OTHM LEVEL 7 DIPLOMA IN HEALTH AND SOCIAL CARE MANAGEMENT | SPECIFICATION
HEALTH AND SOCIAL CARE LEADERSHIP
Unit Reference Number D/618/2710
Unit Title Health and Social Care Leadership
Unit Level 7
Number of Credits 20
Total Qualification Time (TQT) 200
Guided Learning Hours (GLH) 100
Mandatory / Optional Mandatory
Sector Subject Area (SSA) 1.3 Health and Social Care
Unit Grading Structure Pass / Fail
Unit Aims
The aim of this unit is to provide learners with an in depth understanding of theories in relation to leadership, and leadership styles, using these
to appraise the leadership role, selecting and applying appropriate leadership approaches.
Learning Outcomes, Assessment Criteria and Indicative Content
Learning Outcomes – Assessment Criteria – Indicative content
the learner will: the learner can:
1. Understand theories of 1.1 Analyse key leadership theories. Theories, models and styles of leadership and their
leadership utilised in health 1.2 Analyse how leadership theories can develop application to different situations: impact of
and social care settings. and maintain trust and accountability. leadership styles; theories and practices of
1.3 Evaluate the challenges of leadership in the motivation e.g. Maslow, McGregor, Herzberg;
health and social care sector. influencing and persuading others; influence of
1.4 Analyse how different leadership styles may cultural environment within the organisation;
influence outcomes. differences between leadership and management;
leadership power bases; delegation; emotional
intelligence.
2. Understand influences on 2.1 Assess the relevance of motivational theories Motivation: theories of motivation e.g. F Taylor, E
motivation and performance to organisational performance in health and Mayo, A Maslow, F Herzberg, D McGregor, D
in the health and social care social care. McClelland, V Vroom; Ouchi, relationship between
sector. 2.2 Explore factors influencing motivation and motivation theories and reward; employee
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OTHM LEVEL 7 DIPLOMA IN HEALTH AND SOCIAL CARE MANAGEMENT | SPECIFICATION
performance in the health and social care involvement techniques; devolved authority and
sector. responsibility; open communications; organisational
2.3 Analyse the impact of performance culture (ethos, values, mission);
management on the success of health and Monitoring: probation; appraisal, feedback;
social care organisations. performance indicators goal theory; SMART
2.4 Analyse how own practice supports a positive (specific, measurable, achievable, realistic, time
culture in the organisation. constrained) targets (sales, growth, financial,
waiting times, pass rates, punctuality, and
attendance); benchmarking
Reward management: job evaluation; factors
determining pay, reward systems; pay;
performance-related pay; pension schemes; profit
sharing; flexible working; leave; health care
Identifying development needs: learning styles and
processes; planning, recording, monitoring and
evaluating; group development processes and
behaviour
Planning, work orientation and job design:
application of motivation theories and empowerment
techniques; communication styles and techniques;
delegation techniques and processes; supervision
styles, working culture and practices
Performance monitoring and assessment:
measuring effective performance; providing
feedback; appraisal processes; benchmarking
performance processes; codes of practice and
procedures relating to disciplinary situations;
diversity issues; management principles.
Own practice-sharing information; communicating;
listening to others; making sure team works to
common goal/objectives
3. Understand the features of 3.1 Explain the features of effective teams. Team-working and development: flexible working
effective team performance 3.2 Analyse the different models of team practices; team formation e.g. Tuckman, structures
within the health and social leadership and their application to the health and interactions e.g. Belbin’s Team Role Theory,
care sector. and social care sector. Adair’s Action Centred Leadership model; benefits
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OTHM LEVEL 7 DIPLOMA IN HEALTH AND SOCIAL CARE MANAGEMENT | SPECIFICATION
3.3 Explain how challenges to effective team of team working; politics of working relationships;
performance can be overcome. diversity issues; working cultures and practices;
3.4 Analyse how different management styles promotion of anti-discriminatory practices and
may influence outcomes of team performance. behaviours; team building processes; conflict
resolution; delegation and empowerment; coaching,
support, mentoring; training, supervision, monitoring
and evaluation.
Assessment
To achieve this unit, learners must achieve the learning outcomes and meet the standards specified by all assessment criteria for the unit.
Learning Outcomes to be met Assessment Criteria to be covered Assessment type Word count (approx. length)
All 1 to 3 All ACs under LO 1 to 3 Report 3000 words
Indicative Reading list
Agness, L. (2010) Change Your Business with NLP: Powerful Tools to Improve Your Organisation's Performance and Get Results. United
Kingdom: John Wiley & Sons
Barrett, R. (2014) The Values-Driven Organization: Unleashing Human Potential for Performance and Profit. Oxon: Routledge
Hanna, D. (1998) Designing Organizations for High Performance (Addison-Wesley Series on Organisation Development) United Kingdom:
Addison-Wesley
Stanford, N. (2010) The Economist Guide to Organisation Design: Creating high performance and adaptable enterprises. London: Profile Books
Ltd.
Verweire, K., Dewettinck, K. and Slagmulder, R. (2012) Managing for performance excellence. Leuven: Lannoo Campus Publishers
Walburg, J., Bevan, H., Wilderspin, J. and Lemmens, K. (2005) Performance Management in Healthcare: Improving Patient Outcomes, An
Integrated
Approach Oxford: Routledge Health Management. London and New York: Routledge
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