Assessment Criteria (AC) AC 1.1 Outline the role of the team leader AC 1.2 List the responsibilities of the team leader within the team AC 1.3 Outline the limits of the team leaders authority and their accountability AC 1.4 Give an example of a situation where they would need to refer to someone with senior authority Good Pass [ca.30/40] The role of the team leader is described as opposed to merely outlined. The description might include details on responsibilities, accountabilities, interactions with team members, peers and managers. The different roles of different team leaders are describe The responsibilities of the team leader within the team are clearly described, as opposed to being merely listed Good level of detail in responsibilities, with a strong focus within the team and how these responsibilities are met The limits of both the authority and the accountability of team leaders are described as opposed to merely outlined The limits of authority and accountability are fully described in detail with an explanation of what, when and how matters would need to be referred to a higher authority The example situation is described, perhaps with some detail, as opposed to being merely given The reason is given as to why the example situation would be beyond the responsibility of a team leader and would therefore need to be referred to a senior authority The process itself is given for referral to someone with senior authority IV Feedback Assessment Criteria (AC) AC 2.1 Gather feedback on own performance from different sources AC 2.2 Interpret the feedback and list areas for improvement AC 2.3 Prepare an action plan to address weaknesses and improve performance Good Pass [ca.45/60] Gathered feedback is specific and fully evidenced Comprehensive and/or detailed feedback on own performance is gathered Feedback is gathered from a large number of sources and/or a wide variety of sources A full, detailed interpretation of the gathered feedback is conducted There is an explicit link between the feedback and the identification of the areas for improvement, providing a clear reason for the latter The areas for improvement are comprehensive and/or detailed and their potential for development is described There is an explicit linkage between the previous interpretation of feedback and the resulting action plan to address the identified weaknesses, providing a clear reason for the latter The prepared action plan is comprehensive and detailed, complete with objectives, time scale, etc and additionally shows awareness of resource issues and review The action plan addresses the weaknesses in a way that has the potential for a significant improvement in performance IV Feedback