| Intervention |
Learning Outcomes
At the end of the intervention participants will be able to demonstrate their ability to: |
Action Outcomes
By the end of the Integrated Leadership Development program the participants will have completed the following work actions:
|
Assessment
Possible methods of assessment could include: |
Personal Leadership
How to lead/manage oneself to be personally effective. Accepting responsibility for personal growth and career advancement, initiating actions to improve knowledge, skills and performance.
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- Develop a personal vision and direction.
- Take responsibility for their decisions.
- Make conscious choices based on values.
- Recognize areas of responsibility / and
roles.
- Seek feedback on performance to identify strengths and
weaknesses.
- Take responsibility for personal learning and development.
|
- Developed a personal vision.
- Implemented a process to receive 360 degree
feedback.
- Developed and implemented a self- development plan.
|
- Peer review360 degree feedback
- Performance reviews
- Formal observation
|
Interpersonal Leadership
How to influence others from a "non-authority" position. Getting along with others and pro-actively developing rapport with them. Building cooperative relationships.
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- Identify the CLEAR behaviors necessary to enhance/ influence relationships, interactions, and communications with other parties with whom they work in a "non-authority"
environment.
- Use the CLEAR skills appropriately in various types of interactions with
others.
- Show sensitivity for the needs and feelings of
others.
- Promote and persevere with their ideas, despite any opposition / obstacles that may be encountered.
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- Handled interpersonal issues identified prior to and during the learning process.
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- Peer review360 degree feedback
- Performance reviews
- Formal observation
|
Facilitative Team Leadership
How to utilize appropriate interpersonal styles and methods in guiding a team towards task accomplishment without the reliance on authority or position. Creating a shared vision, which integrates with that of the organization, for the team that is inspiring and motivating.
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- Establish a shared vision for a team.
- Agree behavioral standards against which to evaluate the teams
performance.
- Make group decisions using appropriate guidelines involving team members
appropriately.
- Participatively design tasks and processes with team
members.
- Facilitate team meetings.
- Facilitate team learning sessions.
|
- Established a shared vision for their own team which supports the vision of the
division.
- Established an agreed set of behavioral standards for their
team.
- Conducted regular reviews of the their teams against the agreed behavioral
standards
- Involved team members in decision making and
planning.
- Conducted team learning sessions for their teams.
|
- Peer review360 degree feedback
- Team development survey
- Performance reviews
- Formal observation
- Impact evaluation
|
Performance Leadership
How to guide, evaluate and develop the competencies of team members to maximize their performance.
|
- Conduct a setting and agreeing performance and development expectations discussion with a team member. The performance expectations to support the performance requirements of the
division.
- Provide feedback to team members against agreed
expectations.
- Conduct a review discussion with a team member against agreed
expectations.
- Coach an individual in their development as they work towards achieving agreed
outcomes.
- View performance leadership as a continuous learning process which will ensure the achievement of agreed performance expectations.
|
- Established agreed performance and development expectations for their team
members.
- Conducted at least one review discussion with each team
member.
- Provided ongoing feedback and coaching to team members.
|
- Peer review360 degree feedback
- Performance reviews
- Formal observation
- Impact evaluation
|
