Team Leader

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A Team leader or ​supervisor is a first line management role, with operational and project responsibilities or responsibility for managing a team to deliver a clearly defined outcome. They provide direction, instructions and guidance to ensure the achievement of set goals. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities will vary, but the knowledge, skills and behaviours needed will be the same whatever the role

Expected behaviours of a Team Leader/Supervisor?

Behaviours are the mindset, attitudes and approaches required to learn new knowledge and apply new skills. There should be many opportunities in the workplace for you to develop the anticipated behaviours that are required as a Team Leader/Supervisor. Remember, you will be judged on your behaviours at end-point-assessment (EPA). Review the following behaviours and start to work on developing and showcasing these at every opportunity.

These are the behaviours expected of all Team Leaders/Supervisors carrying out their role:

Takes responsibilityDrive to achieve in all aspects of work. Demonstrates resilience and accountability.Determination when managing difficult situations.
InclusiveOpen, approachable, authentic, and able to build trust with others.  Seeks views of others.
AgileFlexible to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and adaptable, responds well to feedback and need for change.
ProfessionalismSets an example, and is fair, consistent and impartial.  Open and honest. Operates within organisational values
Core behaviours of a Team Leader/Supervisor to be demonstrated on-programme in readiness for End Point Assessment (EPA)

What is the link between Knowledge, Skills and Behaviours (KSBs) and the ILM Diploma?

The resources in the Learning Hub are designed to support apprentices during their on-programme part of the Level 3 Team Leader/Supervisor Apprenticeship. It can be used to support progression, providing confidence in the apprentice’s competence and readiness to go through to End-point Assessment (EPA). Everything the apprentice does is all building towards their EPA and this is a priority.

Stretch and Challenge – how do I get from a Pass to Distinction?

Keep reflecting on these distinction questions throughout your apprenticeship journey. It is important to test your level of comptence in the following questions. Being able to confidently evidence each of these questions through discussions, Q&As and within your presentation will enable you to achieve your apprenticeship at distinction level.

Presentation and Q&A

Can you analyse the effectiveness of appropriate academic theories and models and incorporates them appropriately in your approach to leadership and teambuilding?. (K1.1, S1.2)

Can you evaluate how you build rapport with your audience, including customers and how this can be negatively and positively impacted on by the different communication approaches and styles (e.g. verbal, non-verbal, written, visual and digital/electronic)? K4.1, S3.3)

Do you regulate the flow of conversations in the meetings you lead and compensate for both dominant and quiet voices to be heard equally? (K4.2, S4.1)

Is able to analyse how culture can affect individuals in different ways and how different cultures can impact on teamworking and strategy? (K1.2, S5.1)

Can explain the impact communication of operational plans has had on the deliverable actions for your team, and the steps you then took to mitigate any adverse effects arising from this communication? (K5.1, B3.1)

Can analyse the successes and learning points from a period of change their organisation has experienced, and describes how the team leader’s role enables their team to clearly understand success criteria? (K3.1, S5.2, B3.2, B3.3)

Is able to evaluate how their analysis and management of either qualitative or quantitative data or different technologies has led, or will lead, to improved quality, efficiency or productivity within their organisation? (K.5.3, K10.2, S5.4)

Professional Discussion & Portfolio of Evidence

Is able to evaluate motivational practices and their benefits and drawbacks (e.g.recognition, reward, enrichment, consultation) and deploys them in their approach to team building? (K2.1, S2.1)

Can evaluate the principles of active listening and their benefits and deploys them appropriately in their approach to team management (S4.2)

Can evaluate how you have adapted known project management tools and approaches to suit the needs of their organisation? (S6.2)

Is able to evaluate the importance of organisational governance and
compliance from a corporate, legal and budgetary standpoint, and describes how appropriate governance and HR practices can positively impact your team and the wider organisation? (K2.2, S7.1, B4.3)

Can describe how they have used known management tools and theories to improve to their performance based upon feedback received? (S8.1)

Your Role & Safeguarding

You have a duty of care to look after your people, this means, you should focus on the environment, atmosphere, compliance and work/life balance. Safeguarding in the role of a team leader/supervisor often includes how you focus on and apply:

  • Health and safety training and other appropriate training
  • Risk assessments
  • Safeguarding against bullying
  • Safeguarding against substance abuse
  • Prevent presenteeism and control working hours
  • Ensure compliance with relevant laws and standards
  • Safeguarding employees mental health
  • Safeguarding levels of stress
  • Supporting employees with sexuality, bereavement, addictions

Business Management Academy Induction

Bookable Safeguarding Training (Book within 6/8 weeks of start)

Bookable Sexual Consent Training (Book within 10/12 weeks of start)

Bookable Functional Skills Sessions

End Point Assessment (EPA) Guidance & EPA Preparatory Assessment and Predicted Grades

Added Value, Stretch and Challenge and Professional Development Opportunities