Leadership & Management

…. where skills for working with people are honed

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Perhaps there was a time when the calling of the manager and that of the leader could be separated.  A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.

But in the new economy, where value comes increasingly from the knowledge of people, and where staff are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize staff, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.

The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.

With the rise of the knowledge worker, “one does not ‘manage’ people,” Drucker wrote. “The task is to 'lead' people. And the goal is to make productive the specific strengths and knowledge of every individual.”

This does does not mean that learning 'management' should be abandoned and everybody should focus on 'leadership'.  Planning, organizing, directing and monitoring are still required skills if an enterprise is to be successful.  It mean that there is a need to acquire a wider portfolio of skills and to develop the ability to choose different ways of operating.

Whilst you are with us we will help you:

  • Develop your understanding of both leadership and management

Development Programmes

Introduction to leadership and management roles and competences +

Introduction to leadership roles and competences

currently being updated - back shortly

Leadership Fundamentals +

Leadership Fundamentals

As it says in the title, this programme is about developing a fundamental understanding and ability in leading other people in delivering successful and sustainable performance.  It establishes a sound foundation of competence for working with other people and is therefore a core personal competence.

The programme is available as a self-managed, self-development programme with or without a Certificate of Achievement.  Certificates are available at  level 3 - supervisor/junior manager or level 5 - middle manager/small enterprise owner.

The programme is also available as a tutor-supported programme leading to the award of a Certificate of Professional Development.  For this programme it is necessary to undertake a period of work-based learning and to submit an assignment.  Further information is available in How It Works in the Learning Modules section.

To enrol in this programme, click the button below:

Leadership Styles & Delegation +

Leadership Styles and Delegation

Over the years both formal and informal observation and research into leadership style has  recognized two broad categories, namely 'task-oriented' i.e. focused on getting the job done and completed, and people- or relationship-oriented i.e. focused on investing in and motivating people, coaching and supporting all within the context of creating the necessary deliverables.  In many ways this is like the two poles of the Douglas McGregor X-Y continuum.

But in more recent times, more detailed research, fueled by the need to achieve more and to be more productive with less resource i.e. people, this binary model of leadership has begun to breakdown.  The Transformational Leadership Style Inventory was significant in introducing a third dimension, namely 'systems', to extend the 'people' and 'actions' approaches.  Other research has focused on seeking an answer to whether there is difference between women and men in the way they lead.

In addition to trying to develop theories underpinning leadership style, other researchers have focused on developing models of 'effective leadership practice'. e.g. Bill Reddin and his 3-D model or Hersey & Blanchard and their Situational Leadership Model.

The reality is that effective performance as a leader is depending on a manager having a portfolio of knowledge and skill upon which he/she can draw in any particular situation.  The aim of this programme is to provide that broader portfolio in order to develop a higher level of competence in the manager.

The programme is available as a self-managed, self-development programme with or without a Certificate of Achievement.  Certificates are available at  level 3 - supervisor/junior manager or level 5 - middle manager/small enterprise owner.

The programme is also available as a tutor-supported programme leading to the award of a Certificate of Professional Development.  For this programme it is necessary to undertake a period of work-based learning and to submit an assignment.  Further information is available in How It Works in the Learning Modules section.

To enrol in this programme, click the button below:

 

Leading Multi-National Teams +

Leading Multi-National Teams

This programme is currently being updated and will be re-released in Q1/2017

Enrol Here +

Enrol Here

To enrol with Marshall Gurney Institute where you will have complete access to all our learning and development resources, simply click the button below to complete and submit your registration.