at this time

• Confirm decision with Shelley Spray before Friday 1st May 2015

• Once confirmation has been received an invite to complete the Insights Discovery evaluator will be sent by Lauren Briggs

• The online evaluator will need to be completed by 22 May 15

In session:•ILM Induction Checklist•Personal identification details – these will be used by STH to enrol you onto the course, send course material etc

Before next session:•Log onto PALMS•ILM Pre-course questionnaire•Learning styles questionnaire•Upload a photo of yourself onto My Profile Settings•Write a short statement about yourself in the Cohort Introductions Forum

To Do…