The Value of Management and Leadership Qualifications

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MethodologyIn order to obtain an in-depth understanding of the impact of management and leadershipqualifications (MLQs), the research adopted a multi-method approach, combining aquantitative survey with employer case studies.An online survey was sent to 20,000 CMI members, selected on the basis of having amanagement qualification – one of the criteria for full CMI membership. A total of 1,185responses were received, making a 6 per cent response rate; a profile of respondents isprovided in Appendix 6.The survey examined managers’ general perceptions of MLQs and the impact of suchqualifications upon both the individual manager and their organisation. Respondents wereasked to think specifically about the most recent MLQ they had undertaken and answerparticular questions about their experiences. Fifty-three per cent of the sample reportedthat their most recent qualification was with CMI, while 47 per cent were awarded by anotherprovider. The survey also asked about the design and delivery of the course, line managersupport and ability to transfer learning into the workplace.Statistical significance testing was undertaken on the survey data. Where differencesbetween groups are highlighted the result was significant at least to the p < 0.05 level.Percentages have been rounded to full numbers; where tables or charts do not total100 it may be due to rounding.Employer case studies were adopted to complement the survey. Four organisations whichrun accredited MLQs internally were recruited:••BGL Group – one of the largest personal lines insurance groups in the UK••Greenwich Leisure Limited – a social enterprise that provides community services,especially leisure and fitness facilities••Leeds Leadership Centre (NHS) – a partnership organisation involving three of the NHSorganisations in Leeds: the Leeds and York Partnership Foundation Trust, Leeds CommunityHealthcare and NHS Airedale, Bradford and Leeds••Synergy Health plc – providers of specialist outsourced services to healthcare providersand other clients concerned with health management.There were three parts to the work within each organisation. Firstly, managers who hadcompleted a qualification were invited to complete the survey. Focus groups were then heldwith a selection of managers from across the respective businesses, hosted on-site by theemployer, and finally interviews were conducted with senior human resource/organisationaldevelopment representatives. The focus groups centred on the perceived impact of theMLQ at the individual, team and organisational level, while the HR interviews exploredthe organisational and strategic aspects of implementing MLQs within an organisation.The qualitative data from the focus groups and interviews supplemented the survey databy providing a rich account of the implementation and impact of MLQs within organisations.It has made it possible to triangulate the findings from the perspective of the individual(focus group participants) and the organisation (HR representatives). Findings from thecase studies are integrated throughout the report and are also presented as a wholein the Appendices.6
Defining managementand leadershipqualifications (MLQs)Within the survey, respondents were asked to think about management and leadershipqualifications in terms of “a range of management, leadership and business qualifications”,including:••Vocational qualifications such as awards, certificates and diplomas in management,leadership, coaching and mentoring••Academic qualifications including management, leadership and business relateddegrees, post graduate and other higher education qualifications.Such qualifications may be delivered through a variety of methods, be it in the workplace,through home study or online, via a further or higher education institution or through aprivate training provider. This research does not seek to assess the value of different methodsof learning or course delivery. Rather, it focuses on the value of qualifications for both theindividual manager and the employer in terms of their impact on workplace outcomes.7
Page 3 and 4: ContentsPageForeword 4Introduction
Page 5: IntroductionEarlier this year CMI p
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 and 16: The focus groups corroborated these
Page 17 and 18: Be more confident in my approach to
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

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