The Principles of Leadership and Management in Adult Social Care 

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This unit will develop your knowledge of the importance of leadership and management theories and styles. You will look at how coaching and mentoring can complement your leadership style and ways to adapt your leadership and management for different situations

ANALYSE – to study or examine something in detail (looking at all the component parts of the whole) to discover more about it, i.e., what works well, what does not, how is it beneficial.
A conclusion could follow – what possible changes can be made as an improvement. 

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EVALUATE – to judge or calculate the quality, importance, or value of something: i.e., why this is used, what purpose or value does it have, does it fulfil its purpose.
A conclusion could follow – to continue with the item, discontinue it, or suggest possible changes

 

KNOWLEDGE QUESTIONS

1.1
1.2

Explain the differences between leadership and management and why managers need both skills

1.3
1.4

Explain 3 key theories of leadership and management and how you can use these in your own leadership (see below guidance)

1.5

Analyse the range of different leadership styles

1.6

Analyse how coaching and mentoring can be used to compliment your leadership style

2.1

Analyse the impact of 3 internal and external drivers on leadership and management in adult social care services (see below guidance)

2.2

Explain the role of leadership and management skills in adult social care services

2.3

Explain how you adapt your own leadership and management style for:
a. Different situations
b. Different teams
(see below guidance)

2.4

Evaluate the interaction between the values and culture of an adult social care organisation and own leadership behaviours

Guidance
Key theories of leadership and management may include:

· John Adair Action-Centred Leadership Model· Peter Drucker Management by Objectives· Bill Reddin 3-D Leadership Model· Management by Walking About (MBWA)· Tannenbaum and Schmidt 7 Levels of Delegation and Freedom

Internal and external drivers may include, but are not limited to, internal or external policy or strategy changes, changes to the market, organisational cultural changes or challenges
Different situations may include the formality of situations, working under different pressures, own role within a particular situation
Different teams including, but not limited to, size of team, location of team, culture of team, experiences of teams and resources required to manage different teams