Learners are to analyse the impact of management and leadership styles on different work situations, evaluating how styles can be adapted. Learners are to produce a report that will explain the link between strategic management and leadership and the impact of management and leadership styles on strategic decisions. This report should also evaluate how leadership styles can be adapted to different situations (AC1.1, AC1.2 & AC1.3). For AC1.1, learners need to explain the link between strategic management and leadership. Learners need to use examples to explain the links between functions, with particular emphasis on meeting strategic objectives. For AC1.2, learners can draw on their own practices as managers/leaders, using examples from their organisations or the case study provided to analyse the impact of different management and leadership styles on strategic decisions. This can be developed to evaluate how these styles have been adapted to meet challenges in at least two different situations and organisational contexts for AC1.3. Preparing Mid-Managers for a Leadership Role: A Case Study This case study focuses on a national car rental company that wanted to prepare their mid-managers for future leadership roles. The organization was expanding operations and had opportunities for mid-managers within the next 12 – 16 months and, additionally, had to prepare for replacing a third of the senior leaders who were expected to retire within 5 – 8 years. In the past, mid-managers who moved into leadership roles were not well prepared for the increased responsibilities. This was apparent based on: • Turnover rate of 40% for mid-managers moved to leadership roles, year over year. • Those who remained in the role took about 1 – 1 ½ years to get fully up to speed and functioning in the various aspects of the role (as most mid-managers came from experience with only one particular area of the company). • Surveys of those remaining in the role and those who had left brought to light that a lack of effective planning on the company's part for individuals taking on increased responsibilities created the feeling of being "set up to fail" and therefore caused great concern and stress. Research showed the company that the majority of the individuals moved into leadership roles weren't experienced enough for the position; however, with their strong backgrounds and prior experience, they likely would eventually be qualified for the role. A plan needed to be put in place to ensure that mid-managers were prepared for leadership roles. The Path from Mid-Manager to a Leadership Role To determine if a mid-manager was a high potential for a leadership role within the organization, assessments were done of those in a mid-management role. The assessments included a 360 feedback and individual interviews of those that the mid-manager interacted with on a daily or project basis. Prior to that, however, one-on-one meetings were held with each of the individuals to determine their goals and objectives. It was important to understand what they expected from the company and where they saw themselves in the next 5, 10 and 15+ years. For example, the company knew that some mid-managers were not interested in climbing the ladder to leadership roles; they were content with what they were doing. They were certainly doing a good job and the company wanted to retain them, but it didn't make sense to put them on to a path to a leadership role when their interest lies elsewhere. Other learning & development opportunities were available for these individuals. Mid-managers needed to have experience in the various operations of the organizations to ensure success in a leadership role. A plan was put in place to ensure that those mid-managers on the track for a leadership role had the opportunity to move around to work for at least a year in each of the different operations of the business. The time spent in the operations included training in that area and work on high level projects. Based on the results of the assessments and interviews, conversations with current leaders within the organization, discussions with the Board of Directors, and research based on future trends for the industry, a program was designed that would include: • Education to improve skills and gain additional competencies • Coaching – both an internal and an external • Strategic project assignments • Reassignment to other business units to gain experience throughout the company • Experience working with leaders on strategic plans and budgets. Learners can use their own workplaces as a base for much of the assessment for this unit. However, if they are not a part of a suitable organisation, other strategies may have to be used, for example a work placement, a detailed investigation of a selected organisation or the case study provided.