ILM Level 4 Developing your Leadership Style: A Comprehensive Evaluation of Leadership Styles and Their Impact Assignment Example
Assignment 1
Developing your Leadership Styles (406)
Learning outcomes (the learner will)
Assessment criteria (the learner can)
1. Understand the outcomes of effective leadership
1.1 Evaluate the importance of performance and engagement with followers in an organisation.
2. Be able to assess own leadership styles
2.1 Review own leadership styles by using a diagnostic.
2.2 Assess the effectiveness of own leadership styles.
3. Understand the implications of own leadership styles for self and for leadership within own organisation
3.1 Using the self-assessment of own leadership styles activity described in assessment criteria 2.1 and 2.2, evaluate the implications for self and own organisation.
3.2 Evaluate the impact of changes in the situation on the effectiveness of the adopted style.
4. Be able to assess own leadership behaviour, in terms of the factors which determine effective leadership
4.1 Evaluate the factors which impact on leadership effectiveness.
4.2 Assess own leadership behaviour in terms of these factors.
5. Understand how to develop own leadership style and effectiveness
5.1 Produce an action plan for developing own leadership style and effectiveness.
5.2 Explain the benefits of implementing the action plan.
5.3 Explain how you will monitor and evaluate the action plan.
1.1 Evaluate the importance of performance and engagement with followers in an organisation:
Effective leadership is critical in ensuring both individual and organizational success. However, performance and engagement are significantly influenced by the actions and behaviors of followers (Wigston, 2019). Active participation is necessary for achieving organizational goals (Wigston, 2019).
Performance is defined as “the achievement of results, the outcomes to which purposeful activities are directed” (Bagyo, 2014). It relies on a model that connects current actions with future results, emphasizing that overall performance is a combination of processes leading to future success (Dias and Borges, 2017). Leadership effectiveness directly ties to team and organizational performance (Dias and Borges, 2017).
Dutra (2010 cited in Dias and Borges, 2017) illustrates that performance arises from the development, effort, and behavior of followers. Key considerations include:
Level of Development:Tied to follower maturity and autonomy, influencing performance expectations. New employees may struggle initially, but growth can lead to improved performance over time through development processes.
Effort: Varying from development, its focus is on quality and motivation. Diminished job satisfaction can lead to decreased performance (Dias and Borges, 2017).
Behaviors of Followers:** Their behavior can significantly affect development and effort, potentially leading to resistance towards leadership, and thus impacting overall performance (Open University, 2019).
Engagement has multiple definitions; however, in this context, it refers to employees’ connection with their work roles, as defined by Bagyo (2014). Engaged individuals contribute positively to organizational goals.
First (2018) presents follower engagement from three viewpoints – cognitive, emotional, and behavioral:
– Cognitive Aspect:Reflects employee perceptions and beliefs about the organization, role clarity, and opportunities for growth (Furst, 2018).
– Emotional Aspect:Relates to employee attitudes towards leadership and their commitment to the organization (Furst, 2018).
– Behavioral Aspect:Involves the employee’s discretionary effort, leading to added value to the organization (Furst, 2018).
Higher engagement correlates with improved performance (CIPD, 2019). For instance, NIHR (2007) states that companies with highly engaged employees perform significantly better financially than those with disengaged staff. CIPD (2019) identifies four enablers of employee engagement:
1. Leadership providing a strong narrative.
2. Supportive line managers.
3. Involvement of employees in decision-making.
4. Alignment of organizational values with its culture.
However, CIPD cautions against assuming followers are inherently de-motivated and emphasizes a holistic approach to engagement (CIPD, 2019).
2.1 Review own leadership styles by using a diagnostic
To assess my leadership style, the diagnostic tool from www.skillsyouneed.com was utilized. This tool evaluates my leadership style based on Goleman et al.’s (2002) six leadership styles:
1. Coercive (or Commanding)
2. Pace-setting
3. Authoritative
4. Affiliative
5. Democratic
6. Coaching
These styles derive from different emotional competencies, each being effective in specific contexts and impacting the organizational climate differently (Goleman, 2000). The tool results indicated that my three well-developed leadership styles are:
1. Affiliative:Focuses on creating emotional bonds and harmony, emphasizing “People come first.”
2. Democratic: Encourages participation and collaboration, asking for team input and feedback.
3. Coaching: Emphasizes developing individuals, allowing exploration in a supportive environment.
Two styles identified for further development are:
– Pace-setting: Focuses on leading by example but requires a highly motivated and competent team.
– Authoritative: Vision-oriented, moving teams towards shared objectives.
The least developed style is:
– Coercive:Demands immediate obedience.
Goleman (2000) emphasizes that proficiency in multiple styles enhances leadership effectiveness. In my role, an Affiliative style benefits team cohesion, particularly after fragmented leadership, promoting trust and harmony (Bachus, 2018).
While my comfort with participative styles is evident, the Authoritative style needs cultivation, especially in articulating clear visions as my confidence grows. Additionally, the Coercive style could be essential for emergent issues requiring swift decisions.
2.2 Assess the effectiveness of own leadership styles
Effective leadership is defined by the ability to direct followers towards shared objectives (Bhatti et al., 2012). Effective leaders are well-versed in various styles, adjusting as needed based on circumstances (Goleman, 2000).
The Affiliative style promotes harmony but may overlook necessary performance critiques (Leaders Edge, 2018). This style is ineffective during challenges where clearer direction is needed, necessitating integration with the Authoritative style, which outlines visions and sets standards (Goleman, 2000).
A well-developed Democratic style encourages team involvement in decision-making, fostering innovation (Bachus, 2018). It taps into team expertise but may falter during crises, where quick decision-making is critical.
The Coaching style aids followers in recognizing strengths and areas for improvement but can be perceived as micromanaging (Bachus, 2018).
Overall, my leadership approach remains participatory, yielding longer-term productivity gains via employee empowerment (Igbal et al., 2014).
3.1 Evaluate the implications for self and own organisation
The Affiliative, Democratic, and Coaching styles are critical as I lead a team with a history of unstable leadership. The Affiliative approach is vital in cultivating trust and emotional bonds (Bachus, 2018). Given the team’s previous experiences, this style facilitates improved morale and communication.
However, relying solely on the Affiliative style may neglect performance discussions. The Personal Development Planning (PDP) process at Teignbridge District Council (TDC) allows tailored development conversations with clear, measurable goals in place to track progress.
Combining the Affiliative and Authoritative styles is essential for aligning individual tasks with organizational goals. Understanding how team roles relate to TDC’s vision — embodied in the “Teignbridge Ten” Council Strategy — facilitates informed task management.
The Democratic approach encourages team contributions. While it fosters a collaborative atmosphere, delays in decision-making could hinder effectiveness. As the team matures, leveraging the Democratic style can balance timely decisions with collective input.
The Coercive style will also be crucial in fast-paced emergency scenarios where decisive action is needed. This approach, while improving responsiveness, should be limited to high-stakes situations to maintain overall team morale (Goleman, 2002).
3.2 Evaluate the impact of changes in the situation on the effectiveness of the adopted style
Leaders should adjust styles based on situational demands. As my role frequently requires quick responses, the participatory style may be limiting during emergencies.
The Democratic style may lead to indecision in crises, adversely affecting community welfare. Particularly in urgent situations, such as managing flooding responses, delays from seeking consensus can hinder vital actions (Intense School, 2014).
To address this, developing the Authoritative style via mentorship can empower me to make swift, informed decisions during high-pressure scenarios.
Conversely, during periods of organizational change, the Affiliative and Coaching styles will enhance follower support through transitions. These styles can help navigate uncertainties and foster patient engagement among team members (McKimm and Phillips, 2009).
The Democratic style will facilitate participation, ensuring all voices are heard during organizational changes, which can ease the transition and encourage collective problem-solving (Thuijsman, 2015).
4.1 Evaluate the factors which impact on leadership effectiveness
Leadership effectiveness hinges on an interplay between individual factors, situational requirements, and contextual elements (Collings et al., 2017).
Individual Factors: Experience is a primary influencer. Leaders often rise from roles grounded in specific experiences and skills, potentially lacking a holistic view of leadership required (Walters, 2017). Leadership success requires adaptive decision-making and motivation techniques, especially if the leader is relatively inexperienced.
Contextual Factors: Support within the organization is essential. Leadership roles require cohesive followership; thus, the characteristics of group members impact efficacy (Sogunro, 1998). Effective leaders leverage team diversity to create collaborative approaches in decision-making.
Hierarchy also plays a vital role. The flow of information from upper management is crucial in establishing team direction and aligning objectives with organizational goals.
4.2 Assess own leadership behaviour in terms of these factors
In transitioning into a leadership role, I have limited experience but considerable technical knowledge in Civil Engineering. My early challenges relate to people management and navigating complex situations effectively. Consulting former managers and peers has helped me navigate these gaps.
My strategic awareness has room for development, suggesting mentorship at a senior level will enhance this skill set and improve team goal alignment.
Engagement with a competent team has facilitated reciprocal support, aiding in navigating directed change amidst previous turmoil. Regular team meetings and one-to-ones foster collaborative development, aligning individual projects with the greater organizational vision.
Support structures at TDC, through team meetings and one-to-ones, enable me to disseminate management directives and build a cohesive, informed team environment.
5.1 Produce an action plan for developing own leadership style and effectiveness
Description of the Action Plan:** Developing Leadership Style and Effectiveness
Aim of the Action Plan:** Align leadership style with TDC values and the delivery of the Council Strategy, ‘Teignbridge Ten’.
Plan Start Date:February 2023
Plan End Date: February 2024
| 1 | Identify leadership and management capabilities | Collaborate with department managers to map competencies in service areas. | Effective use of competency framework for personal and career growth. | Time and support from management team. | Review in 2 months. Review in 6 months. | Final review and adjustments by TBC. |
| 1 | Identify required leadership styles and behaviors | Organize meetings with senior leadership to determine key leadership traits needed. | Identification of appropriate leadership styles aligned with organizational needs. | Resources for reviews, such as 360-degree appraisals. | Review in 6 months. | Final review and adjustments by TBC. |
| 1 | Undergo leadership training | Enroll in ILM4 course with assessments on assignments and presentations. | Performance assessed through appraisals by line manager. | Monetary and time support for course completion. | Monthly reviews of progress with line manager. | Final review at 12 months post-course completion, outcome to be determined. |
| 2 | Build confidence in decision-making | Identify a senior mentor for coaching sessions addressing decision-making and conflict. | Improved performance appraisal and feedback from mentor. | Time for establishing a coaching network. | Monthly reviews of effectiveness. | Final review after 6 months, adjustments based on feedback. |
| 2 | Develop strategic knowledge of TDC | Attend training for Business Planning and Commercial Awareness. | Clearer understanding of TDC strategic issues and alignment of business plan. | Time for training and mentorship. | Review progress after 6 months. | Final review at 12 months, checks for alignment with strategic goals. |
5.2 Explain the benefits of implementing the action plan:
Implementing an action plan supports reflective practice, enabling an examination of strengths and weaknesses within leadership. This proactive approach helps identify areas needing enhancement while clarifying objectives for personal development.
By establishing clear goals, the action plan fosters accountability and sets realistic durations for achieving targets, allowing for a systematic progression of skills that benefit both individual and organizational performance (IMD, 2019).
It also provides tangible measures of success, functioning as stepping stones toward greater objectives (Open University, 2019).
5.3 Explain how you will monitor and evaluate the action plan:
As a living document, the action plan will undergo regular reviews to assess progress. Monthly one-to-ones with my line manager will discuss developmental key areas, adjusting as needed based on team and organizational feedback.
Evidence of progress will be collected through continuous evaluations of development activities. Each evaluation will address the effectiveness of methods used and whether further gaps in training or knowledge have arisen (CMI, 2013).
This iterative evaluation process will keep the action plan relevant and adaptable, considering evolving goals and emerging needs for continuous improvement (CMI, 2013).
