C1808 Unit 500 Understanding Leadership and Management in Adult Care – Theories, Styles & Best Practices

Assignment

The aim of this unit is to support adult care managers to develop their knowledge and understanding of the differences between leadership and management. Learners will analyse theories, models and styles of leadership and management and consider the impact of internal and external drivers in their leadership and management role.

As part of this unit, learners will be expected to evaluate their own effectiveness as leaders and managers in different situations and with different teams. Learners will explore how coaching, and mentoring can be used to support themselves and others. Learners will explore interaction between organisational values and cultures and their own leadership style.

Assignment task

Assessment criteria

The learner will:

LO1 understand leadership management theories and styles

Range

AC1.1 Leadership and management to include:

• Vision/direction
• Operational strategy
• Motivation of self and others
• Service representation
• Improvement
• Innovation
• Decision-making/accountability
• Nature versus nurture
• Contingency planning
• Organisation and coordination
• Resource planning – finance, staffing
• Change
• Coaching and mentoring
• Conflict resolution

AC1.4 Leadership styles to include but not limited to:

• Autocratic
• Authoritative
• Pacesetting
• Democratic
• Coaching
• Affiliative
• Laissez-Faire

AC1.1 analyse the differences between leadership and management

AC1.2 analyse key theories of leadership and management relevant to own role

AC1.3 explain how key theories of leadership can be applied in practice in a range of situations in the leadership role

AC1.4 analyse the range of different leadership styles

The learner will:

LO2 understand how coaching and mentoring can be used to compliment leadership style

AC2.1 explain the differences between coaching and mentoring

AC2.2 outline how the use of coaching can complement a leadership style: a. with self b. with others

AC2.3 outline how the use of mentoring can complement a leadership style:

a. with self

b. with others

The learner will:

LO3 understand leadership and management in adult care settings/services

Range 3.4

Different teams must include but not limited to team:

• Size
• Cultures
• Dynamics
• Resources
• Motivation
• Performance management
• Strengths and areas for ongoing development

AC3.1 analyse the impact of internal and external drivers on leadership and management in adult care settings/services

AC3.2 explain the role of leadership and management skills in adult care settings/services

AC3.3 describe how to adapt own leadership and management style for different situations

AC3.4 describe how to adapt own leadership and management style for different team a. internal teams b. external teams c. partnerships with other professional teams

AC3.5 evaluate the interaction between the values and culture of an adult care setting/service and own leadership behaviours

Unit Guidance

Learners should consider the following questions as a starting point to this unit:

• What is the difference between a leader and a manager and how do these reflect in their practice?
• What qualities contribute to making a good leader and manager and how could this be evaluated with others?
• What and who might be the potential barriers to effective leadership and management in adult care services?
• Does a good manager mean you have to be an effective administrator?
• How can coaching and mentoring support professional development?

AC1.2 Learners should refer to at least two or three key theories that are linked to their role. Key theories may include but not limited to:

• Urwick’s Ten Principles of Management
• Trait Theory
• Behavioural Theory
• Goleman’s leadership styles and emotional intelligence
• Motivation Theory – Maslow’s Hierarchy of Needs
• Situational Leadership (Hersey & Blanchard)
• Contingency Theory (Kouzes & Posner)
• Power and Influence Theory
• Management by Wandering Around (MBWA)
• SWOT Analysis in leadership and management role

AC1.3 Learners can use the models they refer to in 1.2 to address this AC

AC2.2 Self to include:

• Self-analysis, self-evaluation and self-reflection
• Problem solving in leadership role
• Management peers
• External support
• Knowledge specialists

Others may include:

• Deputy managers
• Team leaders/supervisors
• Volunteers
• Advocates
• Informal carers
• Apprentices/learners from schools and colleges
• Agency staff
• Administration staff
• Teams
• Partnerships

AC2.3 Self may include:

• Focus on professional development within leadership role
• As part of own formal induction
• As part of own probationary period
• As part of own performance management

Others may include:

• Deputy manager(s)
• Team leaders/supervisors
• Volunteers
• Advocates
• Informal carers
• Apprentices/learners from schools and colleges
• Agency staff
• Administration staff
• Teams
• Peer to peer
• Partnerships

AC3.1 Impact could include:

• Wellbeing of self
• Professional confidence
• Existing strategy
• Staffing/recruitment
• Self-motivation
• Service delivery
• Funding/budgets
• Those in need of care and support
• Quality of care delivery

Internal and external drivers may include:

• Internal policy and/or strategy
• External policy and/or strategy
• Diversification in business models
• Organisational cultural changes
• Organisational financial challenges
• Public health challenges/initiatives
• Acute situation/extraordinary event
• Inspection – internal and external
• Changes in the market

AC3.3 Different situations may include:

• Formality/informality of different working
• Situations
• Working under pressure
• Leadership role in particular situations
• Management role in particular situations
• Managing conflict

AC3.4 Internal teams – directly employed by the care setting/service

AC3.5 Values may include:

• Compassion
• Dignity
• Independence
• Privacy
• Communication
• Protection
• Respect
• Courage
• Inclusion
• Pride
• Integrity

Culture may include:

• Effective governance
• Partnerships
• Responsiveness
• Person-centred care
• Safeguarding/protection
• Duty of candour
• Safety/risk management

Suggested supporting resources

• Diploma in Leadership and Management for Adult Care – Tina Tilmouth
• How Management Works – Phillipa Anderson
• Effective Managers – Essential Managers
• Leadership – Essential Managers
• Leadership – a very short introduction – Keith Grint
• Management – a very short introduction – John Hendry
• The Little Book of Big Management Theories and how to use them – James McGrath
• Care Quality Commission/Key Lines of Enquiry www.cqc.org.uk/guidance-providers/adult-social-care/key-lines-enquiry-adult-social-care-services
• Gov.UK Leadership and Management www.gov.uk/guidance/leadership-and-management
• Skills for Care Management Induction Standards www.skillsforcare.org.uk/Support-for-leaders-and-managers/Developing-leaders-and-managers/Manager-induction-standards.aspx

Answer

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