The Value of Management and Leadership Qualifications

More documents

Recommendations

Info

Chapter 2: The Impact of Management and LeadershipQualifications on Individual ManagersThis chapter will examine the impact that management and leadership qualifications haveon individual managers. It will assess the value of MLQs both in terms of internal rewards,such as performance and ability, and external rewards, such as salary increases andhigher earnings potential. The findings suggest that MLQs result in more effective andbetter-performing managers. The benefits are reported as growing rather than decliningover time, indicating that while the cost is up-front (in terms of fees and human resourceinvestment), the benefits for both employers and individuals continue to be felt over thelonger term.2.1 Enhancingperformance andmanagerial abilityAs noted in Chapter 1, the fundamental aim of becoming a better manager as a result ofdeveloping new skills and knowledge is a key driver for the uptake of MLQs. In this regard,the survey asked participants to assess the impact of their most recent qualification upontheir performance and the quality of their work. Respondents were extremely positive, with87 per cent agreeing or strongly agreeing that it improved their performance and an evenstronger majority (90 per cent) agreeing that it improved the quality of their work.Improved my performanceat work69 18Improved the qualityof my work55 36AgreeStrongly agree0 20 40 60 80 100PercentageFigure 9 Impact of MLQ on performance and quality of workEvidently, managers’ own evaluation is that taking a management or leadershipqualification leads to performance improvements.2.2 Specific impactof MLQs on skills,knowledge andbehavioursRespondents were also asked to rate the impact of their MLQ on their effectiveness acrossa range of specific management skills, knowledge and behaviours. These were based onthe six areas of the National Occupational Standards for Management and Leadership 2 :managing self and personal skills, managing resources, managing people, managing change,providing direction, and achieving results. The data suggests that MLQs have a broadimpact on management skills, with the three most highly rated outcomes being greaterconfidence, increased self awareness and more strategic awareness.2 Available at http://www.management-standards.org/standards/standards16
Be more confident in my approach to work 3.40Increase self awareness 3.40Increase strategic awareness 3.31Take more effective decisions 3.22Increase awareness of the external 3.21Improve performance management skills 3.21Manage change better 3.20Manage processes better 3.18Manage projects better 3.15Communicate more effectively3.15Develop my team better3.14Improve influencing skills3.13Improve mentoring and coaching skills3.06Provide clearer direction for my team3.03Be more motivated and energised at work3.02Manage resources better3.02Improve working relationships3.01Increase innovation in my team2.98Manage conflict more effectively2.95Delegate more effectively2.90Improve my networks2.79Manage stress better 2.631Not importantat all2 3 4VeryimportantFigure 10 Impact of qualifications on managers’ skills, knowledge and behaviours2.2.1 Differences between types of qualificationsParticipants were also asked to indicate their perceptions about how different typesof qualifications could improve managers’ ability to deliver results (Figure 11 below).All qualifications were rated positively but Masters degrees and Diplomas were regardedas offering the most positive impacts.Masters degreeDiploma11138789Bachelor degree 1981Apprenticeship 1981Doctorate 2377Certificate 2476Foundation degree 3070Award 3169Disagree %Agree %DisagreeAgreeFigure 11 Qualification type and ability to deliver results 33 Percentages based on participants that felt able to answer the question:those who felt they did not know were asked not to respond to this question.17
Page 3 and 4: ContentsPageForeword 4Introduction
Page 5 and 6: IntroductionEarlier this year CMI p
Page 7 and 8: Defining managementand leadershipqu
Page 9 and 10: Individual managers’perspectives
Page 11 and 12: CEO/MDDirector/Senior Manager2.081.
Page 13 and 14: The findings demonstrate that price
Page 15: The focus groups corroborated these
Page 19 and 20: One of the participants explained h
Page 21 and 22: More than 5 years ago2 to 5 years a
Page 23 and 24: Diploma Certificate AwardFoundation
Page 25 and 26: 3.6 Enhanced staffretentionA clear
Page 27 and 28: Chapter 4: Maximising the Returns f
Page 29 and 30: The most common method, written ass
Page 31 and 32: I was supported by my line manager
Page 33 and 34: 4.9.1 Quantitative feedbackTo meet
Page 35 and 36: Conclusions and RecommendationsThe
Page 37 and 38: Appendix 1: Case Study 1: BGL Group
Page 39 and 40: Appendix 2: Case Study 2: Greenwich
Page 41 and 42: Appendix 3: Case Study 3: Leeds Lea
Page 43 and 44: Appendix 4: Case Study 4: Synergy H
Page 45 and 46: ReferencesAlimo-Metcalfe, B., Alban
Page 48: Chartered Management InstituteThe C

The Value of Management and Leadership Qualifications

Create successful ePaper yourself

Delete template?

Save as template?