CMI 702 - LO 1.1 Master Presentation PDF

Level 7 Learning Outcome 1: Leading and Developing People to Optimise Performance Learning Outcome 1.1 Part 1 Discuss the influence of leadership, culture and people development on performance Part 1 The influence of leadership on performance What do you mean by ‘per...

Level 7 Learning Outcome 1: Leading and Developing People to Optimise Performance Learning Outcome 1.1 Part 1 Discuss the influence of leadership, culture and people development on performance Part 1 The influence of leadership on performance What do you mean by ‘performance’? In the context of leadership, culture, and people development, performance refers to the effectiveness with which individuals, teams and the organisation as a whole achieve their goals and objectives. Performance encompasses both quantitative and qualitative measures, offering a comprehensive view of success and areas for improvement. At the individual level, performance relates to how well an employee meets the expectations of their role, contributing to the organisation’s objectives. This includes quantitative measures such as productivity, sales figures or project completion rates, as well as qualitative aspects like the quality of work, innovation and adherence to organisational values. What do you mean by ‘performance’? Team performance can be evaluated based on the collective output and cohesion of a group working towards shared goals. Quantitative measures might include team-based targets, deadlines met or customer satisfaction ratings. Qualitatively, team performance also involves collaboration, communication and the ability to solve problems effectively. Organisational performance is the overall success of the organisation in achieving its strategic objectives. This includes financial metrics like profitability, revenue growth and market share, as well as qualitative factors such as brand reputation, employee engagement and customer loyalty. Organisational performance is a reflection of how well leadership, culture and people development are aligned to drive success. What do you mean by ‘performance’? Performance is a multi-faceted concept that includes individual, team and organisational levels, measured through a combination of quantitative metrics and qualitative assessments. It provides a holistic view of how well an organisation and its people are functioning. It is the principal reason for the existence of any organisation in delivering its vision and mission. What leadership approaches are you going to be examining? In this part of the learning outcome, you will examine a variety of leadership approaches that are helpful and important in leading and developing people to optimise performance. You will begin by exploring ethical leadership and value-based leadership, both of which emphasise the importance of integrity, ethics and aligning leadership decisions with core organisational values. You will also consider various leadership styles, including Goleman’s seminal work, Leadership that Gets Results, and Authentic Leadership, which focuses on transparency, self-awareness and leading with a genuine sense of purpose. Cross-Cultural Leadership will be discussed, highlighting the skills needed to navigate and lead diverse teams across different cultural contexts. What leadership approaches are you going to be examining? You will explore Transformational Leadership, which claims to inspire and motivate significant change within an organisation, and Servant Leadership, which prioritises the growth and well-being of the team members, encouraging a supportive and empowering environment. You will also consider Systems Leadership, which looks at leading within complex, interconnected systems, and Leadership for Innovation, which encourages creativity, experimentation, and forward-thinking to drive organisational progress. By understanding these varied approaches, you will be better equipped to develop a leadership style to meet the needs of your team and organisation. A New Model for Ethical Leadership Rather than try to follow a set of simple rules (“Don’t lie.” “Don’t cheat.”), leaders and managers seeking to be more ethical should focus on creating the most value for society. In this article, the author, Bazerman, argues that this utilitarian view blends philosophical thought with business school pragmatism and can inform a wide variety of managerial decisions in areas including hiring, negotiations, and even time management. Creating value requires that managers confront and overcome the cognitive barriers that prevent them from being as ethical as they would like to be. He proposes strategies for making more-ethical choices. Managers who care about the value they create can influence others by means of the norms and decision- making environment they create. As you progress through this unit, you will find a number of articles, downloads etc, each of which is presented as is the link below. >>> HBR Article - Business Ethics, A New Model for Ethical Leadership > Forbes Article - 5 Attributes (And Benefits) Of Values-Based Leadership > MD Book Summary - The 5 Disciplines of Inclusive Leaders > MD Article - Leadership that Gets Results > MD Article - Authentic Leadership - the Key to Building Trust > Sage Reference Article - Cross-Cultural Leadership > Online Article - How to be a Systems Leader > MD Article - Leadership for Innovation > Checklist - Creating a Corporate Mission Statement > How Mission, Vision and Values Guide High Performing Cultures > Checklist - Understanding organisational culture > HBR Article - How to Build a Strategic Narrative >> CMI paper - Talent Management > Checklist - Talent Management