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• Module overview
• 1. Introduction to the effective leader and manager
  • 1.1 The effective workplace manager -The roles and traits approach.
    • 1.1.1 Early proponents of the role approach
    • 1.1.2 Roles and functions
    • 1.1.3 Role of the modern industrial manager
    • 1.1.4 Managerial roles and traits
  • 1.2 The Effective Workplace Manager - The Behaviour Approach
    • 1.2.1 Early behavioural approach to management
    • 1.2.2 Theory X and Y managers
    • 1.2.3 The Blake and Mouton management grid
    • 1.2.4 Behaviours and traits
  • 1.3 The effective workplace manager - The competency approach
    • 1.3.1 International approaches to competency development of managers and leaders
    • 1.3.2 Behaviours and competencies
    • 1.3.3 Competence- an Australian perspective

• 2. Leadership styles

  • 2.1 Leadership styles
  • 2.2. Motivation, commitment and collective responsibility
  • 2.3 Leadership approaches and styles: The situational (contingency) approach
    • 2.3.1 Five decision-making styles
    • 2.3.2 Situated leadership styles
    • 2.3.3 Path goal related leadership styles
  • 2.4 Leadership styles and transformational leadership

• 3. Learning styles and learning to learn

  • 3.1 Learning styles
    • 3.1.1 Personal learning style(s)
    • 3.1.2 The Four Learning Styles
    • 3.1.3 What is Your Learning Style?
  • 3.2 Difference between how adults learn and how children learn
  • 3.3 Learning styles and multiple intelligences
    • 3.3.1 Types of intelligence
    • 3.3.2 Instruction and types of intelligence
  • 3.4 Study skills
    • 3.4.1 Concentration
    • 3.4.2 Set S.M.A.R.T. Learning Goals
    • 3.4.3 Skim reading
    • 3.4.4 Taking notes
    • 3.4.5 Writing papers and reports
  • 3.5 Learning online
    • 3.5.1 Definitions
    • 3.5.2 Are you ready to learn online?
    • 3.5.3 Technical requirement

• 4. Personal development planning

  • 4.1 Personal development needs and career planning
    • 4.1.1 Professional development and goal alignment
  • 4.2 What career do you want?
    • 4.2.1 What are we developing in our transport and logistics leaders?
    • 4.2.2 Human functioning
    • 4.2.3 Assessing current competencies gaps and development needs
  • 4.3 Benchmarking or measuring professional development against organisational goals
  • 4.4 Setting and integrating job performance outcomes
    • 4.4.1 Personal development questionnaire anticipating your future skill needs
    • 4.4.2 Personal improvement plan-Personal and work context
    • 4.4.3 Professional Development Plan

• 5. Modelling high standards of ethics and performance

  • 5.1 Modelling high standards of performance
  • 5.2 Being a role model in an organisation that has integrity and credibility
    • 5.2.1 Corporate culture
    • 5.2.2 Organisational policy to enable integrity and credibility
    • 5.2.3 Individual responsibility
  • 5.3 Ethical and inclusive practices
    • 5.3.1 Ethics, morals and values
    • 5.3.2 Business ethics
    • 5.3.3 Ethics and the law
  • 5.4 Building trust and confidence-Treating people with integrity, respect and empathy
    • 5.4.1 Communicating to develop trust and confidence
    • 5.4.2 Building a culture of trust

• 6. Developing professional networks or communities

  • 6.1 What are communities?
    • 6.1.1 Types of communities
  • 6.2 Harnessing divergent networks
  • 6.3 Harnessing convergent networked communities
  • 6.4 Internal convergent (purpose-driven) networks
  • 6.5 Knowledge and communities
  • 6.6 Public and external networks
  • 6.7 Professional development bodies and networks
    • 6.7.1 Professional management bodies and networks
  • 6.8 Stakeholder management

• 7. Enhancing workplace learning

  • 7.1 Types of workplace learning
    • 7.1.1 Training and education
    • 7.1.2 Workplace training
  • 7.2 Coaching and mentoring
    • 7.2.1 Coaching
    • 7.2.2 Mentoring

• 8. Training needs analysis

  • 8.1 Profiling individuals within organisations
    • 8.1.1 Functional job profiling
    • 8.1.2 Profiling skills gaps using human capital approach
    • 8.1.3 Framing capability inventories
  • 8.2 Linking individual and organisational capabilities
    • 8.2.1 Integrating capability reporting and management
  • 8.3 Developing a learning plan using SWOT analysis
  • 8.4 Implementing a learning plan
    • 8.4.1 Step 1 Prepare a learning project brief
    • 8.4.2 Step 2 Discuss your plan with training personnel
    • 8.4.3 Step 3 Break down your learning plan into its basic elements.
    • 8.4.4 Step 4 Provide costings for each element
    • 8.4.5 Step 5 Provide a list of benefits derived from the learning intervention
    • 8.4.6 Step 6 Discuss your findings with training personnel

• 9. Assess and review workplace learning

  • 9.1 Assessment of workplace learning
  • 9.2 How to assess?
  • 9.3 Applying the principles of assessment in the workplace
  • 9.4 Conducting Competency-Based Assessment
    • 9.4.1 Setting Evidence Requirements
    • 9.4.2 Develop instructions for assessment tool use
    • 9.4.3 Satisfying the assessee needs
    • 9.4.4 Conducting Assessment
    • 9.4.5 Instructions to remove ambiguity
    • 9.4.6 Collecting and judging evidence
    • 9.4.7 Review the assessment processes
  • 9.5 Keeping training records

References

• Argyris, C. (1962), Interpersonal Competence and Organisational Effectiveness , Homewood : Irwin-Dorsey.
• Barnard, C (1938), The Functions of the Executive, Harvard , MA : Harvard University Press.
• Blake, RR & Mouton, JS (1981), The Versatile Manager: A Grid Profile, Illinois : Richard D Irwin Inc.
• Blake, RR & Mouton, JS (1984), The Managerial Grid III, Houston , TX : Gulf Publishing.
• Boyatzis, R (1982), The Competent Manager: A Mode for Effective Performance, New York : John Wiley & Sons.
• Chappell, C (1996), ' Quality & Competency Based Education and Training', in The Literacy Equation , pp. 71-79. Red Hill , Australia : Queensland Council for Adult Literacy.
• Conger, JA (1990), 'The dark side of leadership', Organisational Dynamics , Vol.19[2], pp.44-55.
• Covey, S (1992), Principle-Centred Leadership , Fireside - Simon & Schuster , New York .
• Fayol, H (1949), General and Industrial Management, (2nd ed.). London : Pitman and Sons.
• Follett, MP (1924), Creative Experience , New York : Peter Smith.
• Follett, MP (1941), ' The Giving of Orders ', chapter 4. In H. Metcalf & L. Urwick (Eds.), Dynamic Administration: The Collected Papers of Mary Parker Follett , London : Pitman.
• Gardner, JW (1986), ' The tasks of leadership', Leadership Paper No. 2. Washington , DC : Independent Sector.
• Grove, AS (1986), ' Tapping into the leader who lies within us', Wall Street Journal , April 7, 22.
• Katz, D & Kahn, R (1966 ), The Social Psychology of Organisations, New York : John Wiley and Sons.
• Kouzes, JM & Posner, BZ (1993), Credibility: How Leaders Gain and Lose It, Why People Demand It, San Francisco : Jossey-Bass Pub.
• Likert, R (1961), New Patterns of Management, New York : McGraw-Hill.
• Luthans, F, Hodgetts, R, & Rosencrantz, S (1988), Real Managers, Mass: Ballinger Publishing.
• Mant, A (1997), Intelligent Leadership, Sydney: Allen & Unwin.
• McGregor, D (1960), The Human Side of Enterprise , New York : McGraw-Hill.
• Mintzberg, H (1973), The Nature of Managerial Work, New York : Harper and Row.
• National Training Board [NTB] (1992), Competency Standards, Canberra : NTB.
• Parker, LD (October, 1984), 'Control in organisational life: The contribution of Mary Parker Follett', The Academy of Management Review , Vol. 9, no. 4, pp. 736-745.
• Simon, HA (1960), 'Decision Making and Organisational Design', in Pugh, DS (ed), (1974) Organisation Theory , Penguin , Australia ,.
• Taylor, F (1947), Scientific Management . London : Harper and Row.
• Tannenbaum, R & Schmidt, WH (May, 1972), 'How to choose a leadership pattern', Harvard Business Review , Vol.51, pp.162-164.
• The Australian Mission On Management Skills (TAMOMS) and The Department of Employment Education and Training (DEET) (1991), Report of The Australian Mission On Management Skills, Canberra : Australian Government Printing Service.
• Weber, M (1947), The Theory of Social and Economic Organisation, New York : Free Press.
• Zaleznik, A (1977), Managers and leaders: are they different? Harvard Business Review , Vol. 55[5], pp. 67-80.

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