ILM Level 5 Award in Leadership and Management

The ILM Level 5 Award is a very practical course, run in South Wales, consisting of just 3.5 workshop days plus a half-day tutorial focussed on the successful completion of two work-based assignments.

This qualification is designed for project managers, department heads, and other practising middle managers. It's particularly suited to those looking to develop their skills and experience, improve their performance and prepare for senior management responsibilities.

The Course Will Cover:

Becoming an Effective Leader

• The key responsibilities of the leadership role
• A range of leadership theories and different leadership styles these illustrate
• Evaluating appropriateness of leadership styles in the context of own responsibilities
• Developing the ability to use a repertoire of leadership styles in different situations and with different people
• Emotional intelligence and how it applies to the leadership role
• Identifying and understanding one’s own strengths and limitations using appropriate techniques
• Continuous self-development; how to identify opportunities to develop oneself in the leadership role
• Displaying confidence and self-assurance by playing to own strengths and showing a readiness to take calculated risks
• Social awareness in terms of empathy, organisational and ‘political’ awareness, and service to others
• Relationship management through inspiring, influencing, networking and conflict management
• Understanding the characteristics of self-leadership and how to use them in own practice
• The role that effective communication plays in conveying overall vision and goals and how to win and maintain the commitment of teams and individuals to these
• Selecting effective communication techniques according to situations and people
• How to develop vision and goals for significant projects or programmes of work
• The importance of being aware of and analysing the internal and external environments in which the leader operates
• Spotting opportunities
• How to develop objectives and values that support overall strategy and vision
• Theories and principles of delegating responsibility and empowering others
• The critical importance of the leader gaining the motivation and commitment of others
• Critiques of the main theories of motivation and factors that are available to the leader
• The leader’s role in protecting and mentoring team members
• Needs for mentoring and support that individuals may have and how to meet these
• The role of continuous development and its importance to the organisation and to individuals
• How to evaluate different methods of developing others, both directly and indirectly and how to choose methods most appropriate to the people involved

Developing and Leading Teams to Achieve Organisational Goals and Objectives

• Concepts of authority and power; responsibility and accountability
• Processes of delegation and empowerment
• Factors influencing behaviour at work; theories of motivation and their application to individuals, including incentives and rewards
• Strategies to encourage managed risk-taking and learning from failure
• The characteristics and behaviours associated with initiative, leadership, creativity and innovation, and how to foster them
• Need for performance assessment, and provision of development and/or counselling where necessary
• Relationship between team performance and organisational goals and objectives
• The Balanced Scorecard
• Quality initiatives such as Total Quality Management (TQM)
• Techniques to evaluate team performance
• Feedback, recognition and reward techniques to support, motivate and monitor
• Characteristics of groups and teams, team membership and leadership
• The importance of direction and values in creating effective teams
• Stages in team development, use of team roles for building a balanced team
• Teams in different contexts, e.g. operational, project, management, contractors, volunteers
• Inter-relationships between team and individual performance and development
• Factors influencing behaviour, theories of motivation and their application to teams, including reward systems, promotion, succession, and job rotation
• Techniques to evaluate team performance
• Techniques to review own performance, such as peer review and 360 feedback
• Management and leadership styles and qualities
• Methods to promote trust and respect within the team

This course is for:

• Practising middle managers
• Aspiring middle/senior managers

There is no pre-course preparation required for this award; though TSW would encourage the learner to consider the topic areas outlined and how they relate to your organisation and experiences.

This course is particularly suited to those looking to develop Leadership and Management skills required to further their career prospects. Those attending the Level 5 Award have reported moving into Senior Management roles following their completion of the qualification. They have also reported higher levels of confidence and performance due to their development and reflection on programme.