Introduction to Leadership and M3.36 Leading a Team Effectively Essay

SUFFICIENCY DESCRIPTOR This sufficiency descriptor gives assessment guidance by identifying the different standards that produce different marks. Section by section, for each assessment criterion, the descriptors identify typical degrees of sufficiency of learner evidence in a submission.

These degrees of sufficiency are labelled as ‘Referral’, ‘Pass’ or ‘Good pass’ (i. e. although it is only one assessment criterion, if that standard were replicated uniformly across the whole assessment, it would be likely to produce marks in the 40s, 50s or 70s & above).Level 3 FLM: optional assessment: M3.

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10 INTRODUCTION TO LEADERSHIP AND M3. 36 LEADING A TEAM EFFECTIVELY Criteria Descriptors Connect the team with vision and strategy • Explain the importance of the team having a common sense of purpose that supports the overall vision and strategy of the organisation or project • Explain the key role that communication plays in establishing a common sense of purpose and assess the effectiveness of own communication skills Referral What is meant by ‘having a common sense of purpose’ is not addressed, or is incorrect • What is meant by ‘having a common sense of purpose’ is described or listed, but there is no explanation as to why ‘having a common sense of purpose’ is important for supporting the organisation or a project • The key role that communication plays in establishing a common sense of purpose is not addressed, or is incorrect • Communication is described, or methods of communication are listed, but there is no explanation as to why communication plays a key role in ‘establishing a common sense of purpose’ • Own communication skills have not been addressed, or have been described or listed rather than assessed Pass • What is meant by ‘having a common sense of purpose’ is addressed and is correct • Why ‘having a common sense of purpose’ is important for supporting the organisation or a project is explained rather than described or listed, although the context is not always clear • How communication plays a key role in ‘establishing a common sense of purpose’ is explained rather than described or listed, although the context is not always clear •Own communication skills have been assessed rather than described or listed in order to make a judgement as to their effectiveness, although the judgement may be limited Good Pass What is meant by ‘having a common sense of purpose’ is detailed and correct • Why ‘having a common sense of purpose’ is important for supporting the organisation or a project is fully explained rather than described or listed, and a clear context and detailed and appropriate examples are provided • How communication plays a key role in ‘establishing a common sense of purpose’ is explained rather than described or listed, and a clear context and appropriate examples are provided • Own communication skills have been assessed rather than described or listed in order to make an informed and detailed judgement as to their effectiveness Sufficiency Descriptor: L3 FLM M3. 10 & M3. 36 integrated Version 1 July 2011 Owner: Chief Assessor Your leadership style • The factors that will influence your choice of leadership styles or behaviours in workplace situations is identified • The reason why these leadership styles or behaviours are likely to have a positive effect on individual and group behaviour is explained • Own leadership behaviours and potential assessed in the context of a particular leadership model and organisation’s working practices and culture using feedback from others • Appropriate actions to enhance own leadership behaviour in the context of a articular leadership model is described Referral • There is no implicit or explicit understanding demonstrated of the relationship between leadership styles or leadership behaviours and individual and group behaviour •Factors that influence the choice of leadership styles or leadership behaviours are missing or incorrect • No reasons are given as to why chosen leadership styles or leadership behaviours are likely to have a positive effect on individual and group behaviour, or the reasons are incorrect, or the reasons are merely identified and not explained • Only leadership behaviours or leadership potential are assessed (both must be assessed) Leadership behaviours and leadership potential are both assessed, but are assessed only in the context of a particular leadership model or feedback from others (the context must comprise a leadership model and feedback) • The leadership model is incorrect or inappropriate • Feedback from others is inappropriate, is not evidenced, or is insufficient to make an assessment of own leadership behaviours and potential • Leadership behaviours and leadership potential are described rather than assessed • Actions to enhance own leadership behaviour are missing, or are inappropriate, or are not based on the assessment, or are not in the context of a particular leadership model, or are listed rather than described Pass Understanding of the relationship between leadership styles or leadership behaviours and individual and group behaviour is implicit rather than explicit •Factors that influence the choice of leadership styles or leadership behaviours are identified and correct and applied in workplace situations • Reasons are given as to why the chosen leadership styles or leadership behaviours are likely to have a positive effect on individual and group behaviour, yet the reasons are described rather than explained • Leadership behaviours and leadership potential are both assessed rather than merely described, they are both assessed in the context of a particular leadership model and feedback from others, yet the assessments are limited • Feedback from others is appropriate although limited evidence of feedback is provided, yet there is sufficient feedback to make a limited assessment of own leadership behaviours and potential • Actions to enhance own leadership behaviour are limited, yet the actions are described rather than just listed, they are appropriate, they are based on the assessment of own leadership behaviours and potential, and they are in the context of an appropriate leadership model Sufficiency Descriptor: L3 FLM M3.

10 & M3. 36 integrated Version 1 July 2011 Owner: Chief Assessor

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