1.2 How Theoretical Models Are Applied to Practice

Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care (RQF)

Unit 1: Leadership & Management in Adult Care

LO1: Understand the application of theories of leadership & management

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1.2 How Theoretical Models Are Applied to Practice

In order to qualify for this criterion, you will need to research and analyze leadership theories. You must then discuss how they apply specifically at a population level as well as your own practice-specific circumstances on top of that general understanding which was gained from previous sections about adult care practices worldwide already covered throughout this chapter so far by now if not sooner.

Your discussion should include choosing one theory per section followed through with critical evaluation using evidence gathered both in practice and in theory. You should draw conclusions about the usefulness of each theory in your workplace based on that evidence before choosing one ‘best’ theory to focus on further in-depth in the next section which will discuss leadership in-depth, but for now, you should keep any discussion here fairly brief.

Defining what makes a great leader and manager

Leaders across history and around the world have been considered to be “the great man” type of personality. The Trait Theory suggests that only these so-called ‘great’ leaders had traits that couldn’t be learned by anyone else. There were leadership traits that made a person stand out and become uniquely qualified to lead.

Today, we understand that successful leaders may have some innate traits, but they must also be able to learn and develop certain skills if they aim to achieve great things.  As the world becomes more complex today, the ability to analyse information critically is critical for success. In addition, leaders need to be able to motivate others and get them to believe in common goals.

In many ways, being a leader is being a manager. Leadership skills include everything from motivating people to follow your lead, all the way through to firing employees who don’t perform their jobs well enough. As a leader, you may have authority over your employees, but you don’t have the right to abuse that authority.

Your role as a leader and a manager

Leaders and managers need to inspire those around them. This can be done through vision, thought-leadership, or simply by being a good role model for those who work with you. In addition, as a leader, it’s important to make sure your employees have the resources they need to do their jobs well. In some cases, this means money for training or tools. In other cases, it means having enough staff to do the work properly.

In many ways, the difference between leading and managing is blurred. In order to be a successful leader, you must have both people skills as well as tasks at hand that need completion.

Leaders also need to keep their employees informed about important changes at work. This includes changes in direction but also changes in the workplace caused by technology or policy decisions.

Managers and leaders must provide constructive feedback to those who work for them. It’s important to tell employees when they do a good job and reward them for their efforts. When an employee makes a mistake, it’s up to managers and leaders to figure out how this happened and how it can be avoided in the future.

How you identify and understand your own management style(s)

Understanding your management style can help you develop a leadership style for yourself. This is because there are some tasks that lend themselves to certain styles of management and not others. For example, a micromanager isn’t going to be good at motivating employees through delegation of responsibilities rather than the owner thereof with accountability on completion of set goals.

In order to figure out your own styles, it’s important to pay attention to how you feel about management and leadership. Do you like being at the top of the hierarchy? Or would you rather move up through the ranks and learn new skills?

It’s also important to consider what type of people you like working with and their personalities. This will help determine how you approach working with them.

Understanding your own management style independent of others will help you to develop a leadership style that works for you, which is important if it’s not naturally inclined in your personality.

Adapting management styles to meet requirements of the role and with individuals and teams

As a manager or leader, you need to be able to adapt your management and leadership styles depending on the circumstances. Depending on which type of industry you work in and what type of people you’re working with, certain styles will work better than others.

Contingency theories suggest that there isn’t a one size fits all approach to management and leadership styles. In some cases, direct supervision is the only way forward and in other cases, a delegation of responsibility must be undertaken.

As a leader, you need to do your research into the requirements of the role. By carefully considering what is needed in terms of individuals and teams, you will be able to develop management styles that are successful in achieving what is required.

Senior colleagues/team managers roles as managers e.g. deputy, team leaders/supervisors

It is important for senior colleagues/team managers to manage their own management style(s) according to the level of responsibility they have. Although they are managing more junior colleagues, there are often situations where a delegation of tasks may not be appropriate. It is important that they set a clear direction and demonstrate authority with accountability for outcomes whilst supporting others in the team.

If you are a supervisor or manager, make sure that your team knows about any changes in policy or procedures. This is important to ensure the smooth running of the business and potentially avoid conflicts with others.

Others e.g. homeowners, company directors, trustees

When you’re working with partners and stakeholders who have an interest in your organization’s success, it might be necessary to adapt the way that we communicate.

Homeowners with businesses in their homes will need to manage others who are living under the same roof or home. This can be done with or without authority, so long as it’s understood that decisions about shared spaces have been made collaboratively.

Similarly, with company directors and trustees of public bodies with staff on their payrolls, clear communication and delegation of tasks to support these staff is key to success.

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