CIPD Level 7 Unit 7LD02 Assignment Example 2026
| Qualification title | CIPD Level 7 Advanced Diploma in Strategic Learning and Development |
| Qualification number | QN 610/3538/5 |
| Unit code: | 7LD02 |
| Unit name: | Leadership and management development in context |
| RQF level | Level 7 |
About this Unit
This unit focuses on the distinction between leaders and managers, including how these roles adjust in different contexts. It considers the full range of development interventions to ensure effective impact and how to use learning analytics to capture robust measures that contribute to organisational success. It covers the importance of appraising the complexities of leadership and management development in an international context.
What you will Learn
You will cover the differences between leadership and management in different contexts, evaluating the roles of leaders and managers and their typical knowledge, skills and behaviours. You will also critically discuss the merits of adopting strategic approaches to leadership and management development. Understanding of how learning needs analysis impacts programme design decisions and learning interventions will be developed as well as the importance of CPD for leaders and managers. You will compare metrics and evaluation models and how they can be applied, including the role of data and learning analytics to link leadership outcomes. Finally, you will understand how the development of international leaders and managers in a global context affects cultural and geographical boundaries, including issues faced by micro multinationals and SMEs operating globally.
Learning Outcome, Assessment Criteria and Indicative Content
1 Understand management and leadership within the wider organisational, social, political and cultural context.
1.1 Critically discuss the impact of external factors on the role of leadership and management development.
Definitions of leadership and management and how they differ; the role of leaders and managers in achieving organisational effectiveness and success; leaders and managers in the changing world of work; managing remotely; hybrid working; global teams and how these impact leadership and management development.
1.2 Evaluate how leadership and management structures are underpinned by organisational strategy.
The link between organisational strategy and organisational structures; how this impacts on the flow of targets, KPIs and objectives; the varying roles of managers and leaders within organisations. Leadership and management structures: matrix, flat, hierarchy. The extent to which leaders and managers are empowered and autonomous and can operate in an agile way.
1.3 Critically discuss the impact of organisational culture on the strategic approach to leadership and management development.
Different organisational cultures and their impact on approaches to leadership and management; leadership styles and types of managers, for example ethical leadership, autonomous leadership, disruptive leadership. Aligning leadership and management development to organisational culture, talent management, succession planning.
1.4 Critically analyse approaches to identifying leadership and management development needs.
The different requirements of a leader/manager; desired knowledge, skills, behaviours; future organisational needs. Approaches to performance review; competency frameworks; assessment of current performance and future potential; peer reviews; self- assessments; organisational data and metrics; use of PDPs.
2 Understand differences between a range of leadership and management development interventions.
2.1 Examine how programme design decisions are informed by the output of learning needs analysis.
Learning needs analysis to inform programme design. Differentiating between individual and collective needs; values based leadership; consideration of prior learning and experience; the role of professional bodies.
2.2 Critically discuss the design of leadership and management development programmes.
The appropriateness and value of tailored individual development programmes; the use of collective interventions; the integration of formal and informal learning interventions. The role of education and professional qualifications, face- to- face courses, project based learning, action learning, workshoping, on- the- job learning, coaching and mentoring and their impact.
2.3 Assess the contribution of technology in the development of leaders and managers.
The effective selection and use of digital technologies within a leadership and management development programme. Inclusion of synchronous (for example webinars) and asynchronous (for example discussion forums) activities; collaboration; communities of practice.
2.4 Analyse the importance of continuing professional development for leaders and managers.
The role of continuing professional development (CPD) for leaders and managers; integrating CPD into the roles undertaken by leaders and managers; outputs vs inputs approaches to CPD. Reflective and reflexive practices and their impact. Role of professional development plan for leaders and managers; role of professional learning networks and leadership and management professional bodies.
3 Understand the outcomes of leadership and management development programmes.
3.1 Evaluate a range of analytics used to measure the effectiveness of leadership and management development.
Organisational performance metrics; impact of leadership and management roles on the meeting of KPIs; meeting of team and individual targets; engagement surveys; retention; customer feedback and complaints; employee voice and participation; risk and safety management.
3.2 Evaluate how models of impact measurement are applied to leadership and management development activity.
Review key evaluation theories to include LTEM, Brinkerhoff success case study method, Weinbauer- Heidel model, Kirkpatrick (Katzel, Phillips), the CIPD’s RAM model; return on expectations (as identified in the analysis phase); investment and return on stakeholder expectation; application of impact measurement models to leadership and management development interventions.
3.3 Critically discuss the challenges associated with impact measurement of leadership and management development.
Implications of the time lag between identification, design and delivery of leadership and management development and visibility of results. The complex nature of leadership and management development impacts on choice of evaluation method. Leadership and management role changes and turnover; individual capabilities and potential; lack of observation of skill and behaviour in the workplace; cultures of unaccountability. Opportunity to apply learning and innovate.
3.4 Analyse the links between leadership and management development and organisational success.
The application of data and learning analytics within leadership and management development impact measurement; establishing credible data to evaluate leadership and management development. Links with organisational KPIs and future organisational needs; other factors impacting performance, internal and external; lack of organisational focus, loss of customers, economic downturn and its effects on business.
4 Understand the development of international managers and leaders so that they can operate in a global context.
4.1 Evaluate the complexities that arise when managing across cultural and geographic boundaries.
Management and leadership in differing cultural contexts; managing across cultural boundaries and geographies, language, time zones, technology and how they impact national and international leadership and management development.
4.2 Contrast between leadership and management development across micro multinationals and small and medium enterprises.
Typical structure of micro, small and medium organisations operating across international boundaries; challenges of developing global leaders within micro multinationals and SMEs operating across international boundaries; managing leadership and management development pipelines in small firms operating at international scale.
4.3 Critically analyse the competencies required of international managers and leaders.
Intercultural competences; managing and leading multicultural teams; conflict resolution within diverse groups. Bias, ethical practice, clarity of communication and language, gender difference and stereotype, different interpretations and perceptions relating to diversity and equality practices and definitions.
4.4 Critically analyse the design of global leadership and management development programmes.
Identification of differing needs of global managers; competency frameworks, cultural awareness, equality, diversity and inclusion. Developing and delivering global LMD; emergent v specified, home v host delivery, utilisation of digital learning, remote mentoring, action learning. Importance of learning transfer and evaluation; selection of appropriate evaluation methods.
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