CIPD Level 5 Unit 5OS06 Leadership and Management Development Assignment Example 2026

CIPD Level 5 Unit 5OS06 Assignment Example 2026

About this unit

This unit builds on the fundamentals of learning and development. It focuses on developing leaders and managers to ensure that they have the necessary knowledge, skills and experience to drive a working environment which is cohesive, diverse, innovative and high- performing. It builds awareness of the right tools and approaches to facilitate development which will ultimately impact organisational effectiveness.

What you will learn

You will develop understanding of the factors that drive the need for leadership and management development within the organisation and examine the distinctive and interdependent nature of leadership and management. You will identify the roles, function and styles in which leaders and managers perform in different contexts and assess the skills and competencies required. Additionally, you will explore the role learning and development professionals have in supporting leadership and management development and the importance of ensuring that equality, diversity and inclusion is an integral part of this. Finally, you will evaluate indicators of successful leadership programmes, find out about the range of stakeholders involved and assess the impact that leadership and management development has on the organisation.

Learning Outcome, Assessment Criteria and Indicative Content

1. Understand the relevance of leadership and management and the knowledge, skills and behaviours required.

1.1 Explain the external factors that drive the need for leadership and management within the organisation.

The impact of external pressures, frequency of change, increased competition and customer choice, political interventions, changes to working methods and EDI. Stages and maturity of organisational development.

1.2 Explain the meanings of leadership and management and the interdependent nature of their functions.

Distinction between leadership and management function and relationship with others; differing and contrasting roles and functions of leadership and management in relation to power, authority and control.

1.3 Explain the contrasting styles and characteristics of leaders and managers.

Approaches to leadership and management: autocratic, democratic, laissez- faire; mainstream leadership and management behavioural theories, for example traits, situational, contingent, path- goal, transformational, transactional, participative, charismatic.

1.4 Compare the different knowledge, skills and behaviours required for leadership and management in organisations.

Soft and hard approaches in context, emotional intelligence and resilience, sensitivity to events, relevant professional knowledge and competencies, analytical, problem- solving and decision- making skills, attribution theory and cognitive biases, ability to lead and manage people. Drive positive EDI agendas. Ethical, moral and value- driven governance, awareness and promotion of wellbeing approaches.

2 Understand a range of different learning and development initiatives in developing leaders and managers.

2.1 Identify the role people professionals and learning development specialists have in supporting leadership and management development initiatives.

The role people professionals and learning and development specialists have in supporting and developing leadership and management development initiatives, for example, establishing learning and development needs; training needs analysis, gap analysis, design and delivery of learning and development interventions for leadership and management; identifying, assessing and supporting L&D for potential leaders and managers; providing advice on individual and group development.

2.2 Evaluate a range of approaches that are available for effective leadership and management development.

Key approaches used for leadership and management learning, formal vs informal approaches; for example educationalbased programmes, secondments, workbased projects, on- and off- the- job learning, job rotation, shadow boards, coaching and mentoring, knowledge conversation, cognitive vs practical, collaborative vs individual; peer learning, learning sets, action learning; 360 feedback, critical incident techniques, cloud- based, e- learning; skills rehearsal, simulation; social media, internal vs external. Use of competency- based frameworks. Assessment and development centres. Leadership and management self- development. The importance of reflection in leadership and management learning. Barriers to leadership and management learning.

2.3 Discuss why equality, diversity and inclusion should be an integral component of leadership and management development initiatives.

Development of leaders’ and managers’ awareness of community and cultural change, workforce representation, approaches to recognise and identify bias and equity. Aspects of development that should include equality, diversity & inclusion; barriers to ED&I initiatives; areas for attention (such as use of language, awareness of unconscious bias technology, cultural norms and expectations, differences in non- verbal signals and interpretations, issues with regard to practical activities, and fonts, text sizes, use of colour, volume levels, brightness levels, etc). Corporate social responsibilities.

3 Understand the effectiveness of leadership and management development initiatives.

3.1 Identify the range of stakeholders and the involvement they have in leadership and management development initiatives.

Identifying key partnership stakeholders. Involving and ensuring contributions of key stakeholders to include sponsors for initiatives, participants, top and senior leaders, managers and non- learning and development professionals. Demonstrating and communicating aims and objectives and achievement of success indicators.

3.2 Evaluate the indicators of successful leadership and management development initiatives.

Evaluation processes and methods, individual and organisational performance evidence, effective succession, retention rates, value- added KPIs, employee involvement satisfaction indicators, achievement of KPIs, value- added measures. Key theories and concepts of evaluation of learning, for example Kirkpatrick. Extent to which the established purposes and identified learning needs have been met.

3.3 Assess the impact and importance that leadership and management development initiatives have on organisational culture, strategy, reputation and performance.

Perception vs reality, nature and types of change possible/likely, measuring effect of change, positive vs negative impact, impact on who (individuals, groups, departments, organisation as a whole, customer/client perceptions), transitional vs temporary vs sustained. Increase in motivation and engagement resulting in reduced churn, increase in quantity or quality of organisational outputs, increase in external positive reporting and media coverage, increase in internal harmony and synergy in current and future projects.

Answer

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