Bloom’s Taxonomy: LIV, LV, LVI
Definition
- LI. Remembering: Exhibit memory of previously learned material by recalling facts, terms, basic concepts and answers.
- LII. Understanding: Demonstrate understanding of facts and ideas by organizing, comparing, translating, interpreting, giving descriptions and stating main ideas.
- LIII. Applying: Solve problems in new situations by applying acquired knowledge, facts, techniques and rules in a different way.
- LIV. Analyzing: Examine and break information into parts by identifying motives or causes. Make inferences and find evidence to support generalizations.
- LV. Evaluating: Present and defend opinions by making judgments about information, validity of ideas, or quality of work based on a set of criteria.
- LVI. Creating: Compile information together in a different way by combining elements in a new pattern or proposing alternative solutions.
Topic Description
There is no magic formula for outstanding leadership. However, there are many paths to excellence, and leaders can have vastly different personal styles. Influential leaders demonstrate strengths in at least one competence from each of the five Emotional Intelligence elements: (1) self-awareness (awareness of one’s emotions), (2) self-regulation (control of one’s emotions), (3) self-motivation (personal drive to improve and achieve), (4) empathy (ability to put yourself in someone else’s shoes and see a situation from their perspective), and (5) social skills (adept at dealing with others). It is important for leaders to recognize and manage their moods and emotions. This understanding shapes their skills and behaviour and impacts their interrelationship with the rest of the team. Outstanding leadership skills provide managers with competencies needed to make decisions based on critical thinking and problem solving. This topic also describes the core roles of leadership, including how to communicate effectively, develop a mission and a vision, develop an organization sustainability plan, build rapport and trust with team members, review a management plan, and promote continual improvement.
Learning Objectives
LO1. Identify ways leaders and managers can build and maintain relationships with the people they lead.
To achieve organizational goals, leaders need to understand and positively influence the people they lead. Leaders who develop the critical competency of building and maintaining relationships will be more effective because they will do the following:
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Build and continuously support an effective team.
- P2. Practice active listening: understand the role of empathy.
- P3. Encourage development, growth, and continuous improvement.
- P4. Create a vision and provide guidance: act as a role model.
- P5. Influence others to act and operate effectively: be a coach.
- P6. Create positive employee relationships by building mutual trust, respect, and credibility.
- P7. Focus on giving effective feedback, coaching, and mentoring.
LO2. Design objectives and plans using the keys of effective leadership.
Managers should have the competencies to design and create business objectives and lead the team toward the realization of these objectives. Therefore, managers should be clear, organized, and able to identify effective resources needed to ensure the desired objectives are achieved.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Share the vision and lead the way to meet the business objectives.
- P2. Establish and manage budgeting and resource planning, with the ability to modify a course of action as needed.
- P3. Identify projects aligned to business objectives and set realistic timelines.
- P4. Delegate tasks, monitor progress, and provide support as needed.
- P5. Practice adequate decision-making with the ability to assess the overall impact of the decisions.
- P6. Master leadership competencies such as being an effective educator, navigator, communicator, mentor, learner, builder, and motivator while leading the team.
LO3. Develop the mission, vision, and values of the organization by communicating these clearly to the team, to ensure that everyone understands and is able to play their role.
Leaders who are pathfinders align the organization’s mission, vision, values, and processes with the operations and daily work routines of their team. A key method for cascading the goals of the organization to a team is to develop goals with team members, and then help the team achieve these goals by empowering their potential and helping them to overcome obstacles.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Create a shared organizational identity by co-developing the mission, vision, and value that support the corporate culture.
- P2. Establish direction, align the workforce, motivate and inspire employees.
- P3. Emphasize collaboration, partnership, communication, and measurement in supplier partnerships.
- P4. Set expectations for employees’ commitment to the organization’s goals.
- P5. Practice ethical behavior and sustain a focus on results.
- P6. Oversee that the organization is responsive to all stakeholders, an asset to the communities in which they operate, and responsive to society at large. This is the social responsibility of a leader.
- P7. Demonstrate customer focus by committing to the job at hand to meet and exceed external customer expectations and provide these customers with lasting value. Leaders should also compassionately care about their internal customers and promote the growth and success of their employees.
- P8. Champion financial performance, customer satisfaction, quality improvement, environmental performance, safety, and other performance metrics linked to strategic and operational plans.
- P9. Encourage continuous improvement by providing clarity and direction with respect to company vision, and aligning how each employee contributes to the success.
- P10. Establish a management review process to evaluate the effectiveness of the organization’s mission and vision, adapting to change when required.
LO4. Create an empathetic environment at work.
Leaders can build stronger relationships when they demonstrate empathy and compassion towards their employees during all aspects of completing work responsibilities.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Practice effective conflict resolution among and between the teams.
- P2. Encourage commitment by building trust and transparency, and being empathetic and compassionate towards oneself and others.
- P3. Identify and address problems related to behavior, performance, and interpersonal relations, while dealing tactfully with discipline.
- P4. Encourage compliance, and consistently communicate rules and regulations related to the workforce.
LO5. Measure the team performance through the leader’s capabilities with respect to inspiration, influence, and collaboration.
By definition, a manager gets work done through their own resources and efforts, and by leveraging the team’s resources and talents. Having influence over team members and applying a collaborative approach are key to team performance and engagement.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Build a collaborative work environment.
- P2. Create fair, consistent, and unbiased indicators to measure performance.
- P3. Practice effective communication that encourages open, respective, constructive conversations and feedback.
- P4. Lead by example by displaying accountability, courage, humility, integrity, creativity, perseverance, and well-being.
- P5. Apply effective coaching skills when handling difficult conversations.
- P6. Apply effective decision-making principles in a variety of situations.
- P7. Encourage forward-thinking and growth mindset to take calculated risks and learn from mistakes.
- P8. Deploy negotiation skills to effectively manage conflicts and resolve problems.
LO6. Leverage the use of Emotional Intelligence to enhance the team’s performance and compliance.
Leaders who apply Emotional Intelligence (EI) competencies are better able to create positive and productive workplace conditions and support individual employee success. Using strategies presented through both individual ability and emotional-social competency models, managers will learn how to develop, leverage, and apply EI competencies in the workplace to enhance performance and compliance. This will build a stronger food safety culture within the organization.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Learn best practices in developing and leveraging EI abilities.
- P2. Be aware of oneself and others.
- P3. Manage one’s emotions.
- P4. Identify key theoretical and practical applications of EI abilities and competencies in terms of how they relate to the workplace.
- P5. Recognize and leverage one’s own EI competencies in the workplace for professional success as a leader.
- P6. Create a bridge between EI competencies with respect to performance and compliance in the workplace.
- P7. Build strong food safety culture through leaders who have mastered the EI competencies and coaching skills.
- P8. Practice the team’s EI competencies and stress management during mock recall and internal or external audit.
- P9. Enhance the potential of employees through coaching and developing their EI competencies, as well as their technical competencies.
- P10. Provide effective and constructive feedback.
- P11. Periodically conduct auto-evaluation and auto-management review of the strategies and approaches being used.
LO7. Promote continual improvement and embrace the organization’s adaptability and ability to change through the application of different developmental models, such as the Kotter change model, critical thinking, and thinking outside the box.
Organizational change is inevitable. Changes are needed to respond to newer opportunities and threats faster than competitors, and to meet customer needs. Managers should have the competencies to embrace adaptability quickly within the organization as needed.
Detailed Competencies = Performance indicators include but are not limited to:
- P1. Exercise adaptability and flexibility in the leadership style.
- P2. Apply developmental change models such as Kotter.
- P3. Create a suitable climate of change to ensure continuous improvement and learning.
- P4. Promote flexible thinking and decision-making.
- P5. Facilitate creative thinking by providing constructive feedback.
- P6. Provide means for measuring the impact of changes and assessing risk.
- P7. Design needed action plans, in addition to periodically reviewing and adapting them as needed.
Links to existing courses
Approved Accredited Training Programs (Academic, Industries, Private Trainer)
NA
Recognition of worker skills = Certification
NA
Evaluation technics / assessment
- Quizzes
- Written tests
- Multiple choice questions
