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CMI Unit: 7014V1 – Strategic Leadership Practice

The Strategic Leadership Practice unit (7014V1) is designed to provide a deep understanding of the relationship between strategic management and leadership. This unit focuses on leadership principles, their alignment with organisational values, and the impact of leadership strategies on organisational direction.

By exploring different leadership styles and strategies, learners will develop a strong foundation in strategic decision-making. The unit emphasizes how effective leadership influences an organisation’s mission, vision, and core values, ensuring sustainable growth and success. Learners will also examine the balance between strategic leadership and strategic management and how this synergy fosters a high-performing organisation.

This unit is particularly beneficial for senior managers, executives, and aspiring leaders aiming to enhance their strategic leadership capabilities. It equips learners with the necessary skills to build trust, inspire teams, and drive organisational transformation. By understanding ethical leadership and the importance of communication, learners will gain insights into empowerment, motivation, and high-performance leadership strategies.

Unit Objectives

The main objectives of learning CMI Unit 7014V1 Strategic Leadership Practice include:

• To develop a comprehensive understanding of strategic leadership and its relationship with management.
• To enable learners to apply leadership principles that align with an organisation’s vision, mission, and values.
• To evaluate leadership strategies and their influence on organisational direction and success.
• To enhance the ability to build trust, foster empowerment, and apply ethical leadership principles.

Learning Outcomes

The significant learning outcomes of CMI Unit 7014V1 – Strategic Leadership Practice are as follows:

LO1: Understand the relationship between strategic management and leadership.

This learning outcome focuses on the interdependence of strategic management and leadership in an organisation. Learners will analyse the distinct yet interconnected roles of managers as leaders and leaders as managers. The balance between strategic decision-making and leadership vision will also be explored.

LO2: Understand leadership principles that support organisational values.

Learners will explore the role of a strategic leader in shaping and communicating an organisation’s vision, mission, and values. The unit covers the significance of trust-building, ethical leadership, and empowerment, ensuring that organisational principles are effectively implemented.

LO3: Understand leadership strategies and their impact on organisational direction.

Learners will evaluate the impact of leadership styles such as transformational, transactional, and situational leadership on an organisation’s strategic direction. The focus is on adapting leadership approaches to dynamic organisational needs and ensuring effective implementation of strategies.

Assessment Criteria

The assessment criteria for CMI Unit 7014V1 – Strategic Leadership Practice are aligned with the learning outcomes.

LO1: Understand the relationship between strategic management and leadership.

• 1.1 Analyse the concept of managers as effective leaders.
• 1.2 Analyse the concept of leaders as effective managers.
• 1.3 Analyse the balance needed between the demands of strategic management and strategic leadership.

LO2: Understand leadership principles that support organisational values.

• 2.1 Evaluate the role of the strategic leader in the creation of the organisation’s vision, mission, and values.
• 2.2 Discuss the strategic leader’s role in communicating the organisation’s vision, mission, and values.
• 2.3 Evaluate the role of the strategic leader in building trust and empowerment.
• 2.4 Discuss how ethical leadership engenders empowerment and trust, and identify its impact on organisational practice.

LO3: Understand leadership strategies and their impact on organisational direction.

• 3.1 Evaluate transformational leadership and its impact on organisational strategy.
• 3.2 Evaluate transactional leadership and its impact on organisational strategy.
• 3.3 Evaluate situational leadership and its impact on organisational strategy.

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