B S B L D R 4 11

Demonstrate leadership in the

workplace
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Topic 1: Preparing yourself for a leadership role

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WHAT IS EXPECTED OF A LEADER?

The standards and values of an organisation describe what the
organisation believes important – they are the underlying internal
principles that guides the actions and behaviours of employees.

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HIGH STANDARDS
High standards of management performance and behaviour refer to
looking beyond policies and procedures and operating within principles
that resonate good morals, values and ethics.

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STATED VS IMPLIED STANDARDS AND VALUES

• Stated standards and values refer to the explicit behaviours that are
expected of employees at a workplace.
• Implied standards and values are not listed on company documents
but are standards and values that are expected by the workplace and
the society.

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ACTIVITY: REFLECT
How do you define doing a good job? How do you know when you are doing a good
job?
What are some examples of stated and implied standards?

Topic 1: Preparing yourself for a leadership role

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VALUES AND ETHICS

Organisations may have a code of conduct, which refers to the formal
statement guiding the ethical values and rules, which it expects its
employees to adhere to.

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ACTIVITY: RESEARCH AND DISCUSS

Research an organisation (for example, IKEA, Coca-Cola, Amazon, etc.) to answer the
following questions:
• Refer to the organisation’s vision and mission statements and discuss what it tells
you about its role in the community and the way it operates.
• What codes of ethics does the organisation uphold?
• What are the organisational values of this organisation?
• Think of some examples of ethical and unethical behaviour in a workplace.

Topic 1: Preparing yourself for a leadership role

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WHERE DO YOU FIT IN?

• Organisations have their own culture, politics and environment in which
they operate.
• Leading an organisation or a team of people within an organisation will
require knowledge of influences that affect the day-to-day activities of
employees.

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ROLE OF GROUPS AT WORK

There are two types of groups in an organisation:
formal and informal.

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MANAGEMENT VERSUS LEADERSHIP

• A manager has a significant role in maintaining the integrity and
credibility of an organisation.
• Leadership is the process by which members of an organisation
influence, motivate and guide in order to achieve a shared goal.

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CHARACTERISTICS OF AN EFFECTIVE LEADER

A leader provides support to the members of their team. Some of the
important characteristics of great leaders include:
• Honesty • Setting clear goals
• Ability to delegate • Dependable
• Having vision • Recognise effort
• Ability to communicate clearly

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ACTIVITY: RESEARCH AND DISCUSS

Research management and leadership styles.

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ARE YOU A GOOD ROLE MODEL?

Leaders are good role models. Role models are found inside or outside of the workplace. In
the workplace a role model is someone who exemplifies professional behaviour and image.

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ACTIVITY: REFLECT
Reflect on the general responsibilities of a manager.
How can you be positive role model in the workplace in the following situations?
• supervising your team on day-to-day issues
• managing your own performance
• communicating with external customers
How could you, as a manager, promote and establish a culture amongst your
employees or team to challenge behaviour that could seriously damage the image of
the organisation?

Topic 1: Preparing yourself for a leadership role

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PERFORMANCE PLANNING
Performance planning is crucial in setting standards of
performance outcomes and behaviour for management
and employees.

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PERFORMANCE INDICATORS
Performance indicators relate to the outcome that the organisation wants
to achieve – the evidence needed to show that the strategic and
operational objectives, goals and plans have achieved the desired result.

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KEY RESULT AREAS

• Key result areas (KRAs) are the main areas of responsibility and
accountability of roles and positions.
• An employee needs to know what is specifically expected of them.

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KEY PERFORMANCE INDICATORS

• Key Performance Indicators (KPIs) are the measures of success in
reaching targets and goals.
• They measure important aspects of a job or task to track how well it is
being performed.

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ACTIVITY: READ
Read through the information on setting SMART objectives:
https://www.samhsa.gov/sites/default/files/nc-smart-goals-fact-sheet.pdf
Take any notes to summarise what you have read and keep for future reference.

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KEY PERFORMANCE INDICATORS

• Key Performance Indicators (KPIs) are the measures of success in
reaching targets and goals.
• They measure important aspects of a job or task to track how well it is
being performed.

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UNDERSTANDING PERFORMANCE MANAGEMENT

INFRASTRUCTURE
Performance infrastructure is made up of the following elements:
• Organisational goals & key performance indicators
• Job descriptions & key performance indicators
• Recruitment, remunerations & employment terms and conditions
• Induction, policies and procedures, codes of conduct & probation
period

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UNDERSTANDING PERFORMANCE MANAGEMENT

INFRASTRUCTURE
Performance infrastructure is made up of the following elements:
• Clear performance objectives & standards/performance indicators
• Performance appraisals, feedback, rewards and recognition & training
and development
• Poor performance and disciplinary procedures and termination.

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PERFORMANCE MANAGEMENT PROCESS

• Building a performance management process is crucial to any
organisation.
• It must be accurate and fair, efficient, should elevate performance –
not just measure against lower limits, use multiple data sources and
also be used as a basis for personal and professional development.

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ACTIVITY: WATCH
The following video explains the importance of performance management.
Video: https://www.youtube.com/watch?v=RhAJkhIFFno (04:02)
Discussion: What are some elements great leaders focus on when conducting
performance reviews? Why should a leader care about performance management?

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ACTIVITY: DEVELOP
You will now practice developing a performance plan for an individual.
Work in pairs for this activity. Each person needs to choose for themselves a role
within an organisation and their partner will develop a performance plan for them. You
may use your current or previous job or use the internet to research an organisation.

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Topic 2: Working together to enhance an

organisation’s image

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WHAT DOES THE ORGANISATION CARE ABOUT?

As discussed earlier, high standards of performance and behaviour make
an organisation stand out and builds a positive brand for the business. It
helps to build and enhance company reputation.

Topic 2: Working together to enhance an organisation’s

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INTEGRITY AND CREDIBILITY

Integrity and credibility are two key elements for developing high
organisation standards and performance systems.

Topic 2: Working together to enhance an organisation’s

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ACTIVITY: WATCH
Watch the video on how to define personal and organisational values at the following
link: https://www.youtube.com/watch?v=OaGLIUzKLmM (04:34)
• What are personal and organisational values?
• How do these values complement each other?
• Why are good values important?

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image
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ACTIVITY: REFLECT
Reflect on how organisations can add value, integrity and credibility to the listed
elements of performance management process.

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image
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DOES MY OWN PERFORMANCE MATTER?

• Performance standards provide the employee with specific
performance expectations for each major duty.
• They are the observable behaviours and actions, which explain how
the job is to be done, plus the results that are expected for satisfactory
job performance.

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IDENTIFYING THE ISSUES

Unfortunately, employees can damage an organisation’s reputation and
image, either intentionally or unintentionally.

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title
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COMMUNICATION CHANNELS
Organisations can use various means of communication channels to
communicate their values and standards relating to their performance and
behaviour that indeed enhance their image.

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ACTIVITY: RESEARCH
• What is an organisational brand?
• Why are performance and behaviour standards linked to an organisation’s brand?
• List at least three examples of employee performance or behaviours that can cause
damage to an organisation’s image.
• List at least three examples of management performance or behaviours that can
cause damage to an organisation’s image.
• What are some ways in which employees can question acceptable behaviour at the
workplace?

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image
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GATHERING INFORMATION
Managers and leaders must consider gathering as much information as
possible before solving problems, consultation processes and making
decisions.

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DEALING WITH EMPLOYEE BEHAVIOUR

Management will need to examine options and assess associated risks to
determine preferred course/s of action.

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ACTIVITY: DEVELOP
You will now practice developing a performance plan for a team.

Topic 2: Working together to enhance an organisation’s

image
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ACTIVITY: DEVELOP
Employees can behave in ways that damage company reputation.
Video: https://youtu.be/g-Z2x4SClaE (02:23)
• Why is it important that a leader knows how to appropriately deal with negative
behaviour?
• Discuss why employees should always make sure their own behaviour contributes
to the integrity and credibility of the organisation.
• Explain why the correct communication channels should be used.

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Topic 3: Lead your team well

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SYSTEMATIC DECISION MAKING

• A systematic decision-making approach is necessary to address
elements that could be a concern or cause a problem.
• This approach is used to establish outcomes to resolve the issues and
also develop contingency plans.

Topic 3: Lead your team well

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PROBLEM SOLVING
• Managers are continually making decisions and facilitating problem
solving.
• Problem solving is a great way to make decisions.

Topic 3: Lead your team well

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PROBLEM SOLVING

• Eight steps for problem-solving

• Consultation

Topic 3: Lead your team well

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DECIDING ON OPTIONS
Decisions will depend on certain factors. For example, a manager may
take into consideration past experiences or intuition to make a decision.

Topic 3: Lead your team well

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ACTIVITY: RESEARCH AND DISCUSS

Research and compare two decision-making tools that can be used to support
managers in decision making.
Discuss how managers can involve employees in:
• Problem solving
• Consultation process
• Gathering information
• Decision making

Topic 3: Lead your team well

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COMMUNICATING DECISIONS
To effectively communicate decisions, managers must be clear, accurate
and consider:
• how the decision will be accepted or rejected;
• barriers to effective communication with employees;
• the manager’s role in communicating decisions; and
• communication techniques.

Topic 3: Lead your team well

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ACTIVITY: RESEARCH AND DISCUSS

Research communication styles.

Topic 3: Lead your team well

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ACTIVITY: RESEARCH AND DISCUSS

Work in teams.
Take turns to be the leader and come up with a number of new initiatives to improve
workplace sustainability. As an example, one of the goals of the team might be to
recycle and re-use paper.
Take turns to facilitate the decision-making process.
Your trainer/assessor will provide your team with feedback.

Topic 3: Lead your team well

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IMPLEMENTING THE DECISIONS

• To implement a decision means to execute the actions decided.
• Implementing a decision needs a step-by-step process or plan as
discussed earlier.

Topic 3: Lead your team well

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ACTIVITY: PRACTICAL
Work in the same teams as before.
Refer to the new initiatives that will improve sustainability, that your group came up
with during the previous activity. Take turns to communicate these initiatives to the rest
of the team.

Topic 3: Lead your team well

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EVALUATION AND REVIEW OF DECISIONS

After a decision has been implemented, a manager will need to follow up
and evaluate the decision to see if it was successful.

Topic 3: Lead your team well

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FEEDBACK PROCESS
• Feedback from customers, employees and management is a great way
to evaluate the positives and negative of decision outcomes.
• Some feedback mechanisms include but are not limited to 360-degree
feedback, live chat support, product and service surveys, feedback
forms, etc.

Topic 3: Lead your team well

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TIPS ON EVALUATION AND REVIEW OF DECISIONS

• Consider evaluating both qualitative and quantitative results.
• Is the problem solved?
• What other areas of business will be impacted upon implementing the
chosen decision?
• How cost effective is the chosen decision?
• What policies and procedures will need updating or need to be
developed?

Topic 3: Lead your team well

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TIPS ON EVALUATION AND REVIEW OF DECISIONS

• What is the future learning from this process?
• Are the outcomes morally correct?
• Do they reflect high integrity and credibility?

Topic 3: Lead your team well

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ACTIVITY: GROUP WORK

Divide into small groups. Ensure you divide the work equally.
Read the scenario that presents a workplace issue and undertake the tasks that follow.

Topic 3: Lead your team well

BSBLDR411 Demonstrate leadership in the workplace © 2020 RTO Works