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🟡 ILM Level 3 — Leadership & Management
This 8600-308 assignment example provides a complete, high-pass standard response to the ILM 8600-308 unit — Understanding Leadership. It covers both learning outcomes and all 4 assessment criteria (AC 1.1–2.2) with Harvard-style referencing. 8600-308 is the most popular unit in the ILM Level 3 Certificate in Leadership and Management and typically the first assignment learners attempt.
This unit focuses on two fundamental questions: what leadership styles exist and when should you use them (LO1), and what kind of leader are you and how can you improve (LO2)? Unlike purely academic assignments, 8600-308 requires personal reflection — you must assess your own leadership behaviours using genuine feedback from colleagues and create a development plan based on that assessment. This makes it simultaneously the most practical and the most personally challenging unit in the qualification.
📋 Table of Contents
- LO1: Understand Leadership Styles
- LO2: Understand Leadership Qualities and Review Own Potential
- Reference List
- Frequently Asked Questions
- Related ILM Level 3 Units
AC 1.1 — Factors That Influence the Choice of Leadership Styles or Behaviours in Workplace Situations
Effective leaders do not rely on a single leadership style in every situation. The choice of style depends on several interacting factors, and the ability to adapt is what separates competent leaders from rigid ones. Hersey and Blanchard’s Situational Leadership Model (cited in Northouse, 2022) provides a practical framework: it proposes four styles — Directing (high task, low relationship), Coaching (high task, high relationship), Supporting (low task, high relationship), and Delegating (low task, low relationship) — selected based on the maturity and competence of the follower.
Factor 1: Team Member Competence and Experience
The skill level and confidence of team members is the single most important factor in selecting a leadership style. A new employee who has just joined the team and is unfamiliar with processes requires a directing style — clear instructions, close supervision, and structured support. An experienced team member who has been performing the role competently for several years responds better to a delegating style — trusting them to manage their own work with minimal oversight. Applying the wrong style to the wrong person creates problems: directing an experienced employee feels patronising and stifles their initiative; delegating to an inexperienced employee leaves them feeling abandoned and unsupported (Northouse, 2022).
In my own organisation, a logistics company, I manage a team of eight warehouse operatives with varying experience levels. Two are recent hires still learning the picking and packing system, three are competent but occasionally need guidance on complex orders, and three are highly experienced team leaders. I use different styles with each group — directing the new hires, coaching the mid-level operatives, and delegating to the experienced team leaders.
Factor 2: Nature of the Task
The urgency, complexity, and risk level of the task influences which leadership style is most effective. Routine, low-risk tasks allow for a more delegating or supporting approach — team members can make their own decisions within established parameters. High-risk or time-critical tasks — such as a health and safety incident or a customer complaint requiring immediate resolution — demand a more directive approach where the leader takes charge, gives clear instructions, and makes rapid decisions (Western, 2024).
In my workplace, daily order processing runs smoothly with a delegating style — the team knows the system and manages their workload independently. However, during peak periods (Black Friday, pre-Christmas) or when we receive urgent priority orders, I shift to a more directive style to ensure deadlines are met and resources are allocated efficiently.
Factor 3: Organisational Culture
The prevailing culture of the organisation shapes which leadership styles are expected and accepted. A culture that values hierarchy, compliance, and formal authority may expect a more autocratic or directive style. A culture that values collaboration, innovation, and empowerment encourages democratic or coaching styles. Leaders who adopt styles that conflict with the organisational culture face resistance — a highly directive leader in a flat, creative organisation will be perceived as controlling; a laid-back, delegating leader in a high-compliance environment (such as healthcare or aviation) may be seen as negligent (Western, 2024).
Factor 4: External Pressures and Change
Economic pressures, regulatory changes, restructuring, or market shifts can force a temporary change in leadership style. During periods of uncertainty or organisational change, employees need more communication, reassurance, and direction — a coaching or supporting style that maintains trust while guiding the team through unfamiliar territory. Leaders who maintain a purely delegating style during a crisis leave their teams feeling rudderless and anxious (Kotter, 2023).
