Hodder Education Health & Social Care 2024 Catalogue - Flipbook - Page 26
CITY & GUILDS ADULT CARE
Level 5 Diploma in Leadership and
Management for Adult Care Student
Book, Second Edition
PAPERBACK
ENDORSED BY CITY & GUILDS
NEW
Tina Tilmouth
Develop best practice and improve your leadership skills with our second
edition textbook (for the 3096-51 speci昀椀cation).
• Develop a comprehensive understanding of the knowledge and skills
required with detailed coverage of all mandatory units
Available as
an eBook on
• Apply theoretical aspects of the Diploma in the workplace, and use
our ‘Evidence Opportunity’ feature to test your understanding of the
assessment criteria
ENDORSED BY
• Build con昀椀dence reviewing and evaluating practice in Adult Care settings
with ‘Re昀氀ect On It’ activities, and examples of re昀氀ective accounts
• Prepare a strong portfolio, with advice and activities on how to use evidence
most effectively
• This textbook has been fully updated to meet the requirements of the
updated Skills for Care quali昀椀cation criteria
Paperback: £35 ⸀00
9781398379336 • Spring 2024
Boost eBook: £11 ⸀00 per year
9781398378643 • Spring 2024
For more information on Boost eBooks, visit hoddereducation.com/boost/ebooks
PM f-0117
dd Page 12 10/05/23 3:45
379336_500_CG_L5_LM_005-035.in
Level 5 Diploma in Leadership
and Management for
Adult Care: Second Edition
379336_500_CG_L5_LM_005
-035.indd Page 13
is
are alike. Another criticism
ways, and that all situations
needs must be satisfied
the assumption that the lower
self-actualisation. For example,
before a person can reach
large numbers of people live
there are cultures in which
be capable of higher order
in poverty, but they may still
. Also, history tells
needs such as love and belongingness
such as authors and artists,
us of many creative people,
potential despite living an
who manage to reach their
impoverished life.
have recognised the impact
care settings, when managers
success. The biggest
that motivation has on workplace organisation is its
in any
and most expensive resource
theory has become a
employees and therefore motivation
valuable tool for managers.
(and other theories of
Criticisms of Maslow’s theory
of empirical research
motivation) include the lack
the assumption that all
to support its conclusions,
therefore respond in similar
employees are alike and will
Morality,
creativity,
PL
spontaneity,
problem solving,
E
Look inside
lack of prejudice,
acceptance of facts
Self-actualisation
Self-esteem, confidence,
others,
achievement, respect for
respect by others
Esteem
SA
M
Friendship, family, sexual
Love/Belonging
intimacy
of resources, of morality,
Security of body, of employment, property
of family, of health, of
Safety
/102/HO02819/work/indd
Unit 500 Understan
Case study
1.1 Managing difficult
When you ask to see her
to try to resolve some
of her
issues, she is aggressive
and quite rude. This has
made you
feel angry, particularly
as you are trying to come
up with a
solution. However, fighting
anger with anger does
not work
and you need to consider
how you might approach
problem in a different
this
manner.
How might you deal with
this situation? Perhaps
you might
empathise with the staff
member’s plight and
ask her how
she can see a way forward.
It is likely she has been
unable
to take time out to note
the decline in her work
or her
lateness. You could suggest
a change in hours to help
to get to work on time,
her
or a reduction in her hours
of
until she can settle her
children into a more favourablework
routine. Perhaps she might
work the same number
hours but at times when
of
the children are at school.
The way you deal with
this situation will have
an effect on
the whole workforce.
What do you think are
the main issues in this
case study?
For example, how would
you deal with your anger
your staff member’s aggression
and
to resolve the situation?
How would emotional
intelligence help here?
sleep, homeostasis, excretion
SA
High
Low directive
and
high supportive
behaviour
‘Let’s talk,
D3 decides’
High directive
and
high supportive
behaviour
‘Let’s talk,
leader decides’
C
Supp
ort
ing
S3
S4
g
ga
le
‘D4 decides’ ‘Leader
decides’
Low directive
High directive
and and
low supportive
low supportive
behaviour
behaviour
Directive behaviour
situational self-leadership
g
Low
Figure 4 The organisation’s
ctin
De
12
High
model
13
24
READY TO ORDER?
hoddereducation ⸀com/city-and-guilds-hsc
education@hachette ⸀co ⸀uk
E
PL
1.2 Situational theory
Research Hersey and
Blanchard’s
how the S2 High Directive–Hi situational theory. Show
gh Supportive style and
S4 Low Directive–Low
Supportive style of managementhe
of tasks might work in
t
your workplace.
Read more about this
on the Leadership-central
website
(Leadership-central.com,
n.d.).
Kouzes and Posner
– the leadership
challenge
S1
care
Situational leadership
theory,
and Ken Blanchard, describes devised by Paul Hersey
the situation that is presented leadership as being led by
to you and adapting the
leadership style to that
situation. This approach
depends
upon the leader having
the ability to adapt to
the task
hand by evaluating the
competence and commitmen in
the workforce to accomplish
t of
that task (Northouse,
example, if during your
2018). For
daily
to arise, situational leadershiproutine an emergency were
would
require you to adapt
to this and you would
have to decide at that
moment the
best course of action.
To be a situational leader
requires an
ability to adjust according
to what is happening.
Situational leadership
further
into four different behaviours classifies leadership style
of the leader, which are
shown in Figure 4. The
leadership behaviours,
directing
and supporting, can
be shown to be high
or low.
● The team receiving
instructions and carrying
them out is the High
Directive–Low Supportive
function (S1).
● The leader handing
over control
but facilitating their developme to the workforce
nt
to
help
them to
achieve the goal is the
High Supportive–Low
Directive
approach (S3).
Contingency theories
put
situations lend themselves forward the view that
to
and that the team leader’s different styles of leadership
flexibility to adapt in
response
to those situations is
key (Fiedler, 1967; Martin
et al., 2010;
McKibbon et al., 2008).
Successful outcomes
in this respect
depend on the leader
adopting a style based
on several
variables, including the
job in hand, the qualities
in the team and the context
of those
in which the team is working.
James Kouzes and Barry
Posner’s (2003) Leadership
Challenge model, based
on Fred Fiedler’s theory,
‘Five Practices of Exemplary
identifies
Leadership’:
S2
D i re
Supportive behaviour
of needs
ng
chi
oa
Figure 3 Maslow’s hierarchy
management in adult
Research it
D4
D3
D2
D1
High
Moderate–high Low–some
competence competence
Low
competence
competence
High
Variable
Low
commitment
High
commitment
commitment
commitment
Physiological
ding leadership and
Hersey and Blanchar
d’s Situational
leadership theory
M
Task
or
goal
Breathing, food, water, sex,
situation
s
A member of staff has
recently
separation from her husband. undergone a traumatic
She has three small children
and is struggling to make
ends meet. She finds
it difficult to
get to work on time and
has been late a number
of times
recently. You know she
does not have family
to help her
get the children to school.
tin
View a free sample from our new
edition textbook for the City & Guilds
Level 5 Diploma in Adult Care
10/05/23 3:45 PM
f-0117