The Value of Management and Leadership Qualifications

Diploma Certificate AwardFoundationdegreeBachelordegreeMastersdegreeDoctorateApprenticeshipProfessional Reputation 4060Ability to attract staff 3862Improved Productivity 3268Professional Reputation 3367Ability to attract staff3367Improved Productivity 2476Professional Reputation 1981Ability to attract staff 2377Improved Productivity 1684Professional Reputation 3070Ability to attract staff 3268Improved Productivity 3169Professional Reputation 1387Ability to attract staff 1684Improved Productivity 1981Professional Reputation 595Ability to attract staff 1387Improved Productivity 1486Professional Reputation 595Ability to attract staff 991Improved Productivity 3169Professional Reputation 2080Ability to attract staff 1783Improved Productivity 1684DisagreeAgreeDisagree %Agree %Figure 15 Value of qualifications by employer perspective3.3 Transfer of learningThe transfer of skills to team members was a key theme explored in this research. Whenasked whether they had passed on new skills to team members, 81 per cent of respondentsagreed that they had. A similar number, 79 per cent, agreed that they had increased theperformance of their team.Strongly disagree Disagree Agree Strongly agree% % % %I have been able to pass my new skills on to others 1 18 60 21I have increased the performance of my team 1 19 61 18Table 2 Transfer of learning to the teamAt Greenwich Leisure Limited (GLL), where qualifications were focused on coaching andmentoring skills, one participant spoke of how these skills and behaviours had cascadedthrough his team, with team members either consciously or unconsciously adopting amentoring style. When reviewing the impact on team performance, focus group participantsfrom across the organisations spoke of the value of a more coherent “management toolkit”.This included realising the importance of managing at an individual level, where differentemployee needs are identified and dealt with constructively without disengaging staff.In particular, learning how to deal with “difficult conversations” was highly valued.23