CMI Level 6 Management and Leadership
CMI Management and Leadership
CMI Level 6 Management and Leadership qualifications bridge the gap between level 5 and level 7 qualifications. Gain the practical knowledge and skills required to progress in strategic management.
Not sure if this is the right qualification for you? Book a discovery call or use the chat feature. We’re here to help!
Book a Discovery Call
Why Study With Crescente?
EVERY UNIT AVAILABLE.
Choose from all the units for each qualification.
NO TIME LIMITS.
Start whenever you like. Take as long (or short) as you want.
FRIENDLY AND INCLUSIVE.
Learn in a professional, friendly and inclusive atmosphere.
REAL-WORLD EXPERTS.
Learn from practicing consultants, managers and coaches.
UNLIMITED SUPPORT.
Assignment support on-demand via Zoom and email.
NO HIDDEN COSTS.
All registration and assessment fees are included in price.
CMI Level 6 Management and Leadership
The CMI Level 6 in Management and Leadership is available in three ‘sizes’ according to the number of units you want to study. The qualification is modular, so you can top-up from Award to Certificate to Diploma. All units are available for self study with Crescente, so you can learn exactly what you want to.
Award 6A30
Study 1 unit
Certificate 6C30
Study 2 or 3 units
Diploma 6D30
Study 6 or 7 units
Our Information Pack PDF has options, prices and FAQs. Download it using the form below.
About This Qualification
Strategic management and leadership is a different skillset (and mindset) to operational management. You have to come up with the plan, not just deliver it. The CMI Level 6 Management and Leadership offers some unique subjects that help you make the transition with practical tools you can apply at work. You’ll find some of these units available in the level 7 diploma too.
Who’s it for?
Senior managers
Director, Associate Director and related roles
Specialist senior managers and directors
Anyone wishing to step up into these roles
| Unit | Unit Title and Description | Credits |
|---|---|---|
| 601* | Professional Management and Leadership Practice An outstanding professional manager and leader is typified by someone who has the ability to select and apply knowledge, skills, values and behaviours effectively in their working role. Whilst many of these attributes can be developed through experiential learning, these can be sharpened and amplified through an in-depth exploration of the topic. The aim of this unit is to enable the professional manager and leader to consider the influence of an organisation’s context on how individuals are managed and led. They will reflect on the values, behaviours, knowledge and skills required, not only to deliver successful organisational outcomes, but to lead individuals with confidence. | 60 |
| 602* | Developing, Managing and Leading Individuals and Teams Individuals and teams are a highly prized resource which, if developed, managed and led effectively, can transform an organisation’s reputation, productivity and success. The aim of this unit is for the professional manager and leader to understand the principles for developing, managing and leading individuals and teams. On completion of the unit, learners will understand the multi-dimensional factors which influence the way individuals and teams are developed and led. They will examine the role of organisational structures for managing human resources and be given the opportunity to research classic and contemporary approaches to the management and development of individuals and teams. Ultimately, this unit will culminate in an assessment of the skills required to lead and develop individuals and teams in a manner that not only achieves results but is ethical, fair, empowering and collaborative. | 60 |
| 603* | Organisational Culture Culture matters. Beliefs, principles, ideologies, behaviours and values have the power to influence an organisation’s success. Culture is emergent, it develops over time and is influenced by the cultural identity of staff and stakeholders and the approaches taken to lead and manage others. It is also influenced by an organisation’s history, purpose, activities, vision, mission and values. The aim of this unit is to equip professional managers and leaders with an understanding of the role and impact of culture within organisations and the approaches to make and sustain cultural change. | 50 |
| 604* | Strategic Programme and Project Management Programme and project management is an essential skill for a professional manager and leader to develop. Whilst a project is singular, programmes will encompass a range of projects. The reality of managing programmes and projects is complicated. There are a broad range of multi-dimensional issues which influence how these are led; not least the impact of stakeholder involvement, financing, resourcing and appetite for risk. Ultimately, the success of a programme or project is judged on the achievement of goals within the parameters of cost, quality, resources used and timescales. The aim of this unit is to equip professional managers and leaders with an understanding of how to proactively respond to the demands of project and programme management, regardless of their type, size and complexity. | 90 |
| 605* | Innovation and Change The ability to drive innovation and change is an essential skill for a professional manager and leader. Innovation, defined simply as ‘doing something new or different,’ is a powerful catalyst for change. It can revolutionise an organisation’s operational activities, create dynamic new opportunities, and contribute to the achievement of strategic goals. Change occurs in many forms and leaders must be able to respond to changes which are radical, incremental or evolutionary. This unit has been designed to enable the professional manager and leader to understand innovation and change within organisational contexts. It explores the rationale for innovation and change, such as the impact of technology and digitalisation. Most importantly it focuses on the knowledge, values and behaviours that ultimately will equip the professional managers and leaders to successfully drive innovation and change. | 70 |
| 606* | Developing and Leading Strategy Organisational strategy is often seen as a blueprint which guides an organisation’s path. It can be created to provide stakeholders with the organisation’s direction for the future, as well as enabling an organisation to measure and monitor its success. Organisational strategy may evolve over time to respond to different circumstances, new opportunities or unexpected challenges. Ultimately, successful outcomes result from the way the organisational strategy is led, managed and implemented. The aim of this unit is to enable professional managers and leaders to understand approaches to developing organisational strategy and how to formulate and lead operational strategy to achieve a strategic aim. | 60 |
| 607* | Procurement, Purchasing and Contracting The ability to procure, purchase and contract goods, services and capital items effectively is of paramount importance if an organisation is to succeed. For the professional manager and leader this knowledge and understanding is invaluable. It has the power to enhance decision making, strategic and operational planning and the effective delivery of outcomes within budgetary constraints. It is important to recognise that the terms ‘procurement’ and ‘purchasing’ are interpreted differently depending on the type of organisation. For the purpose of this unit, ‘procurement’ is recognised as the strategic activity that will be underpinned by ‘purchasing’ and ‘contracting’. The aim of this unit is for managers and leaders to realise business objectives though competent, ethical and professional contracting, purchasing and procurement practices. | 60 |
| 608* | Strategic Corporate Responsibility and Sustainability Corporate Social Responsibility (CSR) and sustainability are topics keenly related to organisational accountability. Definitions and approaches taken to manage and lead CSR and sustainability vary according to the type and purpose of an organisation and its governance. Approaches typically include the development of aims and objectives, policy and strategy, with the intent to address the impact of an organisation’s activity on society, the environment and a commitment to ethical and responsible conduct. The aim of this unit is to enable professional managers and leaders to understand CSR and sustainability in an organisational context. They will assess the enablers, constraints and barriers to its success, present a case for organisational engagement, identify approaches for its implementation and ultimately, identify strategies to gain ongoing stakeholder commitment. | 60 |
| 609* | Leading Quality Management Effective quality management is critical to meeting stakeholder needs and expectations, developing trust and reputation. It impacts on profitability, processes and procedures and the achievement of strategic objectives. Quality is not something that occurs by chance. It is reliant on strategic and operational planning and the commitment and drive by professional managers, leaders, teams and individuals to make it a success. The aim of this unit is to enable professional managers and leaders to understand the rationale and approaches to quality management. Critically, the unit focuses on how quality and continuous improvement can be instilled into all aspects of working practice. | 70 |
| 610* | Principles and Practices of Policy Development The principles laid down in organisational, corporate, functional and departmental policies have a direct bearing on the daily activities of an organisations workforce. Policy focuses on the activities which are of critical importance to an organisation. Policies can be used to set strategic direction. Policies also set expectations about the behaviours and values required by staff to work ethically and professionally within their roles and when representing the organisation. Policy writing is an art form which requires great skill. An in-depth understanding of the context in which policy is developed, the factors which drive the need for policy, and crucially, the influence of stakeholders in policy development is required to write effective policies. The aim of the unit is to enable professional managers and leaders to take a fresh look at the role policy plays within an organisation, know how policy can be developed and ultimately, cascaded successfully to its intended audience. | 60 |
| 611* | Knowledge Management The approach taken to manage knowledge within organisations has the power to impact on productivity, competitive advantage, succession planning and ultimately an organisation’s success. Knowledge management is more than the use of information and communications technologies to exchange data and information. Knowledge management also focuses on strategy, experiential learning and context. It includes human interaction and understanding. On successful completion of the unit, professional managers and leaders will understand the impact of knowledge management on an organisation and the individuals working within it. Vitally, professional managers and leaders will develop a strategy to drive knowledge management in an organisational context. | 70 |
| 612* | Coaching Skills for Leaders Coaching is a powerful learning and development tool. Used effectively, it is able to optimise individual and team performance and the achievement of organisational goals. Coaching has rapidly become an essential leadership tool. It enables the professional manager and leader to support, motivate and empower individuals and teams in a conversational and insightful way. This contrasts with and complements the use of traditional directive leadership approaches. This unit focuses on these specific coaching skills, techniques and approaches that are required by leaders to develop the knowledge, skills and resourcefulness of individuals. It focuses on the benefits and types of coaching used by leaders in different contexts and how the application of coaching impacts in the organisational environment. A key part of this unit is for leaders to critically reflect on own their own ability to coach individuals and identify opportunities for improvement. In order to achieve this, learners will need to use coaching skills in their leadership practice. | 70 |
| 613* | Leading Equality, Diversity and Inclusion The ability to lead equality, diversity and inclusion in an organisational context requires insight, knowledge and a commitment to valuing individuals regardless of their similarities and differences. Whilst an in-depth understanding of the legal and regulatory frameworks is essential, managers and leaders must constantly keep abreast of changes and influences which impact on how equality, diversity and inclusion is led and managed. To do this effectively, managers and leaders need to create an environment where individuals and teams feel able to have honest conversations and share their needs, expectations and opinions in an open and constructive way. The aim of this unit is to equip professional managers and leaders with the understanding and knowledge of how to lead equality, diversity and inclusion with confidence. | 70 |
| 614* | Principles and Practices of Ethical Decision Making The ability to make ethical decisions under pressure is a fundamental requirement of a professional manager and leader. Ethical decision making is not easy, especially when decisions are under the spotlight of stakeholder opinion, constrained by organisational, legal and regulatory requirements, where ambiguity exists, where risks are high or where the outcome of decisions will be unpopular. All decisions involve some form of value-based judgement and could involve ethical considerations. Whilst mechanistic decision making is the ability to select an action from different alternatives, ethical decision-making focuses on value-based judgements and a wider range of issues that are typically more complicated in nature. The aim of this unit is to equip professional managers and leaders with the understanding of how to make ethical decisions in different organisational contexts. | 60 |
| 509** | Managing Stakeholder Relationships Good relationships, whether they are with customers, suppliers, partners or staff, are a key contributor to an organisation’s success. To build stakeholder relationships that are long lasting and sustainable, they need to be planned and developed. This unit explores the types and purposes of stakeholder relationships and the skills required to overcome challenges and manage these effectively. | 40 |
| 518** | Managing Risk Business outcomes are optimised when risks are identified and managed effectively. This unit has been designed to equip learners with an understanding of the scope and purpose of business risk management. This includes an evaluation of the types of business risks, the governance and approaches for managing these effectively, and how risk management can be implemented successfully within organisations. | 60 |
| 522** | Principles of Innovation When a culture of innovation and entrepreneurship thrives, new ideas and initiatives flourish. This unit has been designed to enable learners to identify opportunities for innovation in the workplace (which may be in the form of new working practices, processes, new products or services), analyse the rationale for developing initiatives and know how to turn ideas into reality. | 50 |
| 525** | Using Reflective Practice to Inform Personal and Professional Development Reflective practice is an essential management tool which supports the development of knowledge, skills and behaviours in the workplace. By consciously analysing own performance, decision making, leadership and management skills (in different situational contexts); opportunities for on-going development can be identified. The aim of the unit is to equip learners with the understanding of the value of reflective practice, and how reflection can be used as the basis of meaningful personal and professional development. | 50 |
| Award | Choose 1 unit from 601 – 614 to a minimum of 50 credits | /50 | £800 incl. VAT |
| Certificate | Choose 2 or 3 units from 601 – 614 to a minimum of 130 credits | /130 | £1250 incl. VAT |
| Diploma | Choose units to a minimum of 370 credits (230 credits must be from Group A) | /370 | £2700 incl. VAT |
You’re in good company…
Robert Livingstone September 2024
I had an amazing experience. My assessor Nige Tyler was brilliant could not be more helpful.
Daniel Thomas October 2024
Crescente as a business are fantastic, without their invaluable input I would have found passing my CMI level 5 near on impossible. John’s clear and concise direction with my assignment writing made things simple, and Nigel’s fantastic support in my reworks made it all a relative breeze!
Brett Williams 4 days ago
I recently completed a CMI level 5 course and couldn’t be more impressed. The course was well structured and John’s tutoring style was very engaging. The blend of theory and practical application I feel has an enhanced my skills as a manager. I would highly recommend.
