Leadership

leadership developmentLevel 4

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Leadership Development 1

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Welcome to Leadership and Development.

This training resource covers four core areas:

Unit Title

8493 Lead individuals and teams

8495 Develop self to improve performance

9696 Apply problem-solving strategies

22012 Manage in a retail environment

Successfully completing these unit standards will earn you credits towards the National Certificate in Retail (Level 4).

The secTions are: Page

Section 1: Leadership and management ........................................................................... 9

Section 2: Managing staff ................................................................................................ 53

Section 3: Solving problems .............................................................................................. 63

Section 4: Managing operations in a retail environment ................................................... 81

Section 5: Developing self to improve performance .......................................................... 101

Section 6: Review ............................................................................................................ 125

Notes ............................................................................................................................... 126

Appendix A: Basic personality questionnaire .................................................................... 130

Appendix B: VAK learning style test ................................................................................. 133

Glossary .......................................................................................................................... 134

Assessment cover page ................................................................................................. 137

Assessment checklists .................................................................................................... 138

Assessment feedback forms .......................................................................................... 139

INTRODUCTION

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© 2009 Retail Institute2

How to use this resource

Icons

The following icons have been used in this training resource. Outlined below is an explanation of what the icons mean.

Notes

A note section is available at the back of this resource for you to write down any notes or queries that you may have.

Glossary

In this material you may come across some new or unfamiliar terms. These are explained in the margin when they appear for the first time. In addition, you will find a full glossary of terms at the back of this material.

This icon gives you a Hot Tip.hoT TiP!

This icon lets you know that there is more information on this subject in another module, section or training resource.

This icon tells you there is a key point to remember.

This icon identifies an example.

This icon indicates an activity for you to do. The activities do not form part of the assessment but will help to reinforce your learning.

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Leadership Development 3

(Peter Cammock, The dance of leadership, 2001)

Getting ready to start

You are probably completing this qualification because you are in the role of a team leader/manager or are aiming to prepare yourself for a leadership role in your workplace.

The leadership role is closely identified with the ‘manager’ role. The leader is responsible for creating a vision of the organisation. Vision is about the direction everyone needs to be heading. It is the manager’s mission to organise staff and stock so that the vision can be achieved.

1 The role of ‘manager’ is relatively recent whereas the people have talked about leaders for centuries.

1 The details of the manager’s role depend on how the company is organised.

1 The manager’s role involves taking responsibility, authority and accountability for the effective performance and general day to day running of a workplace.

Being a manager is about:

1 achieving a specific set of tasks and objectives.

1 achieving results through the effective direction of other people.

The role of the manager is often complex because it involves the coordination of three sub-roles.

The sub-roles of a manager can be labelled: management, leadership and technical (figure 1)

LEADERSHIP

TECHNICAL

MANAGEMENT

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© 2009 Retail Institute4

Technical expertise

Many people become manager’s in the retail industry because of their retail expertise. For example, you may be very good at customer service and selling or you may have excellent merchandising skills and have achieved very well in these areas. In a frontline management role, you are often acting in the role of technical expert.

As you move from frontline to higher management roles, you will probably need to delegate your technical roles to free up time for management duties. However, even very senior managers still complete routine technical and operation tasks such as signing off large loans, completing reports and auditing business operations.

In this resource, we focused on the technical or operational side of retail management in the section managing operations in a retail environment. This section builds on your retail technical expertise and provides the tools to manage technical issues.

Management and Leadership Roles

Although leadership and management are distinctive and different processes, they are interactive and interdependent parts of the manager’s role. In reality, effective managers practice both leadership and management.

Whereas management administers, copies and imitates, leaders must be able to innovate and originate. Both leadership and management skills are critical to every manager’s success.

The first part of this resource looks at the roles of Leadership and Management . It identifies the different techniques and tasks of management and leadership. The later sections focus on your developing the traits or behaviours of leadership and the skills of management.

Think of a large ship on a regular shipping delivery route. It is management that keeps the ship on course, the engines maintained, the fuel costs and cargo damage to a minimum, allocates duties to the crew and ensures the trip is safe, efficient and predictable.

Management is effective and sufficient until a storm comes up or the ship comes across a number of large icebergs during its voyage. These changes from the routine call for changes in process. This is where leadership comes into play. The ship needs to take a new and a different route to overcome the challenges facing it; the crew needs to be rallied into new activities to adjust to the new weather and/or sea conditions.

FOR exaMPle...

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Leadership Development 5

assessment

This training resource has activities throughout to prepare you to complete the summative or end assessment tasks. The assessment tasks are collated at the back of this resource in the assessment section.

Take some time to read the assessment questions carefully before you start to complete this resource. Check that you understand what you are required to do.

Make sure you speak with your assessor if you have any questions or concerns about completing the tasks.

For some assessment tasks, you will need a person (a verifier) to verify you have completed them to the required standard. Make sure you read the assessment tasks and identify which ones need a verifier. Then book times to talk with your verifier and plan the times that they will be required to complete the verifications.

As you work through the activities in this resource, you will build the knowledge and practise the skills necessary to successfully complete your assessment tasks. When you are doing the activities, you can use notes and bullet points to answer the questions. However, to complete the assessment successfully, you will need to write up your notes into complete sentences and paragraphs.

Think about your manager role. Using the model in figure 1, divide up the activities of your role and write them into the section of the model you think they fit best in.

LEADERSHIP

TECHNICAL

MANAGEMENT

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© 2009 Retail Institute6

As a leader and manager, it is important that you present yourself in a professional way. In the assessment, we are expecting to find examples of a broad knowledge base and a good understanding of the ideas presented in this resource. If you need any help with your writing or study skills, make sure you talk with your assessor and/or your manager. They will know about the support systems available to help you.

We suggest that you type your answers. Make sure you;

1 include the question number and name

1 use a clear font – Arial or Times New Roman, no larger than size 12

1 use double spacing

1 clearly identify the question number you are answering

1 use a header and footer on each page

3 the header should have your name(first name and surname) and your NSI number

3 the footer should have ‘the date’ on the left, ‘Leadership Development – Retail Institute’ in the centre, and the ‘page number’ on the right

If typing your answers is not possible, you can use the assessment book to hand write your answers. Make sure you follow the same directions given for the typed assessments when writing your answers. Make sure your writing is readable by someone who does not know you.

It is your responsibility to make a copy of your assessments. If your work does not reach the Retail Institute, you will need to provide another copy.

Further reading

You will probably need to do some further reading to complete the assessments. Below are some recommended books and useful subject areas for web searches.

Kerr Inkson, D.K. (2002). Management Perspectives for New Zealand (third ed.) New Zealand: Pearson Education New Zealand.

Rudman, R. (2002). Human Resources Management in New Zealand (Fourth ed.) New Zealand: Pearson Education New Zealand.

Situational Leadership

The tools of Leadership

If you use materials from a text in your answers, please make sure you reference where the information came from. Use the APA referencing guide (note where can they access this)

Contact us

If you require help with any part of this material, please contact our Customer Service Team at the Retail Institute on the freephone number 0800 486 738 (note Gemma needs to check this)

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Leadership Development 7

Getting started

Think about someone in your workplace or someone you have worked with who you think is an effective leader. In the table below identify what makes them effective as a leader.

The things they do The techniques they use to do things

Their traits or personal characteristics

Think about someone in your workplace, or someone you have worked with, who you think is an ineffective leader. In the table below identify what makes them ineffective as a leader.

The things they do The techniques they could use to increase their effectiveness

Their traits or personal characteristics

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© 2009 Retail Institute8

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Leadership Development 9

LEADERSHIP

Leaders ‘show the way’. They have a clear vision to guide employees and

encourage them to be inspired.

MANAGEMENT

Management is the process of getting activities completed efficiently and

effectively with and through other people.

In the workplace:

LEADER’S RoLE

The role of the leader is to influence individuals and teams so they work in ways that are aligned with the

workplace’s vision and values.

MANAGER’S RoLE

The role of the manager is to act as a supportive facilitator. Managers should

be able to show direction and be decisive without being autocratic or domineering.

Decisive

Having the power

to decide;

beyond doubt;

conclusive;

unmistakable

Align

Put in order;

place something in

a straight line or in

the correct position

in relation to other

things

LeaDeRsHIp aND MaNaGeMeNTLeadership is often described as the art of motivating a group of people to achieve a common goal. The role of a leader is to influence individuals and teams to work in a way that:

1 aligns with a workplace’s vision and values

1 ensures workplace goals are achieved

1 provides an environment in which goals can be achieved.

To lead individuals and teams effectively, a leader needs to:

1 recognise and use the most appropriate leadership approach

1 identify individual working styles (how people do their job best)

1 establish individual and team performance expectations and standards

1 provide leadership for individuals and teams

1 enhance working relationships between colleagues and work associates.

The difference between leadership and management

The biggest difference between leaders and managers is how they motivate the people who work for them or follow them. This sets the tone for most other aspects of what they do.

SECTIoN 1

A good leader is someone who people are willing to follow. Good leaders align and energise employees to achieve goals by bringing people together to get superior results.

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© 2009 Retail Institute10

Effective leadership requires good management.

effective leaders:

1 have a deep sense of personal integrity and commitment

1 inspire personal loyalty

1 seek a common commitment.

As a result, they lead people who are positive, optimistic and energetic.

effective managers:

1 demonstrate integrity, strength of character and honesty

1 are morally sound and trustworthy and behave ethically

1 have strong communication skills and ensure that senior management and staff are kept well informed through effective:

3 written reports

3 letters

3 emails

3 memos

3 formal and informal meetings

3 discussions.

Management requires effort, time and energy and rational, non-emotional approach to work. Managers are people who have their finger pressed firmly on the pulse of the company.

Thinking about your leadership experience

Give an example of a time when you provided leadership.

a. Describe the situation

b. What did you do

c. What made this an example of leadership rather than management? Try to give several reasons.

Situation:

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Leader

A person who leads;

a person who is

the most successful

or advanced in a

particular area

Energetic

Showing or involving

great energy

Manager

A person who

manages staff

Integrity

The quality of being

honest and morally

upright

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Leadership Development 11

Your actions and the outcomes:

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How this was an example of leadership:

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Use your notes from this activity to help you answer Assessment task 2. Identifying your style.

Leadership styles

Just as there are many different personal and management styles, there is also a range of easily identified ways in which people can lead. Because needs and available time changes with every different situation, each leadership style has its place to suit the situational purpose.

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The store’s 6-monthly stocktake is next Sunday. Mary has called a team meeting to go through what will happen. Once Mary has finished speaking, she asks the team if they have any questions. Andre tries to suggest a way of doing things that will make the stocktake more efficient. Mary quickly talks over Andre and says in a firm voice ‘No! As the saying goes, If it ain’t broke, don’t fix it. This is how it’s done and this is how we will do it on the day. End of story!’

Mary told her team how the stocktake would be done and gave them no opportunity to offer any feedback.

FOR exaMPle...

The autocratic leadership style is useful for:

1 short-term projects (when a leader doesn’t have time to devote to individual staff members)

1 staff who complete monotonous tasks

1 staff who have low levels of motivation

1 projects with tight deadlines.

Here are a few examples:

autocratic leadership style

Description Advantages Disadvantages

The autocratic leader has complete authority over his or her staff or team and works best when they need total guidance.

1 Effective when times are

stressful

1 Has instant benefits

1 Comes naturally to many

leaders

1 Can result in a more

productive team when the

leader is observing

1 Problems can be spotted in

advance

1 Faster decision making.

1 Staff may resent being treated in this manner

1 Can lead to high levels of absenteeism and staff turnover

1 Staff or team output does not benefit from the creativity, knowledge and experience in the team

1 Staff or team opinion or feedback is rarely encouraged

1 Staff or team aren’t challenged to develop personal autonomy and innovation.

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0800 486 738www.retailinstitute.org.nz

Copyright © Retail Institute

All rights reserved. No part of this publication may be reproduced in any form without prior written permission. Enquiries should be made to the Retail Institute, PO Box 24341, Wellington.

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