Mastering Workplace Leadership: A Comprehensive Guide

Abstract

BSBMGT401 Show leadership in the workplace[Name]BSBMGT401 Show leadership in the workplace[Name] BSBMGT401 Show leadership in the workplace [Author] BSBMGT401 Show leadership in the workplace [Author] BSBMGT401 Show leadership in the workplace Table of Contents Table of Contents3 Unit of Competency5 Performance Criteria6 Foundation Skills7 Assessment Requirements8 Housekeeping Items10 Objectives10 1. Model high standards of management performance and behaviour11 1.1 Ensure management performance & behaviour meets the organisation's requirements12 1.2 Ensure management performance & behaviour serves as a positive role model for others12 Brainstorm13 Activity 1.1.1 and 1.2.118 18 1.3 Develop and implement performance plans in accordance with organisation's goals and objectives19 1.4 Establish and use key performance indicators to meet organisation's goals and objectives19 Performance Plan Template23 Development Objectives25 Activity 1.3.1 and 1.4.126 2. Enhance organisation’s image27 2.1 Use organisation's standards and values in conducting business28 Activity 2.1.130 2.2 Question, through established communication channels, standards and values considered to be damaging to the organisation31 Activity 2.2.134 2.3 Ensure personal performance contributes to developing an organisation which has integrity and credibility35 Activity 2.3.138 39 3. Make informed decisions40 3.1 Gather and organise information relevant to the issue(s) under consideration41 Activity 3.1.144 3.2 Facilitate individuals and teams active participation in decision making processes45 Activity 3.2.150 3.3 Examine options and assess associated risks to determine preferred course(s) of action51 Risks51 Hazards51 Identifying Hazards and Risks52 Occupational Health and Safety (OHS)52 Duty of Care53 Activity 3.3.155 3.4 Ensure decisions are timely and communicate them clearly to individuals and teams57 3.5 Prepare plans to implement decisions and ensure they are agreed by relevant individuals and teams57 Activity 3.4.1 and 3.5.160 60 3.6 Use feedback processes effectively to monitor the implementation and impact of decisions62 Activity 3.6.164 Skills and Knowledge Activity64 Major Activity – An opportunity to revise the unit66 Unit of Competency Application This unit describes the skills and knowledge required to lead teams and individuals by modelling high standards of conduct to reflect the organisation's standards and values. It applies to individuals who are making the transition from being a team member to taking responsibility for the work and performance of others and providing the first level of leadership within the organisation. These managers have a strong influence on the work culture, values and ethics of the teams they supervise. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Management and Leadership – Management Performance Criteria Element Elements describe the essential outcomes. Performance Criteria Performance criteria describe the performance needed to demonstrate achievement of the element. Model high standards of management performance and behaviour Ensure management performance and behaviour meets the organisation's requirements Ensure management performance and behaviour serves as a positive role model for others Develop and implement performance plans in accordance with organisation's goals and objectives Establish and use key performance indicators to meet organisation's goals and objectives Enhance organisation's image Use organisation's standards and values in conducting business Question, through established communication channels, standards and values considered to be damaging to the organisation Ensure personal performance contributes to developing an organisation which has integrity and credibility Make informed decisions Gather and organise information relevant to the issue(s) under consideration Facilitate individuals' and teams' active participation in decision making processes Examine options and assess associated risks to determine preferred course(s) of action Ensure decisions are timely and communicate them clearly to individuals and teams Prepare plans to implement decisions and ensure they are agreed by relevant individuals and teams Use feedback processes effectively to monitor the implementation and impact of decisions Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. Skill Performance Criteria Description Reading 1.1, 1.3, 1.4, 2.1, 3.1, 3.3, 3.5, 3.6 Gathers, interprets and analyses text relating to organisational goals, standards and values to aid planning and decision making Writing 1.3, 1.4, 3.1, 3.3, 3.5, 3.6 Records and reports key information related to the organisational goals, standards and objectives Researches, plans and prepares documentation for relevant stakeholders Oral communication 1.2, 1.3, 2.2, 2.3, 3.2, 3.4, 3.5, 3.6 Uses appropriate structure and language when developing performance plans, or when seeking and providing information about organisational goals and objectives Numeracy Navigate the world of work 1.4 1.1, 1.2, 1.3, 1.4, 2.1, 2.3 Identifies and comprehends mathematical information in familiar texts to establish key performance indicators Understands how own role meshes with others and contributes to broader work goals Monitors adherence to organisational policies and procedures and considers own role in terms of its contribution to broader goals of the work environment Interact with others 1.2, 1.3, 2.2, 2.3, 3.2, 3.4, 3.5, 3.6 Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective outcomes Recognises the importance of taking audience, purpose and contextual factors into account when making decisions about what to communicate with whom, why and how Get the work done 1.1, 1.3, 1.4, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6 Develops plans to manage relatively complex, non-routine tasks with an awareness of how they contribute to longer term operational and strategic goals Uses systematic, analytical processes in complex, non-routine situations, setting goals, gathering relevant information and identifying and evaluating options against agreed criteria Evaluates effectiveness of decisions in terms of how well they meet stated goals Assessment Requirements Performance Evidence Evidence of the ability to: Identify the organisation’s standards and values, whether stated or implied by the way the organisation conducts its business Evaluate own behaviour and performance against these and adjust to achieve required standards Develop and implement performance plans and key performance indicators (kpis) to meet organisation’s goals and objectives Use established communication channels to raise questions about standards and values that may be damaging to the organisation Ensure own behaviour and performance contributes to the integrity and credibility of the organisation Facilitate processes to make decisions that are based on: relevant information examination of options and associated risks input from relevant people Communicate about making and implementing decisions including: facilitating agreement on the preferred course of action and implementation plans monitoring and feedback on the implementation and impact of decisions Knowledge Evidence To complete the unit requirements safely and effectively, the individual must: Explain how to identify an organisation’s standards and values when they are: stated implied Articulate organisational values and expectations of behaviour Explain basic theory of group behaviour Outline the organisation’s process for raising questions about standards and values Give examples of behaviours and performance that would typically be considered damaging to an organisation Explain concepts including: organisational values role modelling integrity and credibility leadership Assessment Conditions Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to: Relevant workplace documentation and resources Case studies and, where possible, real situations Interaction with others. Assessors must satisfy NVR/AQTF assessor requirements. Links Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes - http://www.ibsa.org.au/companion_volumes Housekeeping Items Your trainer will inform you of the following: Where the toilets and fire exits are located, what the emergency procedures are and where the breakout and refreshment areas are. Any rules, for example asking that all mobile phones are set to silent and of any security issues they need to be aware of. What times the breaks will be held and what the smoking policy is. That this is an interactive course and you should ask questions. That to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn. Ground rules for participation: Smile Support and encourage other participants When someone is contributing everyone else is quiet Be patient with others who may not be grasping the ideas Be on time Focus discussion on the topic Speak to the trainer if you have any concerns Objectives Discover how to model high standards of management performance and behaviour Know how to enhance organisation’s image Learn how to make informed decisions Gain skills and knowledge required for this unit 1. Model high standards of management performance and behaviour 1.1Ensure management performance and behaviour meets the organisation's requirements 1.2Ensure management performance and behaviour serves as a positive role model for others 1.3Develop and implement performance plans in accordance with organisation's goals and objectives 1.4Establish and use key performance indicators to meet organisation's goals and objectives 1.1 Ensure management performance & behaviour meets the organisation's requirements 1.2 Ensure management performance & behaviour serves as a positive role model for others This section includes 1.1 and 1.2. Good leaders understand the importance of running an organisation to meet the requirements and objectives of the vision and mission statement. When a leader can focus on the results they are looking for, they can manage their team effectively to help them achieve the goals in a clear and congruent manner. An effective manager will focus on the following; LeadershipLeadership Leadership Leadership ResultsResults Results Results Meeting ObjectivesMeeting Objectives Meeting Objectives Meeting Objectives Making DecisionsMaking Decisions Making Decisions Making Decisions When acting as a leader, a manager should focus on the organisational results and objectives so they can help their team work towards these objectives. A manager should always have a clear understanding of the vision, goals and values of the organisation in order to guide their team accordingly. For this reason, the manager should have goals that align to the same values and vision statement of the organisation. It is very difficult for a manager to operate from a position of trust, integrity and honesty if their values are not aligned with the values of the organisation they are working for. Managers are appointed to get a job done within an organisation and fulfil the criteria of a specific job role. Leaders guide and help their team to move towards the goals and objectives of the organisation. A good manager should be an effective and visionary leader. Brainstorm What do you believe are the most important qualities a manager should have when displaying leadership qualities? Managers that display leadership qualities should have; Excellent communication and interpersonal skills The ability to manage change effectively An ability to communicate the organisational vision Excellent decision making abilities The ability to lead by example An understanding of everyone’s job roles The ability to delegate efficiently Demonstrated encouragement and support for others An ability to allocate resources The opportunity to encourage new ideas An ability to manage projects in a professional manner Facilitation of team building skills Planning and organising skills A willingness to share information An interest in helping others to succeed Conflict resolution skills The ability to coach and motivate others An alignment to the organisation, its goals, vision and mission statement Managers are responsible for the management of; Input of work from their team members General organisational policies and procedures Teams and the synergy created within the team Themselves Teams have common interests and should be working together to achieve the organisational objectives. They should be managed by a leader that is able to make decisions and allows them to make decisions that will grow the company and the people within it. When there is a clear alignment between the goals of the organisation and the goals of the team, everything works well and synergy is created. Managers Goals, Vision and Mission StatementManagers Goals, Vision and Mission StatementOrganisational Goals, Vision and Mission StatementOrganisational Goals, Vision and Mission Statement Managers Goals, Vision and Mission Statement Managers Goals, Vision and Mission Statement Organisational Goals, Vision and Mission Statement Organisational Goals, Vision and Mission Statement Team Alignment and SynergyTeam Alignment and Synergy Team Alignment and Synergy Team Alignment and Synergy Managers and leaders need to be aware of ways in which they can support their team. They should be doing this in a manner that helps the team to meet outcomes and objectives in an ethical manner. Managers need to at all times: Maintain honest communication with their team members and other staff Set achievable expectations of their team Encourage honest and open meetings Manage staff using Performance Management Plans or Annual Reviews Use conflict resolution skills to assist when things may go wrong Managers that act as a positive role model for staff and team members will be well respected because they will demonstrate integrity and honesty at all times. They will help to make the organisation a pleasant place to work in and will ensure their teams are working towards goals and objectives as required. Role models: Work well with others Have an excellent ability to manage change within an organisation Suggest new ideas Encourage others to share ideas and reward staff accordingly Are secure in their job role Make staff and team members feel valued and appreciated Constantly apply values Assist in developing career pathways for their team Inspire others Empower team members to make decisions A great leader is someone who displays qualities that make them a good role model, utilises the strengths of their team and develops end encourages team members to make the most of their current knowledge. They also encourage team members to grow and stretch themselves to become better skilled in areas that will benefit their organisation. Role models serve as examples. They lead by example. They are respected and admired for their skills, talents, values, knowledge, ability to share and determination to succeed and to help others succeed. Leaders can allocate team roles according to the strengths of the team members, therefore serving as a role model. They should also look at supporting their team in a number of ways which include: Managing teams using conflict resolution skills Having a positive attitude Ensuring everyone knows what is expected from them within the team environment Accepting responsibility for their actions and allowing their team to take responsibility for theirs Recognising their own strengths and skills Regularly monitoring the team members while allowing them autonomy to get their job done Constantly striving to become better leaders and managers Providing appropriate feedback as required Developing skills related to communication and interpersonal skills Review objectives regularly to ensure everyone understands their job role and expectations Managers and leaders will very quickly lose credibility and professionalism if they appear to be; Incompetent Lacking knowledge and not admitting it Not interested in their team Dishonest Acting in an unethical manner Taking advantage of their power Not working in alignment with organisational goals Activity 1.1.1 and 1.2.1 1.3 Develop and implement performance plans in accordance with organisation's goals and objectives 1.4 Establish and use key performance indicators to meet organisation's goals and objectives Performance plans are an important part of the process to help an employee determine if they are meeting organisational objectives. An organisation needs to have a system and procedure in place to manage and determine whether or not team members are meeting the required objectives. The best way to do this is to firstly make sure team members are aware of the mission and vision statement of the organisation. Team members then need to be aware of organisational values and then determine if their values are aligned with the team and organisational goals. A performance plan can provide the blueprint to do this so that managers and team members are aware of the alignment of the job role to the organisations goals and mission and vision statement. It conveys information to team members and managers alike so that they know if they are on the right track to achieving organisational goals and objectives. It is a good way to accurately measure and determine how team members are progressing within their job function and as part of the overall team. In order for a performance plan to be effective, it must be: Structured so that is supports the team members Understood by management and team members Able to provide an objective opinion on the performance of the team members Able to be monitored effectively Easy to complete, not too complicated or time consuming Communicated to all in a positive manner Performance plans can be completed as often as necessary by the manager in conjunction with the team member, but are usually done on a yearly basis. If not handled correctly, performance plans can be viewed as a negative tool within an organisation. A good manager will use the performance plan as an opportunity to help their team member improve their performance in the job role, use it objectively and assist the team member to become a better employee using the plan as a template or guide. A Key Result Area (KRA) should be considered the overall and broad objective, while the Key Performance Indicator (KPI) could be considered a more detailed look into the KRA itself. Some organisations use these terms interchangeably so it is a good idea to see what your organisation uses and work with that terminology. Performance objectives can usually be measured by using Key Performance Indicators (KPI’s). KPI’s are a way of measuring standards against which management can determine how performance is evaluated. Team members are advised when they are not meeting the objectives based on a rating system which helps them to improve in areas where they may not realise they need improvement. Most performance plans allow team members to provide a considerable amount of input whereby they can rate themselves on their performance then their manager can discuss whether they agree or disagree with their performance and the perception they have of their performance. This can provide a good opportunity for managers to identify and address issues and concerns as they arise, focus on improving the behaviour that is not working for the team member, and provide some guidance for the team member to know what needs to change within their job role or function. If the manager is not able to address or assist in rectifying any issues that could be identified as part of the performance plan process, they can refer to the relevant internal staff for further action, or organise to refer to the relevant external consultants for further action if required. When a KPI is measured and benchmarked, it is possible for management to determine where a performance gap may lie. Performance gaps often occur for any of the following number of reasons: The need for further training of staff Lack of role structure Lack of planning Staff with personal issues Lack of appropriate resources to get the job done Goals and values do not align with organisational values High stress due to being overworked or other reasons Managers need to ensure they set goals for team members and break their job role and tasks into manageable segments based on: Strengths and weaknesses of the team members Available resources Staff behaviour Ability to provide quality customer service Turnaround times Staff safety Available time to get the job done Quality of the output that is expected Managers and leaders need to prepare performance plans in a way that will communicate the expectations and job roles of the team members. This will also help to ensure they take responsibility and accountability for their work. Some of the strategies you can use as a manager to implement this include: Identify how to best allocate tasks to team members Communicate the expectations of the job role and job function to each team member Identify what motivates your team members Ensure that a team member is willing to undertake the tasks you allocate to them Utilise the strengths of team members where possible Encourage team members to be self directed Allow team members to work together where they may have common interests Determine performance plan outcomes and agree with team members in terms of how these will be measured An example of a performance plan template is provided on the next few pages. Performance Plan Template Name of Employee: Performance Period: Job Title: Supervisor / Manager Name: Signed off by Manager: Signed off by Employee: Date: Performance Objectives Key Result Area: Objective: Key Performance Indicator: Review Date Key Result Area: Objective: Key Performance Indicator: Review Date Key Result Area: Objective: Key Performance Indicator: Review Date Key Result Area: Objective: Key Performance Indicator: Review Date Development Objectives Development Objective: Key Performance Indicator: Date Due: Development Objective: Key Performance Indicator: Date Due: Development Objective: Key Performance Indicator: Date Due: Activity 1.3.1 and 1.4.1 2. Enhance organisation’s image 2.1Use organisation's standards and values in conducting business 2.2Question, through established communication channels, standards and values considered to be damaging to the organisation 2.3Ensure personal performance contributes to developing an organisation which has integrity and credibility 2.1 Use organisation's standards and values in conducting business An organisation will have standards and values that it expects team members, managers and other staff to follow and abide by. These values and core beliefs will usually be found within the mission statement of an organisation, within its vision statement, as part of its goals or even within the Code of Conduct. Managers need to be able to communicate these values effectively with their team by making sure they lead by example, they work out of integrity at all times, they are honest and open with staff, they work and get their job done, and they display values and qualities that are in line with expectations from society and from the organisation itself. Values of organisations are what makes the organisation what it is. It is what customers and clients expect from the organisation when they are dealing with internal staff. It is how internal staff expect to be treated and expect to behave like when they are working within the organisation itself. It often covers any of the following areas: Employment of team members General customer and client service General legislation such as discrimination laws, compliance with harassment and other laws Maintenance of the privacy of team members Quality control Integrity of the people that work for the organisation Becoming a values-based organisation is what managers should be helping the company to strive for at all times. Some of the ways in which managers can help their team to become values-driven include: Ensuring all staff have clarity of the strategic expectations of the organisation Aligning personal values and beliefs to the roles of each team member Ensuring all team members understand what influences the culture and organisation health of the organisation have on its success Determining how to incorporate the vision and mission statement of a company into the day to day decision making process for all team members Ensuring all values are clearly defined and understood by all team members Using the values to make sure all team members operate from within these Activity 2.1.1 2.2 Question, through established communication channels, standards and values considered to be damaging to the organisation Organisations will be made up of core values, culture, mission and vision statements and goals and objectives. Team members are expected to adhere to these values and culture, be a part of the mission and vision statement and work towards achieving the organisational objectives. They will also be required to adhere to any regulatory or legislative requirements based on the industry they are a part of. Team members will come into an organisation with core values and beliefs already in place. The organisation should have values and beliefs in place that match the values and beliefs of the individual. When these values are not aligned, potential issues and conflicts can occur within the team. An effective manager or leader will need to manage problems and issues as they arise and treat all team members fairly and with respect at all times. They should investigate problems and use conflict resolution skills to attempt to resolve the situation as quickly as possible. Some of the ways in which a manager can manage these issues appropriately include: Determine issues as they arise Identify what is really happening to cause the issues Identify what is stopping these issues from being resolved Helping to resolve the issues in a professional manner while protecting the self esteem of everyone involved Acting in a way that will resolve the issues for the best of all concerned When a value displayed by a team member appears to be detrimental or damaging to the organisation, managers should intervene and resolve this as quickly as possible. If the conflict that occurs relates directly to a mismatch in the values and belief system of the team member(s) in question, then the manager will need to adapt their resolution accordingly and look at other ways in which the conflict can be resolved. At worst case, it may be necessary to manage the employee out of the organisation, as often clashes in values will be detrimental to the organisation and the image it may be trying to portray to its customer base. Managers need to be able to: Identify inappropriate behaviour Advise the team member(s) of what they expect in terms of changed behaviour Ask questions that can determine what is going wrong Ask questions that can help to resolve the issues Implement appropriate support to ensure the situation does not occur again Provide feedback as required to ensure the team member knows what is expected The organisation will have a list of policies and procedures, a Code of Conduct and various other methods of keeping track of what it requires and expects from its employees. Managers and team members should be familiar with these policies and regulations in order to ensure they are working in line with objectives at all times. One other thing to consider within an organisational environment is the unwritten Code of Conduct. This is usually determined by the ‘organisational health’ of a company. Organisational health is a term used to describe the way in which an organisation is known, both by its internal staff members and by the market externally. An organisation can have what appears to be the best vision and mission statement, incredible underlying values, but its health is not aligned with these statements or values. This can create a negative atmosphere in a company, both with internal staff and external customers and clients. Potential stakeholders and shareholders will usually not invest in organisations that have a negative impression within the marketplace. They may also avoid organisations that have values that do not align with their own, for example, the tobacco or gambling industry or the alcoholic beverage industry. As for the internal health of an organisation, there will often be in place policies and procedures that relate to theft, unethical conduct, use of internet for private use, mistreating other employees or customers etc. Leaders and managers need to ensure that they are keeping their staff aligned with the core organisational values and beliefs, whether they are actually written into a Code of Conduct or assumed as unwritten rules within the company. A manager needs to encourage the ethical behaviour of team members by: Taking action when they say they will do something Being open and honest with their team and other staff Providing employees with clear expectations Matching their actions to the values of the organisation Providing adequate training, support, guidance and coaching to team members as required Respecting their colleagues and team members Being reliable and leading by example Sharing information as it relates to the company and / or the job role When managers and leaders are open in terms of their expectations of ethical behaviour within their team, and when they address issues as soon as they arise, there is less likely of differences escalating beyond the control of the manager and less likely to have negative impact on the company. Activity 2.2.1 2.3 Ensure personal performance contributes to developing an organisation which has integrity and credibility Organisational values as already discussed are important in determining the organisational health of a company. Team members use these values to determine their perception of their work environment and whether or not they are able to function within the job role from a position of integrity and ethics. Team members will identify with the values presented to them and if the values and core beliefs do not align, as previously discussed, it can create situations where staff members are not happy, not performing and not doing their job role effectively. Managers, leaders and team members need to display a level of professionalism and credibility at all times when representing...